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WSSFC Technology Track
Session 5
Project Management and
Collaboration in the Cloud
Katrina C. Jasaitis Solfecta LLC, Waterford
Nerino J. Petro, Jr.
Holmstrom & Kennedy P.C., Rockford
Project Management and
Collaboration in the Cloud
Katrina C. Jasaitis, Solfecta
Nerino J. Petro, Jr. Holmstrom & Kennedy, P.C.
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The cloud offers new opportunities to collaborate with clients and colleagues. Learn how to manage
projects and safely share information with others in the new digital age.
Contents What is Legal Project Management? ............................................................................................................ 1
Legal Project Management and Collaboration Tools in the Cloud. .............................................................. 7
Appendix A: Visual Workflow Applications ................................................................................................... 8
KATRINA L. JASAITIS
Partner
SOLFECTA Chicago
180 N Stetson Street, Suite 3500
Chicago, IL 60601
855-298-4495
ATTORNEY NERINO J. PETRO, JR.
CIO
Holmstrom & Kennedy, P.C.
800 N. Church Street
Rockford, IL 61103
815.962.7071
npetro@hkrockford.com
Cover image by George Thomas http://bit.ly/1wkjWMV under the Creative Commons Attribution License
https://creativecommons.org/licenses/by/2.0/
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What is Legal Project Management?
Legal Project Management is referred to as LPM. This can be confusing as for years LPM was considered
to refer to Law Practice Management. For the purposes of these materials, LPM will refer to Legal
Project Management.
Pamela Woldow and Douglas Richardson define Legal Project Management as:1
A systematic approach
For scoping, planning, managing, and controlling legal work
Within clearly understood – by both law firm and client –time, budget, and performance
requirements
That also captures lessons learned after a project is complete in order to enhance future
performance.
In large firms, LPM is no longer the oddity but the norm and is actively used to attract business.2
For smaller firms this can be overwhelming and overkill in many instances. Small firms do not have the
same level of staffing and resources that larger firms do and their matters are often smaller. However,
many of the basic concepts of large scale LPM are applicable to smaller firms. Especially since the
economic meltdown of 2008, many clients have focused on cost containment for their legal matters and
one of the ways is to look to firms that are innovating in tested methodologies used by other industries
to improve efficiencies and manage costs. Woldow and Richardson echo this when they write:3
“At its core, legal project management (LPM) is about two things:
performing legal work more efficiently and
managing uncertainty.”
1 Woldow, Pamela H and Douglas B., Legal Project Management in One Hour for Lawyers, ABA Law Practice
Division 2013,vii.
2 Seyfarth Shaw is one example. http://seyfarth.com/seyfarthlean while BakerDonelson is another
http://bit.ly/1oI5DN0 .
3 Woldow and Douglas, Legal Project Management in One Hour for Lawyers, vii.
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For clients, one of the largest uncertainties is cost. This emphasis on LPM has also been one of the
driving forces behind the increased adoption of Alternative Fee Arrangements (AFAs) in the legal
profession. Clients and firms that have adopted LPM methodologies have found that it results in greater
efficiencies, the ability to deliver certainty (or less uncertainty) and better client relations. But make no
mistake, modern LPM is not the case management of 10 or 20 years ago, modern LPM takes advantage
of project management principles and methods that have been tested in other industries for years. As
with many things in society and business overall, the legal profession has been hesitant (actually
recalcitrant would actually be more accurate) to change the traditional business and case management
model of a central case manager and hourly billing.
Traditional LPM uses what is referred to as a hub and spoke model (see Image 1 ):
In this model, a persona responsible for the case sits at the center of the matter (the hub) who controls
the workflow and sends the tasks and information out to each team member and collects the
information back from them (the spokes). Generally, the team members have little or no interaction
with each other and their assignments are issued from and flow back to the central manager. While this
method works (think about your own firm – chances are this is exactly how you manage cases), if there
are more than two people involved or it is a very small matter, it is inefficient. The hub and spoke model
of management requires that all information must travel back to the central manger before being
disseminated to the rest of the team members and to other critical stakeholders. One of the more
important maxims of PM is that you need to keep all of the important stakeholders “in the loop” at all
times. Collaboration should be your goal and you may have more than one project manager or perhaps
Image 1 Hub & Spoke Project Team
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you may even have what is known as a “leaderless team”: there is no one project manager, instead all of
the team members act as project managers with responsibility to keep everyone else informed.
Leaderless teams are often found in Agile4 methods of project management. Compare and contrast
Image 1 with Image 2 where all of the team members have a seat at the table. Which team do you think
will react faster and more readily share information so that all team members know what is going on?
Image 2 Agile Project Management Team
Agile in and of itself isn’t so much a set methodology as it is a concept that focuses on several key
values. Originally developed by and for software developers, Agile focused on 4 keys values:
1. Individuals and interactions over processes and tools;
2. Working software over comprehensive documentation;
3. Customer collaboration over contract negotiation;
4. Responding to change over following a plan
These key values can be found in a number of methods for managing projects. A few of the better
known include:
DSDM (Dynamic Systems Development Method) http://www.dsdm.org/
Scrum https://www.scrum.org/ 5
XP (Extreme Programming) http://www.extremeprogramming.org/
Lean http://www.lean.org/whatslean/
4 See http://www.allaboutagile.com/what-is-agile-10-key-principles/, and
http://www.versionone.com/Agile101/Agile-Development-Overview/ for some background information on Agile.
5 The Scrum Guide ™ cab be downloaded at http://bit.ly/1f9Rncz
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Kanban http://kanbanblog.com/explained/
All of these Agile methodologies have been influenced by the Toyota Production System (TPS) which has
6 core principles:6
1 Continuous improvement
2 Respect for people
3 Long-term philosophy
4 The right process will produce the right results
5 Add value to the organization by developing your people and partners
6 Continuously solving root problems drives organizational learning
While these methodologies started in manufacturing and software development, their core ideas and
principles can be used in many industries, legal and other professions are also finding that they can be
adapted to improve project management. Since these movement for LPM has been primarily been used
by in-house counsel when dealing with outside firms, smaller firms and solos often believe that LPM is
“only for the bug guys.” Nothing could be further from the truth. In fact, solo and small firm
practitioners can gain as much or more by implementing LPM to improve efficiencies contain costs and
better client relations. To understand LPM, let’s take a look at how LPM breaks down a project.
LPM generally focuses on four phases of a matter as shown in this Image:
Image 3 The 4 phases of LPM7
This is a model that can be adapted for a small case as well as a larger case. The key is to break it down
into its individual phases. While the phases and the tasks they cover can fill page after page, with great
detail, they can also be encompassed on a few pages in a notebook. And while firms like Seyfarth have
6 See http://bit.ly/1oHTnvX; http://bit.ly/1oHVdNp and http://bit.ly/1oHVtw4 for more details.
7Guide to ACC Value Challenge Project Management http://bit.ly/1s0UbgJ p. 5.
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created their own LPM software tools, software is not a requirement for LPM and can be done with
tools as simple as a hand drawn Gantt chart such as this one:
Image 4 hand drawn Gantt chart for an M & A Transaction8
This is not to say that you can’t use software and in fact there are a number for free and commercial
tools that can help you with LPM. Many are based on the Agile methodologies mentioned earlier,
including but by no means limited to:
Trello https://trello.com/
Asana https://asana.com/
Wrike https://www.wrike.com/
LawPal https://lawpal.com/
KanBan Flow https://kanbanflow.com/
Basecamp https://basecamp.com/
They key to these tools in addition to the ability to schedule, create checklists and attach documents is
the ability to use them to collaborate and share that information with other stakeholders on the team.
These tools allow everyone on the team to see the status of current tasks, what remains to be
completed and to easily share updates and changes without having to send individual emails or message
to each team member. Used in conjunction with other tools such as Google Drive, Dropbox or
Office365/OneDrive and teams can collaborate in real time on drafting and changing documents,
8 Woldow and Douglas, Legal Project Management in One Hour for Lawyers, 49.
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strategies and more. So while online tools aren’t a requirement for LPM, they can make your life a lot
easier so they will be addressed in Part 2 of these materials.
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Legal Project Management and Collaboration Tools in the Cloud.
{This part to be provided by Kate}
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Appendix A: Visual Workflow Applications
Written by: Aaron W. Brooks Holmstrom & Kennedy, P.C. Presented at: ABA TECHSHOW 2014
INTRODUCTION
In 1974, as part of the BBC television series and corresponding book title “Use
Your Head,” British author Tony Buzan coined the term “mind mapping.” In so doing,
Buzan undertook a detailed review of how human brains process and store information,
and demonstrated how poorly our neural connections correspond to our physical
systems for communicating, processing, and storing information. Specifically, he
challenges the several-hundred-years-old belief that human minds work in a linear or
list-like manner, and that linear methods of using information (such as speech and print)
are efficient means of doing so. Buzan argues that when humans interpret speech or
written text, we are not doing so by taking in the words one at a time and processing
them in the linear manner in which they are delivered; rather, we receive each word in
the context within which it is presented with the others. Further, we find that much more
information can be conveyed much more efficiently using nonlinear methods, such as
photographs and diagrams.9 Buzan’s mind mapping technique is based, therefore, on
the idea that “rather than starting from the top and working down in sentences or lists,
one should start from the centre or main idea and branch out as dictated by the
individual ideas and general form of the central theme.”10
We see this problem having perpetuated itself into the information age and the
tools we use to process and manage electronic information. Nearly all major operating
systems and project management software platforms organize information in a linear
fashion, using lists and linear text. The foundation of the Windows operating system, for
example, is the linear file management system which organizes information in rigidly
9 Next time you search Google, try running the search under the Images tab, as opposed to the Web tab. Often, the
same results will come about even when the search is for text-based material, but processing the results can
happen much more quickly.
10 Buzan, Tony. Use Your Head. London: Guild Publishing, 1974. Print (P. 91)
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nested folders and subfolders which can only be sorted according to a few built in fields
like name, date, size, and file type. Other than the rudimentary Windows desktop, there
is no inherent ability within the operating system and most software to sort projects and
information manually or organize information objects visually in a “mind mapping” style
of layout.
These problems are changing, however. Certain specific advancements in the
fields of manufacturing and software development have driven an explosion of new
project management and information sorting tools which are based upon manual visual
arrangements and not rigid linear structures. Study after study shows that these newer
methods of organizing information and managing projects can bring great leaps of
efficiency and elimination of waste. The purpose of this paper is to provide a brief
overview of the basic workflow theories which have spawned those innovations,
suggest ways in which they could be (and even already are) used within law office
workflow models, and provide specific guidance about how to find and use these new
tools.
THE TOYOTA PRODUCTION SYSTEM
The Toyota Production System was developed beginning in 1948 by industrial
engineering expert Taiichi Ohno. His foundational book, Toyota Production System:
Beyond Large-Scale Production11 became the basis for what we now refer to as “lean
manufacturing” or “just-in-time production.” The concept is often rumored to have
originated from a research project focused on the American automotive industry which,
serendipitously, led to their discovery of the stocking and shipping mechanisms
underlying the American supermarket system. Ohno and his research team noticed how
the newly emerging supermarkets had mastered the skill of managing large and diverse
inventories of food in a manner that allowed for producing, moving, and offering for sale
perishable items with a high degree of precision and timing (without which the
supermarkets would have experienced excessive waste). In other words, supermarkets
flourished as a result of their ability to supply perishable food items at the very moment
of consumer demand, and they did so by carefully managing the production workflow
11 Ohno, Taiichi. Toyota seisan hoshiki. Tokyo: Diamond, Inc. 1988. Print.
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throughout the entire production system. Ohno adapted the supermarket system to
manufacturing by isolating seven specific kinds of wastes that must be managed and
eliminated to achieve peak efficiency. These wastes (or “muda”) are:
(i) Overproduction, by producing more than the immediate needs of a customer;
(ii) Excessive Inventory, by storing more materials than can be processed;
(iii) Wasted Time, by production bottlenecks that cause resources to become idle;
(iv) Excessive Transportation, by moving materials or products unnecessarily;
(v) Overprocessing, through added production effort that doesn’t contribute to value;
(vi) Excessive Motion, through added system effort that is duplicative or unnecessary; and
(vii) Defects, through extra costs in reworking products.
These seven wastes have been systematically analyzed throughout many aspects of
the service industry as well, which has led to the emergence of an entire field of
productivity known as “lean service”. So too, some large law firms are now embracing
the concept of lean services. For example, SeyfarthShaw has adopted a robust lean
services program, and has published much of their lean philosophy online.12
Thus, the fundamental goal of a lean manufacturing or lean service system is to
carefully evaluate where and how each of these seven core wastes may be present,
and implement systematic and uniform controls to minimize or eliminate them. One of
the foundational elements of lean systems used to accomplish this is known as a
“Kanban.”
KANBAN
“Kanban” is a Japanese word meaning “signboard” or “billboard”. It is a tool used
to arrange all necessary elements of a workflow system into a single process that allows
12 http://www.seyfarth.com/SeyfarthLean
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for big picture management of the entire production flow, and identification of production
wastes. The point is to systematically move all workflow components in a way to help
ensure that each component of production is prioritized and managed, so to eliminate
as much production waste as possible. In the original manufacturing sense, a Kanban
system was comprised of bins (which contain parts needed for production) and cards
(which contain information about how the materials are to be processed and
replenished).
This basic notion has been adopted throughout service industries by using a
similar visual workflow technique called a Kanban board. The most basic type of
Kanban board is shown below:
In this illustration, and in the most simple of systems, each card that is pinned to the
Kanban board should represent a specific task that can be accomplished and marked
complete (as opposed to a project containing many interrelated tasks, or a system
requiring regular repetitions of the same set of tasks). The “Doing” section should not
contain more tasks than can be meaningfully done in a single processing session (such
as a workday), and the “To-Do” section should not contain more tasks than can be
processed within the overall waiting time that clients consider acceptable. If the “Doing”
section contains too many tasks, we tend to experience waste and overload in the form
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of multitasking – thus, a specific “work in process” limit should be set to cap the total
number of tasks that can be realistically considered “in process.” Excess tasks should
be moved back to “To-Do”.
Similarly, if the “To-Do” section contains too many tasks, we also experience
waste in the form of production delays, late work, and lost prioritization. Excess tasks in
this section should be moved to “Delegated” and given to other workers who have
excess capacity, or they should be added to a workflow backlog and calendared for
future reference.
When a worker has completed all possible work on a task, its corresponding card
should be moved either to “Waiting” (meaning the work has been shipped to another
person for processing and its return is expected) or to “Done” (meaning it has been
processed to a state that no person need refer to it again). The “Waiting” section should
be calendared for review on a routine scheduled basis, and tasks which languish in this
section should at some point be moved back to “To-Do” and then “Doing” (at which
point the “task” may simply be to place a phone call or send an email to check on status
and elevate the item within the other person’s realm of priorities). By following this
process of recycling “waiting” items back through the Kanban, the system causes the
languishing task to be revived.
KEY VISUAL WORKFLOW APPLICATION: TRELLO OVERVIEW
As the notion of lean workflow and Kanban process management have shown
success throughout the service industry, more and more software applications and
reference resources about these concepts have emerged. As a starting point for
individuals who wish to try a simple lean system, I recommend reading a book entitled
Personal Kanban13 and signing up for a free account with the cloud-based application
13 Benson, Jim & Barry, Tonianne DeMaria, Personal Kanban. Seattle: Modus Cooperandi Press, 2011.
Print.
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called Trello.14 The following is a short guide for how Trello works, and perhaps how to
use it most efficiently.
Trello is a way to organize projects and tasks using the Kanban concepts
described above. The application has four levels of organizational hierarchy:
(i) Organizations: This is the highest level upon which your projects and tasks can be separated. Everything stored in Trello is, ultimately, inside one or more Organizations.
(ii) Boards: Inside each Trello Organization is one or Boards. Each Board represents a separate Kanban board as pictured earlier in this paper.
(iii) Cards: Upon each Board is one or more Cards. Each Card represents a task or project that is being tracked across the Board.
(iii) Card Items: Each Trello Card can be opened, and within the Card are several items that can be used to help manage the project or task represented by the Card. For example, Cards can hold checklists, free text comments, photographs, deadlines, etc.
Thus, a Trello account is best managed by first creating Organizations to broadly define
categories of projects. For example, one might create one Organization for “personal”
matters, and another Organization for “work” matters. Within each Organization, a
separate Board can be created representing individual projects to be managed within
that area, and upon each Board one might add all the individual tasks needed to
accomplish the project represented by that Board. When designing this type of workflow
for legal projects, it’s important to maintain a specific nomenclature that allows for
management of projects in a matter-centric fashion. Thus, if one names Organizations
and Boards with a consistent method (such as “Work - Client One - Matter One - Project
One”), all the Organizations and Boards will sort themselves in a logical and organized
way.
14 https://trello.com/
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To better illustrate, here is
a screenshot from the
homepage of a Trello
account. Here you can see
the hierarchy of
Organizations and
Boards, and example of
how one might organize a
personal workflow method
around these constructs.
When a Board is opened from any Organization, it reveals a customizable workspace
that allows for creating lists and, within each list, Cards used to represent projects or
tasks. For example, in the illustration below, I’ve created lists called To-Do, Doing,
Waiting, Delegated, and Done:
The Cards on this Board (such as “Make Travel Arrangements”) can be easily dragged
and dropped from one list to another, thereby allowing the projects and tasks to be
visually managed according to a lean priority system. Also, the Board is easily updated
and expanded; clicking “Add a card” at the bottom of any list, or “Add a list” at the far
right side, causes those actions to occur in a pop-up window inside the browser. There
is no client-side software associated with Trello, it is entirely browser-based, so the
system will work across multiple devices and on any computer operating system.
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As mentioned above, Trello
Cards contain a number of
items that are useful for
managing the task or project
that the Card represents.
The Card Items open
automatically when a Card
is clicked, and all the Card
items move with it whenever
the Card is repositioned on
the Trello Board.
As shown above, for every project or task that is represented by a Trello Card, one can
add progress notes, phone numbers, and even hyperlinks to other resources.
Additionally, one or more checklists can be added, and when this is done the
individual progress of checklist items will be shown within the Card, and the overall
progress of the checklist is shown on the face of the card when viewing the entire
Board:
Trello Boards also contain a very powerful way to collaborate with other people
(including people outside your firm, such as clients and other attorneys) and also to
track all the activity of everyone doing work on the Board in a chronological big-picture
view.
Checklist as viewed from the Board
Checklist shown inside a Card
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The collaboration and progress tracking
tool is located all the way to the right of the
screen, behind a link called “Show Sidebar”.
When this is clicked, the sidebar opens, revealing
an area to view and add members to the Board.
Anyone with a free Trello account can be added
to the Board, and allowed to add or modify cards
and move them around the Board in a way that
all the other members can see.
Additionally, when any Board member
changes anything on the Board or within any
Card or Card Item, that activity is logged in a
chronological fashion to allow the entire board
history to be viewed in one place.
One can easily see that Trello’s collaboration and tracking tool would allow
members of a large team to work together on a single project, using a single cloud-
based tool to communicate, prioritize, and jointly view all the elements of the project.
Board members can even link documents to a card from cloud-based document storage
systems such as Dropbox and Google Drive.
CLOUD BASED FUNCTIONALITY
Because Trello is a cloud-based application, it can be accessed from any
location with an Internet connection, and it automatically syncs across multiple devices.
Thus, if you add or update a Trello Card on any board from your mobile device, the
Card will automatically appear on your desktop, tablet or other computing devices.
Trello provides free applications for both Android and Apple phones and tablets. The
downside is that Trello does not have a local storage function; thus, you will not have
access to Trello information in locations that are without connectivity.
When using any cloud-based system, it is important to address privacy and
security issues that might impact the type of information being stored within the system.
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The following is a basic checklist of items one should consider when making this
evaluation:
1. End User License Agreement. Carefully review the End User License
Agreement to confirm that the information will be made available as needed, and that it
will be treated confidentially.
2. Special Use Agreements. Understand any ancillary agreements that
may need to be added to the End User License Agreement under applicable
regulations. For example, HIPAA Covered Entities and their Business Associates are
generally required to sign a Business Associate Agreement with third party data storage
entities where the service is used to store Protected Health Information.
3. Security and Encryption. Understand any encryption requirements or
safe harbors applicable to the type of information being stored. For example, HIPAA
Covered Entities can gain protection against breach notification events if Protected
Health Information is managed in accordance with standards set by NIST for data at
rest (such as on the Trello servers), data in motion (meaning the transmission between
your device and the Trello servers), and data at end of life (meaning the final secure
disposal of the hard drive or other storage device used to house the information being
uploaded).
4. Breach Notification Laws. Understand any breach notification laws that
may apply to the information being uploaded to ensure that a mechanism is in place to
provide the required notices if a security incident might occur. Most states have laws
that require notification if certain personally identifiable information is subject to a
security breach.
5. Local Encryption. It’s good practice to encrypt any personal device that
you use to manage personally identifiable information, even if the information is stored
in the cloud. Even cloud-based applications can leave traces of information on the local
device in the course of using locally stored caches and temporary files to manage the
user experience. Moreover, it is both possible and helpful to set most cloud-based
applications to automatically log in upon launching; however, if the computer or mobile
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device that’s configured this way is not encrypted, a loss or theft of that device would
allow access to anyone who comes into possession just as easily.
VISUAL WORKFLOW IDEAS
Visual workflow applications like Trello are completely customizable, and can be
set up in just about anyway a person can think of to organize a workflow. However, as a
starting point, I recommend becoming familiar with four basic workflow models,
summarized as follows:
1. Traditional Kanban. This model has been discussed in detail above. For
purposes of setting up a Trello Board, one would create a new board inside any
Organization, and within that Board set up the following lists: To-Do, Doing, Waiting,
Delegated, and Done. Under this workflow model, cards are moved horizontally to
show their overall status in the workflow, and vertically to show their individual priority
amongst the other cards in that list.
2. Goals and Actions. The Goals and Actions workflow method uses
Board lists to designate each project being represented on the Board. For example, one
could organize a business transaction by creating a Board list for each document that
makes up the transaction, and under each list create a Card for the issues that need to
be addressed for that component. In this workflow model, Cards are only moved
vertically, so the items under each component may be kept in the order of next priority.
Within each card, one might add progress notes for the particular issue being
represented by the card. For example, if indemnification issues are being negotiated
within an Asset Purchase Agreement, the card for indemnification could contain notes
from meetings and telephone calls on that issue, as well as attached documents with
sample clauses for reference. The resulting Board for this sample transaction might look
like this:
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3. Person-Centric. Similar to the Goals and Actions workflow, this Board
organizational model is focused on the relative needs and priority of specific people or
organizations. For example, a Person-Centric workflow could be used to track
marketing efforts by creating the following lists: New Contacts; Transitional and
Ready to Hire; Single Project Client; Ongoing Engagements; and Inactive Clients.
By organizing your client prospects in this manner, it should be easy to keep track of the
status of all clients and potential clients, together with their status as moving towards an
ongoing engagement. Such an organizational method can prompt follow-up calls
through deadlines set on the Card, and help organize materials relating to the potential
client (like contact information or scanned business cards).
4. Complex Writing Projects. Visual workflow methods are ideal for
organizing a sprawling writing project, such as a novel, memoir, or treatise. Under this
workflow model, each list would represent a section of the work to be written (such as
Act One, Act Two, and Act Three), and the cards would be organized according to their
relative position within the document. This provides a very flexible way of writing,
because cards can be arranged as if on a storyboard, and the actual text of the chapter,
scene or section will move along with the card (and can even be attached as a Dropbox
or Google Drive document). This eliminates the urge to write a large project in a rigid
linear manner, and allows for the entire document to be arranged and rearranged as
concepts develop and more logical designs for editing and final linear layout become
clear. In other words, a Kanban board would allow one to add written materials as the
ideas or research emerge, and order them into a logical sequence as the work
progresses.
Such a workflow might look like this:
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CONCLUSION
In short, forward thinking manufacturing and service industries have embraced
the concept of visual workflow applications as a best practices approach to managing
information and projects. Both science and production outcomes support the notion that
manual and visual methods of organizing data are vastly superior to linear systems like
lists and rigid computer file structures. I believe there is a growing recognition that these
systems and methods can be just as useful and effective in the practice of law as they
have been shown to be in other service areas, and I hope the readers and seminar
attendees for this topic will take a close look at Trello and the background materials
presented herein.
Recommended