Issue link: https://epubs.iltanet.org/i/18157
multiple factors that made this project particularly challenging. We were on the bleeding edge starting, in fact, before Office 2010 was even publicly released. There were no best practices set forth outside of Microsoft recommendations, and certainly no experience in other law firms to draw from. Not all vendors and providers had compatible versions for the new platform, and we needed to be smart and efficient in capitalizing on the opportunities the new platform could provide us, some of which we were still discovering. We undertook a phased approach which allowed for continuous improvement until we were satisfied we’d found the right combination of all factors to efficiently deliver a value-adding product to our firm. The following are just some of the lessons we learned, and some advice that may assist you in managing your next migration. INITIATE Do you sometimes ask, “Where do I even begin?” Project managers frequently experience initiation block — especially on large, multi-faceted projects. The best way to initiate the information flow and direction of any project is to build a high-level framework. To get started on our upgrade, we first broke the project down into sub-projects that were dubbed “committees.” Determining sub-projects is “The best way to initiate the information flow and direction of any project is to build a high-level framework.” relatively easy and serves as a catalyst to help you move from a “where to start” mentality to a list of to-do items. Our committees consisted of the following: Hardware Planning, Imaging and Deployment, Testing and Compatibility, Marketing and Communication, Training and Documentation, Development, Technical Support, and Rollout Strategy and Planning. This breakdown approach is critical, and has the added benefit of being generic; it will work for you regardless of your firm size, geographic imprint, culture or staffing model. Our next step was to move beyond dwelling on the resources we did not have, and focus on what we did have. We had human capital, who, given the ownership and opportunity, were capable of moving mountains. We assigned a lead for each committee based on expertise and appropriate skills. The initial task for committee leads was to work with the PM to devise goals and objectives. Additional committee members were designated, and many sat on multiple committees. This organizational model produced benefits that stretched beyond delegation; assigning people to committees helped generate excitement, increased morale and encouraged a widespread accountability www.iltanet.org Project Management 11