Most organisations struggle to effectively manage their portfolio of projects and law firms are no exception. Invariably they are swimming in a sea of projects and programmes in various states of health. Projects are often surrounded by conflict and tension, specifically around the allocation of key resources and the priorities to help determine who should be working on what are unclear.
Elsewhere programmes run out of steam and are left to meander as funding dries up, sponsorship fades or benefits simply fail to materialise. Among the grass roots, competing demands for scarce resources can often lead to a lack of project ownership as people move from one project to another and progress and accountability drifts unchecked.
