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CCCA_V6No3_Dept-ProjectMgmt1-FIN_CCCA_V6No2_Dept-IntellectualProperty 9/18/12 11:58 AM Page 12 Legal Project Management How to get on the path to strategic legal planning By Melissa LaFlair esources are tight, demands are followed it and met with greater success feel pressed. Rincreasing and you are in constant and benefit with each application: Jot down your findings but remember: firefighting mode.You can’t even imag- stay factual. Subjective, emotional views ine having control over your schedule like “I am overworked” and “We have STEP 1 Review status quo and resources. It is pure fantasy to think no budget” aren’t helpful. In fact, they of strategically planning your legal are likely only going to inflame any hot effort in partnership with your external buttons that exist. Alternatively, factual, STEP 2 Assess alternatives service providers, stakeholders and specific observations like. “Four days out team members. of five, I work until 10 pm;” and “The It need not be so. You can turn this organization plans to enter into six more STEP 1 review status quo Plan “The Plan” STEP 3 dream or fantasy into reality. The key is term sheets this year without increas- working smarter, not harder, using project ing legal spend” are very helpful and management philosophies,tools and tech- Execute and monitor make it easier to analyze the situation and STEP 4 niques. I know from experience. I lever- “The Plan” identify opportunities to introduce bene- aged project management concepts to ficial change. transform my approach to the practice of Once you acknowledge that making law and to build an internal and external changes would be helpful,the hardest part Identify opportunities legal team integral to my organization’s is often determining where to start. Here The next part of this step is reviewing how business success.The benefits were many is Step 1: assessing the status quo, identify- the information you have gathered relates — first and foremost the company saved ing opportunities and specifying the to your organization’s objectives. In order money and I “found” time to address desired outcome. for outcomes to differ, inputs need to more of the strategic aspects of my role. change.The trick is identifying what needs Some of you may recognize that your Step 1 to change, why and how.Again, be sure to current situation isn’t sustainable, yet you Review the status quo step back and use your analytical skills to are at a loss as to where to begin making To begin the process, you first need to take a factual look at the information that changes. Keep reading. Use the steps set understand how your current situation you have gathered and identify opportuni- out below to start with small projects and (from a personal and organizational per- ties that will best address your organiza- work your way up to bigger projects. spective) does or does not support your tion’s objectives. Areas where there’s an For those of you who think you don’t organization’s strategy.Start with an objec- obvious need to improve and/or there’s a have the required time, department size, tive assessment of personal and organiza- mismatch between factors would be good practice type, mandate, legal spend, lever- tional factors like available versus required spots to address. age or so on necessary to warrant making support, resources, required deliverables, For example, your organization is seek- any changes, think again. Every lawyer organizational culture, and risk tolerance. ing to reduce legal spend.You are seeking can and should regularly examine their Depending on how pressed you feel to work fewer evenings and weekends situation and how to improve it.Whatever on a daily basis, look at things from an while still finding time to address strategic your circumstances, the following four- immediate, daily survival level. If you planning matters. In this situation, there is step process can be used to analyze and aren’t pressed on a daily basis, look at the a mismatch between factors. Achieving VEER.COM improve your situation. I know because I situation from the level at which you do alignment whereby costs are reduced and 12 CCCA Canadian Corporate Counsel Association FALL 2012