Law Firm Operations
Agile Law Firm Workbook
Agile Law Firm Workbook
  • Agile Law Firm Workbook
    • 1. Introduction
      • 1.1. What this workbook can show you
      • 1.2. When does it make sense to go agile?
      • 1.3. Structure of the workbook
      • 1.4. Who is this workbook for?
      • 1.5. How to use this workbook
      • 1.6. The story
    • 2. People
      • 2.1. Culture
      • 2.2. Roles and Accountabilities
        • 2.2.1. Introduction to Accountabilities
        • 2.2.2. Let’s start with the WHAT
        • 2.2.3. And what about the HOW?
        • 2.2.4. Specifics for the legal context
        • 2.2.5. How to get started?
      • 2.3. Transparency & Communication
      • 2.4 Stakeholders
    • 3. Processes
      • 3.1. The agile approach: Iterating in sprints
      • 3.2. Responsibilities
    • 4. Elements
      • 4.1. Goal
      • 4.2. Epic
      • 4.3. Items
      • 4.4. Tasks
      • 4.5. User stories
      • 4.6. Acceptance Criteria
      • 4.7. Definition of ready
      • 4.8. Definition of done
      • 4.9. Bringing it together
    • 5. Kanban
      • 5.1. Kanban Board
      • 5.2. Elements on the Board
      • 5.3. The lifecycle of a Card
      • 5.4. Complex Boards
        • 5.4.1. Properties and Filters
        • 5.4.2. Swim lanes
      • 5.5. Further Tips
    • 6. Meetings
      • 6.1. Daily Meetings
      • 6.2. Planning
      • 6.3. Reviews
      • 6.4. Retrospectives
      • 6.5. A Sprint Meeting setup for a law firm
    • 7. Outro
      • 7.1. Recap
      • 7.2. Story Epilogue
      • 7.3. Authors
      • 7.4. Contributors
      • 7.5. Index
      • 7.6. Templates and further information
  • Annex
    • 🙏Acknowledgements
    • 📥Contact
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  1. Agile Law Firm Workbook
  2. 6. Meetings

6.5. A Sprint Meeting setup for a law firm

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Last updated 14 days ago

These meetings occur at well-defined points in time, which could look as follows:

Story

Building habits

Would they do these meetings every week, Alice asks their colleagues, when they meet. Given the different timing requirements of the legal proceedings they ran, they decide that a rather short iteration interval would be advantageous, so they decide to do exactly that: weekly Sprints. Regularity will help them form their habits and the litigation often evolved so dynamically that a weekly planning would come in handy.

For the time being, the team sets up the following schedule of meetings: their team meeting will be extended from an hour to an hour and a half, and they’d have a quick Review, Planning and, once a month, Retrospective (all short) as well. If needed, the client could join the Review part, but often that might be a separate appointment.

As Agile methodology intends, they would continuously revisit their plan and adapt, if needed.