Peer to Peer Magazine

Fall 2019

The quarterly publication of the International Legal Technology Association

Issue link:

Contents of this Issue


Page 39 of 63

P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | F A L L 2 0 1 9 41 legal technology skills improvement Why Join LTC4? Join a global community of law firms, legal departments, law schools, vendors and training providers Working for a future where all legal professionals use technology efficiently AND can prove it Provide your clients with the proof of efficiency they are asking for through THE industry standard LTC4 Certification 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

Articles in this issue

Links on this page

Archives of this issue

view archives of Peer to Peer Magazine - Fall 2019