Project manager in general need to create minute for all project meeting and send to meeting attendees and relevant stakeholders in email. The main purpose is  to keep record of decision made and planned action times.  

Create the Minutes Email by selecting Replying to All from the meeting event on the calendar and send out Meeting Minutes within same day of the meeting. If possible, it suggestion to send out the minutes within 2-3 hours. 

Follow the format to create the content. The minutes needs be brief and only include content from the meeting and include the following:

• Subject : <Project Name> <Meeting Name> +Meeting Minutes +(<Date>)
• Email Body : (Optional)
  • Title : <Project Name> <Meeting Name>
  • Date : <Date> <Time> <Time Zone>
  • Attendees (Optional): You would include attendees if this business user meeting. For project status/planning meeting, you can skip this unless you have limited attendance.
  • Minutes:
  • Project Status: On Track (green) | At Risk (Yellow/Red)
    Start with " 1. Project status On Track (green) | At Risk (Yellow/Red)"
    • What's Completed
    • What's In Progress / Pending along with ETA and owner
    • Major Discussion Items (always use bullets and to the point)
    • Action Items : <Who> to do <What> <by when>
      e.g. @Richard to complete the user list confirmation ETA 8/6.
  • Link : Add link to the past records of meeting minutes at the end of the email body for reference to old minutes, Its also recommended to include link to the Project Summary Page at the end. 

​Log Minutes : Always log Meeting Minutes in Quip or Wrike with the meeting minutes, recordings and presentation.

Editor's Notes: Product managers often ask, "Why do I need to include a link to the project summary page in the status meeting agenda and meeting minutes? ​" The short answer is this link help user locate the project information quickly. Join the community. If you'd like to learn more about this FAQ, join the community for the details. ​​

Email Template 
-- Copy the following section ---
Title : <Project Name> <Meeting Name>
Date : <Date> <Time> <Time Zone>

Project Summary: <Link to project summary page> 
Slack Channel: <slack channel>
Email Group: <email group>

Attendees (Optional)
You would include attendees if this business user meeting. For project status/planning meeting, you can skip this unless you have limited attendance. 

Minutes: 
1.Project Status: <Project Name> Status <On Track> | <At Risk (Yellow/Red>
2.Discussions

• What's Completed
• What's In Progress / Pending along with ETA and Owner
• Major Discussion Items (always use bullets and to the point)
• Action Items : <Who> to do <What> <by When>
  e.g. @Richard to complete the user list confirmation ETA 8/6. 

Link <Minute Link> 
Add link to the Meeting Minutes page at the end of the email body for reference to old minutes

Recording: <Recording attachment or link>

Presentation: <Presentation attachment or link>

--- End of File ---

A project retrospective is a process recommended during the project closure for post-project review. It's a dedicated time for the project team and stakeholders to discuss what went well, what didn't, and any lessons learned to improve in the future. The meeting should be scheduled right after the project's completion.

The project manager can start by reminding everyone of the purpose and benefits of the project. Requesting business users to demonstrate the result is usually robust and motivating. 

​Then, demand the project team to look backward and contemplate the events leading to the outcome. The team can identify the significant events and analyze the events' root causes. The review should further revisit the risks and issues which can be used to update the organization's risk register for future guidance. Going through the project plan, where the significant events are recorded and highlighted at the beginning of the meeting, usually is effective.

After the preparation, the team discussion can then focus on what worked well and what didn't and look for improvements to help the team do better in the future. An example plan can be summarized as follows : 

• Explain the format (5 Min) 
• Recap the Project (10 Min) 
• Team Discussion (40 Min) 
• Wrap Up (5 min) 

Running a retrospective successfully-the facilitator needs make sure every participants is actively engaged and help the team stay honest, open to sharing opinions, and focus on the facts. ​

​Using the @kanban board in a Quip document has been proven effective tool in facilitating the discussion, where the team members can easily add new cards for feedback, vote for the result, or add thoughts using the comments. ​​

​"Nobody looks at the feedback! " Last but not least, we would avoid this impression for our practice. It's essential to add the feedback review to our retrospective process, where the project manager and development managers sit down to review the feedback and decide the necessary follow-ups. Them, send an email to the team to update the review result. With this, the team is more motivated to participate next time, and the retrospective efforts can lead to a real impact.

References 

1. https://www.funretrospectives.com ​- designed activities for retrospectives. 
2. www.retrium.com - software for online engagement 
3. How to Lead a Successful Project Retrospective Meeting (2019 Update)

 Role and Responsibility (R & R&R) identifies relationships between functional areas (role) and the person responsible for the function delivery. Roles are also referred to as one's position in a project team. Responsibilities often are defined as duties or job descriptions. 

​Specifying a clear role and responsibility for a project team is a critical PMO practice, which helps teams void stepping on each other, thus reducing conflicts. The following is an example role and responsibility definition: 

• ​​Portfolio Managers manage strategic relationships with businesses with oversight of all projects. 
• Product Managers define and articulate the product roadmap and own product quality and capability.
• Project Managers are responsible for the project delivery. It's vital to clarify project management role is a facilitating role. They don't own the product roadmap or business case nor need to decide what to do in every sprint. They clarify, understand, plan, organize and execute but do not prioritize nor define project scope. 
• Business Analysts liaise with the business to capture, detail, and fulfill business requirements.
• Technical Managers lead the delivery team to deliver a portfolio of products & solutions.
  • Technical Functional Lead (Application Lead): Single point of responsibility for delivery of all technical elements to the stated requirements
  • Technical Lead/Developer: Develops code to agreed standards, quality, and timelines
  • Solution Architect: Defines the end-to-end product architecture and associated integration across different components or technologies
• Operations Managers improve the stability and effectiveness of production environments. Serves needs by ticket, so no one individual is assigned to each project.
  • Operations Engineer: Maintains infrastructure health and provides framework support
• Frameworks Managers are responsible for the roadmap and health of a frameworks and for ensuring that the frameworks is fit-for-purpose 
  • Framework Engineer: Develops and maintains frameworks
  • Framework Project Manager: Responsible for the oversight of development and maintenance of frameworks

It is totally fine for a person to carry multiple roles and responsibilities in practice. Some projects don't need all the functions. The importance of this exercise is the full coverage of the commitments and clarity of each person's expectations in the project.

Question to Ask When Clarifying Role and Responsibilities 

• Do we have missing roles in the project? If so, who will play that role and what is the expectation? 

Portfolio management generally includes strategic planning, resource management, and budget management. ​

Strategic Planning helps organizations do the right thing at the right time, which boils down to selecting suitable projects that deliver the strategy. PMO defines selection criteria and helps business leaders determine projects per long-term vision. PMO also keeps the project list in a project register for review, goal calibration, or governance. 

Resource Management gathers the organization's resources, evaluates the resource qualification, and builds a resource pool to secure business executions. 

Budget Management is associated with strategic planning and resource management, where PMO performs financial analysis and capital planning. ​​

The PMO portfolio engagement scope requires tailored between PMO leaders and business owners. The decision would be based on organization priority.