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CCCA_V7No2_Dept-ProjectMgmt4-FIN_CCCA_V6No4 13-05-21 12:23 PM Page 13 Putting you on the Legal Project Management path to strategic legal planning Step 4 of 4 By Melissa LaFlair his fourth and final piece involves Tputting the final plan into action and assessing the results. The other steps can be found in the previous three edi- tions of CCCA Magazine. This step is often the hardest part of the process. Unless you follow through, hold people accountable and measure results,all of the desired outcomes in your well- communication of what is involved to the (such as developing annotated templates, thought-out plan will not be achieved. people who will be implementing and/or providing training on how to use them and affected by the outcomes of the Plan. Be providing continuing support during STEP 1 Review status quo sure to communicate the purpose/objec- active agreement negotiations). tive of the plan, timing, expected inputs and identified milestones that will be used Actively monitor progress STEP 2 Assess alternatives to gauge progress. Once actual implementation commences Let’s return to the decision in Step 3 of it is very important that you stick to the this series to have business people negoti- plan and actively, regularly monitor STEP 3 STEP 1 review status quo Plan “The Plan” ate confidentiality agreements on their progress (don’t wait until the very end). own to reduce legal overtime while This helps avoid the nasty surprises that increasing conversions of expressions of no one likes (scope, budget and/or timing Execute and monitor STEP 4 interest into deals.Key people like the head creep, incompatible deliverables, commu- “The Plan” of the business department and some high- nication confusion). Remember, it is volume salespeople should be approached much easier to fix a deviation that is iden- to ensure that they are on board with the tified early on versus months later when it Step 4 — Execute and monitor plan and contributing to its success. is invariably more difficult and expensive. “The Plan” Before you approach them, remember It is also critical that you deliver your Launch the plan your priorities aren’t necessarily theirs and pieces when expected. To begin, make sure that the other people taking on “legal work” likely won’t appeal For example, assume you are to have a involved — especially those paying and to them at first. Be prepared to sell the template available in three weeks followed any key users — are on board with the benefits of the change to them (such as by two weeks of individual training ses- plan. While you will have done some of control over turnaround time, greater sions. If the template isn’t available in three this during your Step 3 efforts,you need to insight into the other side’s negotiating weeks with no conscious adjustment to the formally confirm key people’s support style and lower deal and overhead costs). plan, you will have little credibility enforc- before launching implementation. This You also need to outline what your depart- ing the contributions of others and obtain- ing the results you seek. ment will do to protect the business team check also provides a great opportunity to ISTOCKPHOTO.COM review the plan from a fresh set of eyes and from entering into legally harmful docu- tions, determine the cause and impact as If you identify variances from expecta- identify any areas for improvement. ments; support their learning curve and well as how best to address. Perhaps the The launch itself starts with a high level maximize their effectiveness and success ÉTÉ 2013 CCCA Canadian Corporate Counsel Association 13