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Working smarter not harder
Legal Project Management Workshop
#ILTACON2018 G067
SPEAKERS
Carter Arey, JD
Sr. Counsel
Legal Project Management
& Knowledge
Management
McGuireWoods LLP
Larry Bridgesmith, JD
DASH
CEO & Co-Founder
Scott Rosenberg, JD, CPA, PMP
Managing Director &
Corporate Counsel
LegalShift, LLCVanderbilt Law School
Adjunct Professor &
Program on Law & Innovation
Coordinator
AUDIENCE POLL TIME!
• Please go to https://ilta.cnf.io/sessions/x88m/#!/dashboard
on your mobile device (or pick “Audience Polling” from the
ILTA mobile app)
• Answer the first poll question
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Poll: Where do you work?
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Poll: What is your role?
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Poll: What is your greatest concern about LPM
Technology?
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Poll: Does your organization have an LPM
programs in place?
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Poll: If your organization uses technology to
facilitate LPM, did you?
WAR STORIES
PANELISTS HOT SEAT
WHAT IS “LEGAL PROJECT MANAGEMENT”?
Project management Implement techniques to clarify expectations
with the client as to scope, cost and
communications and use that information to
proactively manage and control the matter.
Process Improvement
(“Lean”)
Once the matter is under control, conduct a
thorough evaluation of repetitive processes to
remove waste, improve efficiency, reduce cycle
time and, ultimately, reduce cost.
Data Analysis
(“Six Sigma”)
Once the process is efficient, capture data
regarding matter workflows in order to evaluate
statistical trends, variables and eliminate
anomalies.
Common Misconception: A PM spends most of his/her time
documenting and updating project plans, when in fact…
Defining and managing the scope
of the work
Making sure all those who need to be
involved are in the loop
Providing status updates
Facilitating project meetings and
discussions
Communicating meeting minutes and
action items
Making sure that risks are addressed
on time by the right people
90%communication
LPM IS 90% COMMUNICATION
Courtesy of CLOC LPM Committee Report (April 2017)
TRANSLATING PM STANDARDS TO LEGAL INDUSTRY
LPM is about creating a repeatable process (10%) and
communicating it to others (90%)
Five Process Groups of Project Management
Project Management Institute (PMI)*
Four Process Groups of
Legal Project Management
Corp Legal Ops Consortiium (CLOC)**
1. Initiating 1. Intake
2. Planning 2. Planning
3. Executing 3. Execution
4. Monitoring & Controlling
5. Closing 5. Review
* www.pmi.org (PMBOK® Guide—6th Ed.)
** https://cloc.org/legal-project-management-guide-tools/
HOW/WHERE CAN LPM TECHNOLOGY HELP?
Managing Your Team
• Intake of new matters, including risk
assessment and resource assignment
• Planning in confirmation of scope,
objectives, resources, timing and budget
• Execution by way of change control
methods and success measurements
• Review of outcomes and lessons learned
Managing Your Time
• Focusing on the important and not the urgent
• Automating process through technology leverage (e.g., Matter
Management System/eBilling)
Managing Your Vendors
• Planning in selection and oversight of
vendors
• Execution in management of profitability
and/or legal spend
• Review and management of vendor
performance and client satisfaction
5 THINGS TO KNOW ABOUT LPM TECHNOLOGY
1. LP technology needs and tools
differ between corporate legal
departments and law firmsLaw Departments Law Firms
Efficiency vs Profitability
5 THINGS TO KNOW ABOUT LPM TECHNOLOGY
2. LPM tools and techniques
depend on who you are in
the legal supply chain
AN
LPM REFERENCE MODEL
LPM Reference Model
Process
Group
Objective Action Item Tools and Techniques
Basic Intermediate
Advanced
Desired Result
Intake (Issue
Management)
• Collect and
assess legal
issues.
• Log issue and
intake
information.
• Triage issue
(classify, compare
and prioritize).
• Identify internal
capabilities,
capacity and cost
of handling issue.
• Matter Intake Form
• Matter Classification System
• Assignment to
primary in-house
lawyer. • Risk Profile
• Expertise Inventory
• Resource Allocation and
Availability Matrix
• Intake Workflow Diagram
• Cost-Benefit Analysis
Planning (Resource
Management)
• Validate scope,
timing,
outcome, cost
and
stakeholders.
• Reach agreement
with client.
• Perform resource
allocation.
o Issue request
for service.
o Select outside
counsel.
• Distribute
guidelines.
• Provide
communication
plan.
• Project Plan
o Statement of Work
o Stakeholder Matrix
o Project Schedule
o Project Budget
o Change Control
Policy and Procedure
o Communication Plan
• Written
confirmation of
scope, timing,
outcome, cost
and stakeholders.
• Assignment to
working lawyer(s)
and project team.
• Planning Meeting
• Planning Workflow Diagram
• Preferred Vendor/Panel List
• Request for Proposal
• Terms of Engagement
• Engagement Letter
• Vendor/Outside Counsel
Guidelines
Execution (Matter
Management)
• Control scope,
timing,
outcome, cost
and resources.
• Monitor against
project plan.
• Measure against
desired outcome.
• Communicate
progress.
• Track and
manage change.
• Matter Kickoff Meeting
• Lessons Learned
• Status Reports and Meetings
• Delivery of
service to meet
client
expectations. • Data Model
• Execution Workflow
Diagram
• Earned Value Calculation
• Success Measurements (e.g.,
duration, spend, outcome,
performance)
Review (Knowledge
Management)
• Continuous
improvement.
• Evaluate
performance.
• Capture lessons
learned.
• Gather reusable
documents.
• Closeout Checklist • Measurable
improvement in
process
workflows and
team
performance.
5 THINGS TO KNOW ABOUT LPM TECHNOLOGY
3. Much of LPM does not involve technology; each step needs thought given to:
4. Much of LPM can be achieved using simple productivity tools like MS Office
Some structural and process steps
have nothing to do with technology
LPM TOOLS & TECHNIQUES CAN BE SIMPLETemplate for Matter Intake / Planning Template for Scoping / Planning
LPM TOOLS & TECHNIQUES CAN BE SIMPLE
TEMPLATE FOR PROJECT SCHEDULING/MONITORING
Project phases and tasks
Task Time Table and % Complete
Current or Report Date
Lead and accountable
5 THINGS TO KNOW ABOUT LPM TECHNOLOGY
4. There are a lot of new tools coming to market, so follow the old adage:
“Buy when you can, make when you must”
* Includes only commercially
off-the-shelf software (COTS)New Client/
Matter IntakeClient/Matter
OpeningProject Scoping Project Scheduling Project Budgeting
Project Monitoring
Project Communications
& ControlProject Closing
Forms BuilderAccounting Database
Word Processor
SpreadsheetCalendaring
Report Writer
Business Intelligence
Workflow / BPM
Accounting Database
Office Productivity
Tools
Practice Management-
Based Solutions
9DOTS Maconomy
Aderant MatterWorks
BigSquare
BudgetManager
CAEL LPM
Exterro
Iridium Technology
MyCase
Planning Blox
Prosperoware Umbria
doeLegal
LPM Process Steps
Spreadsheet
Enterprise Applications
doeLegal
Intake Planning Execution Review
Human Resources
eDiscovery-based
Solutions
Financial-Based
Solutions
LPM Technology Landscape
LawBase
*
CONCLUDING REMARKS & SPEAKER CONTACT
INFORMATION
• Carter Arey, JD: [email protected]
• Larry Bridgesmith, JD: [email protected]
• Scott Roensberg, JD, CPA, PMP: [email protected]
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