If you’ve been conscripted into being on a steering committee for a project but have no idea what this is or what you need to do, then this is the post for you! Whether you received the invitation via email, were volunteered by your manager or simply happened to be in the wrong meeting at the wrong time, don’t panic. Being on a steering committee isn’t as intimidating as it sounds and this guide will help you understand exactly what’s expected of you.
What exactly is a steering committee?
First things first, here’s a quick definition of a steering committee to get you started:
A steering committee is a group of people consisting of representatives from the project’s customer, people that will be affected by the project, people that contribute to the project and people from the organisation that’s running the project. It provides strategic oversight, direction and approval to the project manager.
Who typically serves on a steering committee?
Steering committees should consist of 5 to 7 permanent members. Too few and it will lack diverse perspectives while too many makes decision making cumbersome. Typical members include:
The project sponsor – Usually a senior leader who has ultimate accountability for the project’s success and can make final decisions when the committee is deadlocked.
Senior leaders – Executives or managers who can commit resources, remove organisational obstacles and ensure strategic alignment.
Key suppliers – Representatives from suppliers that will have a significant contribution to the project.
Key stakeholders – Representatives from departments or groups who will be significantly affected by the project’s outcomes.
Subject matter experts – Specialists who can provide technical or domain-specific guidance when needed. Note that these members might attend only when their expertise is required rather than being permanent members.
Why are steering committees needed anyway?
Shouldn’t project managers be able to manage their project without help?
Yes and no. For the most part project managers have the authority and wherewithal to get on with the job at hand but every so often something will crop up that needs higher level approval or help to get resolved. That’s where steering committees come in.
For example, a project manager might be authorised to spend up to 25% of their budget on equipment but suddenly the supplier puts their prices up and it will increase the percentage to over 30%. The project manager will need to get approval from the steering committee to spend the additional money.
Or it could be that a senior member of a team that is providing input into the project has stopped co-operating. The project manager has tried everything to no avail. By escalating this to the steering committee, they can put pressure on the team member to lift their game.
But steering committees aren’t just about the project manager reporting upwards and getting approvals. The information flow works both ways.
As a steering committee member you will have access to information that the project manager needs to do their job effectively, such as upcoming organisational changes, strategic priorities or insights from your area of the business that could impact the project.
Steering committees also help keep the project team focussed and on track and they can intervene if they think things are going off the rails. They serve as a sounding board for major decisions, provide access to resources and senior stakeholders that the project manager might not be able to reach on their own and offer a broader organisational perspective that helps ensure the project aligns with strategic goals.
Additionally, steering committees provide accountability. When multiple stakeholders are watching and actively engaged, projects tend to stay on schedule and within scope. The regular check-ins create natural milestones where progress is reviewed and celebrated and where potential problems can be spotted early before they become crises.
Understanding your role and responsibilities
As a steering committee member you’re not there to do the project manager’s job for them. You’re not expected to create Gantt charts, manage resources or chase down team members for status updates. Your role is more strategic and supportive.
Primary responsibilities include:
- Making key decisions when the project manager needs higher-level approval
- Removing obstacles that are beyond the project manager’s authority to handle
- Ensuring the project remains aligned with organisational objectives
- Providing expertise or perspective from your particular area of the business
- Championing the project within your sphere of influence
It’s also worth understanding what you’re NOT responsible for. You shouldn’t be getting involved in:
- The day-to-day management of the project
- Making decisions that fall within the project manager’s delegated authority
- Doing the work that’s been assigned to the project team
- Undermining the project manager’s authority by going around them to give instructions directly to team members
Getting started: request the steering committee charter
One of your first actions as a new steering committee member should be to ask the project manager for the steering committee charter if one exists. This document outlines how the committee will operate and should include:
- The committee’s purpose and authority levels
- Membership list and each member’s specific role or area of representation
- Meeting frequency, duration and format
- Decision-making processes such as consensus, majority vote or sponsor has final say
- Escalation procedures for when the committee can’t reach agreement
- Reporting requirements and communication protocols
If a charter doesn’t exist, this is your opportunity to work with the project manager to create one. Having these ground rules established upfront prevents confusion and conflict later on.
What should you do to be a good steering committee member?
Now for the practical bits. Here’s how to excel in your role:
- Make sure you fully understand what the project is supposed to be delivering. This can be found in the project charter, project initiation document and project management plan. These documents might seem dense and boring but they’re essential reading. Pay particular attention to the project objectives, scope, key deliverables, success criteria and any constraints or assumptions. If anything is unclear make sure you ask questions early. It’s much better to clarify expectations at the beginning than to discover six months in that everyone had different ideas about what success looks like. If you’re unfamiliar with what a project charter should contain PMI has a helpful guide.
- Read all the reports the project manager gives to you before the steering committee meeting. This sounds obvious but you’d be surprised how many steering committee members turn up having only glanced at the papers. The project manager has put time and effort into preparing these reports and they deserve your attention. Look for red flags like schedule slippage, budget overruns, unresolved risks and scope creep. Come to the meeting prepared with questions and ready to have meaningful discussions.
- If you’re given any actions, complete them promptly and make sure to send your updates to the project manager. Nothing slows down a project faster than steering committee members who don’t follow through on their commitments. If you’ve agreed to secure additional resources, get approval from another department or review a particular deliverable then do it. If circumstances change and you can’t complete an action please communicate that as soon as possible so alternative arrangements can be made.
- Be prepared to challenge anything you don’t agree with. Your role isn’t to be a rubber stamp. If you think the project is heading in the wrong direction, if the risks aren’t being adequately managed or if you spot a potential problem that others have missed speak up. Constructive challenge is one of the most valuable things you can offer. However, make sure your challenges are based on solid reasoning and are delivered constructively. The goal is to improve the project, not to score points or demonstrate your own cleverness.
- Commit to attending as many meetings as possible. Consistency matters. If you’re constantly absent, you lose track of the project’s progress and context. Your fellow committee members have to spend time bringing you up to speed and important decisions may be delayed waiting for a quorum. If you genuinely can’t make it to a meeting, send your apologies in advance, read the papers anyway and ask for the minutes to be sent to you promptly.
- Help make steering committee meetings productive. The way your meetings are run will significantly impact the project’s success. Key elements include setting a clear agenda that’s distributed in advance, making data-driven decisions based on facts rather than opinions and keeping the focus on strategic steering rather than getting into the weeds of project execution. For a comprehensive guide on running productive project meetings, check out our detailed post on the topic.
Additional tips for steering committee success
Beyond the items outlined above, here are some additional ways to add value in your role. Build relationships with the other steering committee members outside of formal meetings. This makes it easier to have frank conversations and reach consensus when difficult decisions need to be made. Stay connected to what’s happening in your part of the organisation so you can anticipate how changes or developments might impact the project. Be generous with your expertise and network but don’t overstep by trying to direct the project manager on how to do their job.
It’s also important to maintain a balanced perspective. Projects rarely go exactly according to plan and that’s normal. Your job is to help the project manager navigate challenges, not to panic at the first sign of trouble. Equally, don’t be so hands-off that you miss warning signs of serious problems.
Finally, remember that being on a steering committee is ultimately about stewardship. You’re helping to guide an initiative that matters to your organisation and your contribution can make a real difference to its success.
Common steering committee pitfalls to avoid
Even well-intentioned steering committees can fall into traps that undermine their effectiveness. Watch out for these common issues:
Unclear roles and responsibilities. When committee members don’t understand their authority or where their responsibilities begin and end you get either analysis paralysis where no one makes decisions or chaos where everyone tries to make decisions. This is why having a steering committee charter is so important.
Dominating personalities. One or two strong voices can steamroll discussions preventing other perspectives from being heard. Good chairs will actively manage this by specifically inviting input from quieter members and establishing ground rules about respectful dialogue.
Inconsistent meeting schedules. When meetings are constantly rescheduled or cancelled momentum dies. The project team doesn’t know when they’ll get the decisions they need and committee members lose the thread of what’s happening. Treat steering committee meetings as non-negotiable calendar commitments.
Hidden agendas. Sometimes committee members have ulterior motives such as protecting their turf, promoting their pet initiatives or sabotaging aspects of the project they don’t support. This toxicity can kill a project. If you suspect hidden agendas address them directly with the project sponsor or chair.
Superficial reporting. When project managers provide vague, overly optimistic reports that lack substance the steering committee can’t fulfil its oversight role. You need to see real data such as actual vs planned progress, specific risks with mitigation plans and honest assessments of challenges. Quality project management tools like Psoda make it easy to generate comprehensive reports that give steering committees the information they need to make informed decisions.
In conclusion
Now that you know what is expected of you as a steering committee member, relax and enjoy the role you’re playing in ensuring the success of the project. You’ve been asked to serve on the committee because someone believes you have valuable perspective and expertise to contribute. Trust in that, take the responsibility seriously and remember that you’re part of a team working toward a common goal.
Psoda plug
If you’re looking for a project management tool that helps you run more productive meetings, Psoda could be the answer. Not only does it have over 100 reports out of the box, it allows you to attach meeting minutes and actions to projects and assign them to individuals automatically. Sign up to watch the demo video or schedule a live personalised demo.
