Leadership Exchange - December 2012/January 2013 - (Page 24)

CHAPTER MEETING RECAP Kameelah Hakeem, MBA khakeem@pircher.com 310-201-8955 “The major problem with communication is the illusion that it has occurred.” — George Bernard Shaw knows what they need to do”. Often other team members hearing a statement like this find themselves wondering what their role in the players are and many similar questions. Starting a project without a kick off meeting appears to save time initially, but puts your project cate the project objectives, roles and responsibilities, review a draft any misunderstandings before they cause problems. ed after identifying your business objective or a problem that you pected result, know who the key stakeholders are and deliverables. the opportunity for all participants to ask questions, and to clear up in jeopardy later. During a meeting, team members can communimilestone plan and ensure everyone is on the same page. It provides Ms. Hatchett reminded this group not to take the basics for grant- PROJECT MANGEMENT: SETTING YOUR PROJECTS UP FOR SUCCESS tors and directors in the legal profession about project management. The group met in an intimate conference room of the prestigious Jonathan Club, Downtown Los Angeles, and this private club proved to be the perfect setting for this small group of movers and shakers that manage law firms and related organizations. members by providing a haven for some of the greatest minds in For more than a century, the Jonathan Club has quietly served its business to share ideas, build upon their social network and incity of angels. Those professionals before us had on occasion utilized this private club as a venue to sharpen their skills. How apropos that Ms. Hatchett presented strategies and values shared by many others that have chosen to meet in that room and imparted those trade secrets to us for our personal project management tool box. amples of projects they are currently working on. Our speaker’s opening question from the podium was an attempt to engage the listeners and invite them to participate. However, one could sense the hesitance in the room; no one wanting to be the first to break the proverbial ice. Ms. Hatchett defrosted the room with her reassmall”. Most administrators would agree that small projects can be equally challenging as some robust, sexy implementation. Hands began to sparsely rise offering, “I am planning a retirement party,” and benefits module.” Ms. Hatchett had created a starting point of to the presentation. PLANNING “planning a bathroom remodel,” “implementing a human resources suring, warm tone when she clarified that “no project was too big or Sally Hatchett opened by asking the group to provide some exdirectly credited with strengthening the industries of the great Sally Hatchett spoke to a group of 35 seasoned administra- project is, how it impacts them, when it will deliver, who the other might be trying to solve. The team must understand the value or exmight be. A participant quickly responded that a stakeholder is anyspeaks out that a deliverable is simply the outcome of the work that ager would use to lead a project kick off meeting. EXECUTE achieves an objective. It is now revealed to the room through these The buck does not stop with the initial planning. Ms. Hatchett Ms. Hatchett asked the group if they could define who a stakeholder one who has an interest in the outcome of a project. Ms. Hatchett did quick exchanges that this might be the same approach that a manclicks to a PowerPoint slide, providing some key points about the exspeaking points with the handout provided, yet another type of tool performed. that team members might utilize during status meetings by customizing the bullet points to target each project’s specific objectives. It not hesitate to drill the group further by asking someone to define a deliverable. The group is now in their comfort zone and someone communication and the group began to make a personal connection fessionals have attempted to skip over the planning process. As a It should not come as a surprise that even the most capable pro- ecution phase of a project. It is important to hold status meetings milestones that have been set. The group followed Ms. Hatchett’s along the way, distribute information, identify changes, and to track is no simple task to ensure that all the planned activities are actually MONITOR AND CONTROL control” aspect of the project management process, which typically Greater Los Angeles Leadership Exchange The presentation pushed forward to discuss the “monitor and result, many projects deliver less than what they should or miss the target completely. Ms. Hatchett suggested a ‘Project Kickoff Meeting’ to identify objectives and deliverables but warned that we sometimes find a resistant team member that stands behind the misguided belief that a “kickoff meeting” is unnecessary because everyone 24 PACER GNITEEM RETPAHC

Table of Contents for the Digital Edition of Leadership Exchange - December 2012/January 2013

Leadership Exchange - December 2012/January 2013
President’s Message
VOTY Nominations
Editor’s Message
Monthly Calendars
2012/2013 Event Calendar
ALA Webinars
Community Connection Program
Chapter Meeting
New Members & Member Updates
Member Spotlight
Thoughts on Sustainable Investing and Socially Responsible Investing
ALA Management Encyclopedia
ALA VIP Event Recap
People Are Watching: How Your Personal Brand Can Affect Your Success
Legal Market Place
CLM Corner
Chapter Meeting Recap
Cloud Series Part 2: The Pros and Cons of Moving to the Cloud
Region 5 & 6 Conference
GLA ALA and the OC ALA Chapters Mickey Mouse Around After Conference
Members in Transition
October Seminar Recap
Coach’s Corner
CLM Crossword Puzzle Answers
Diversity Upfront
Chapter Meeting
Board of Directors
GLA ALA Board Update
Region 6 Officers
Holiday Luncheon Recap
Business Partner Spotlight
Membership Connection Campaign
Section Reports
Annual Employment Law Forum
Business Partner Spotlight

Leadership Exchange - December 2012/January 2013