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legal technology skills improvement
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This is an example of active management of over-sight
and it is especially important in big and/or strategic projects.
Spending time to think through how you will frame the
conversations you have with your steering committee is
time well spent. You need to be transparent and open while
maintaining the focus on the actions required to deliver the
benefits. Your reporting should be focused around measuring
progress in a meaningful way without exposing undue detail
that the organization expects the change team to handle.
The same type of open conversation is required
within the change team. Everyone needs to have the time
and space to discuss their issues and how they relate to the
deliverables. On long or large change projects plan periods
of reflection when the core team gets together to re-discuss
their understanding of the objectives in the light of what has
happened to date.
Finally make sure that there is some fun in the process.
Something to make people see the good that is being done by
celebrating it. ILTA
F U R T H E R R E A D I N G
If you want to read more about this subject there are
hundreds of books. My two favorites are:
The Mythical Man Month by Frederick Brooks is about
software development but holds a lot of relevance to
all kinds of change. I prefer the 1975 edition if you can
get it. ISBN 0-201-00650-2 (1975 ed.), 0-201-83595-9
(1995 ed.)
Death March Projects by Edward Yourdon. It includes
the "inverse Dilbert correlation factor" – the more
Dilbert cartoons pasted on office doors and bulletin
boards, the less well off the project is. ISBN-13: 978-
0130146595
