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61 Shannon Chart

The document outlines a 6-step process for managing projects: 1) map out tasks and create a timeline, 2) choose assignees based on skills and workload, 3) brief assignees on goals and expectations, 4) supervise progress through meetings and updates, 5) review assignees' work for praise and improvement, and 6) debrief on the outcome and lessons learned. The goal is to plan the work, assign responsibilities, provide guidance, monitor progress, ensure quality, and improve for the future.

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Rochelle Ayad
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100 views1 page

61 Shannon Chart

The document outlines a 6-step process for managing projects: 1) map out tasks and create a timeline, 2) choose assignees based on skills and workload, 3) brief assignees on goals and expectations, 4) supervise progress through meetings and updates, 5) review assignees' work for praise and improvement, and 6) debrief on the outcome and lessons learned. The goal is to plan the work, assign responsibilities, provide guidance, monitor progress, ensure quality, and improve for the future.

Uploaded by

Rochelle Ayad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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STEP 4: SUPERVISE THE PROCESS AND MONITOR

STEP 1: MAP OUT THE MATTER

Identify the component tasks

Prioritize the tasks

Set a project timetable, including deadlines for each task

Consider which components can be delegated

Create a master to-do list

Create written protocols for complex tasks

STEP 2: CHOOSE THE ASSIGNEES

Weigh the need for speed against learning opportunities

Assess prospective assignees capabilities

Consider current workloads

Consider who might be challenged by a particular assignment

Create a distribution list with names and assignments

STEP 3: BRIEF ASSIGNEES ON ESSENTIALS

PROGRESS
Set interim deadlines

Assess progress against the plan and make adjustments


as necessary

Hold regular team meetings that include (1) a planned agenda


for each meeting, (2) circulation of updated to-do lists, and
(3) discussion of individual and team accomplishments to date

Review e-mail and other updates from team members

Respond to questions and drafts; circulate pertinent information

Anticipate new developments and plan for them

Keep the client (and partners, as necessary) apprised of the


matters progress

STEP 5: REVIEW ASSIGNEES WORK, BOTH ONGOING

AND FINAL
Find areas for praise

Identify areas for improvement

The clients interests and goals

Show how the final product is used

How each specific assignment fits into the big picture

Describe evolving expectations

Deadlines and parameters of the project timetable

Provide continuing guidance and resources

Resources and sample documents to use in


completing assignments

Your schedule and availability as project manager

FINAL OUTCOME

Other assignees and supervisors involved in the project,


including clear delineation of responsibilities

Discuss the level of client satisfaction

Ask what was learned during the course of the project

Other parties to go to with questions and concerns

Review highs and lows

Schedule for team meetings

Ask assignees what they need to learn in response

How case files are to be maintained

Develop next-time strategies and talk about future steps

Possible follow-up tasks to be assigned

STEP 6: DEBRIEF AND COMMUNICATE THE

September 2007 Law Practice 61

P R ACT I CA L S T E P S F O R T H E B U S I N E S S S I D E O F P R ACT I C I N G L AW

Six Steps of Project Management

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