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

Email

Forms BuilderAccounting Database

Email

Word Processor

SpreadsheetCalendaring

Report Writer

Business Intelligence

Email

Workflow / BPM

Email

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: CArey@mcguirewoods.com

• Larry Bridgesmith, JD: larry@legalalignment.com

• Scott Roensberg, JD, CPA, PMP: srosenberg@legalshift.com

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Social Q&A