By Jim Hassett and Natasha Chetty, LegalBizDev
Effective project management starts by asking the right questions. While there are hundreds of questions managers can ask, this list summarizes the most critical ones. It is organized in terms of the eight key issues discussed in our Legal Project Management Quick Reference Guide.
Set objectives and define scope
- What business problem does the client want to solve?
- How does this affect the client’s organizational goals and reputation?
- Are several outcomes acceptable?
- What deadlines matter to the client?
- Are there strict budget limits?
- Who is the ultimate decision maker?
- How does the client define success?
- How will you know when you are done?
Identify and schedule activities
- How can large matters be subdivided into smaller discrete tasks?
- Which tasks are on the critical path? That is, which tasks must be completed before others can start?
- What deadlines will best align the client’s needs with the firm’s interests?
- What external and internal scheduling constraints do we need to be aware of?
Assign tasks and manage the team
- Who will be responsible for each task?
- How long do they think the tasks will take?
- What help, resources, or support will they need to finish on time, within budget?
Plan and manage the budget
- How much should be budgeted to complete each milestone in the project?
- How much was actually spent?
- If at any point actual spending exceeds the planned budget, what can be done to get back on track?
- Can savings on one activity be applied to compensate for overspending on another, within the overall budget total(s)?
- Who are the relevant contacts regarding budget at the client’s organization and what are their needs or priorities?
Assess risks to the budget and schedule
- What could possibly go wrong that would increase the cost, delay the project, or decrease client satisfaction?
- How likely is this to happen?
- How serious would the impact be if it did happen?
- Which risks should I plan for in advance?
- Does the client have any concerns about the quality of the work?
- How should I monitor the quality of work performed by other team members?
Manage client communication and expectations
- Who is responsible for communicating with the client decision maker?
- What does the decision maker care most about?
- Does the decision maker prefer formal reports, informal email, regular phone calls, face-to-face meetings, or another type of communication?
- Should brief standard reports be submitted every week or month?
- Which stakeholders does the decision maker need to communicate with in general or on this matter?
Negotiate changes of scope
- How should I track changes to the work required and their implications for schedule and budget?
- What criteria should I use to decide when a change in requirements should lead to a client negotiation for additional funding?
This post was adapted from the recently published fourth edition of The Legal Project Management Quick Reference Guide.