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Legal Project Management: An Inside and Outside View
| Date post: | 08-Jul-2015 |
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Legal Project Management:
An Inside and Outside View
Legal Project Management:
An Inside and Outside View
Project Management as
Municipal Counsel
Clio
Agenda
•Basics of Project Management
•Yourself as a Client
•Tools for the In-House
Basics of Project Managment
Clio
Basics of Product Management
1. integration management
2. scope management
3. time management
4. cost management
5. quality management
6. human resource management
7. communication management
8. risk management and
9. procurement management
Clio
Clio
Clio
Project Management Cycle
Assess
Plan & Design
Implement
Evaluate
Clio
Project Management Cycle
Assess
Plan & Design
Implement
Evaluate
Clio
Kanban
Yourself as a Client
Clio
Clio
Clio
What’s your plan?
•Expect emergencies
•Source tools and vendors early
•Seek partners
•Require planning sessions
•Track deliverables
•Lessons learned for each stage
Tools for the In-House
Clio
Tools for the In-House
1. Tracking
2. Collaboration
3. Reporting
Clio http://www.acc.com/valuechallenge/resources/
Clio
Tracking
•Due Dates and Deadlines
Clio
Collaboration
•Work Product
Clio
Reporting
RUN YOUR LEGAL DEPARTMENT LIKE A BUSINESS UNIT –HOW TO MAKE A SUCCESSFUL TRANSITION
PATRICK JOHNSON, SENIOR PRODUCT MARKETERSERENGETI LAW – A THOMSON REUTERS COMPANY
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CORPORATE LAW DEPARTMENTS –THE INTERSECTION OF LAW & BUSINESS
Managing a legal department
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TODAY’S GOALS
• Managing the work of your legal department like a business
unit – with effective project management techniques
– Define scope, select the best team, create a plan
– Require fiscal discipline, budget
– Track progress regularly, adjust the plan/budget
– Assess performance/results, capture lessons learned
• Use metrics to quantify the value your law department
brings to the municipality
ADOPTING A PROCESS
PLAN
• Early case assessments
• Establish appropriate staffing
• Establish budget
MONITOR
• Track spending against budget
• Receive periodic status reports
ASSESS
• Review outcomes
• Analyze management reports
• Apply lessons learned
•Incorporate project management techniques into legal
department operations.
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SCOPE THE PROJECT
This problem is important to our business because
_______________.
The best possible solution is __________.
The most likely solution is _________.
We expect this matter to be resolved by __________(time
frame).
In similar matter, the results were __________.
Key stakeholders: __________
Primary phases, including tasks/deliverables: __________
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E-BILLING CAN TURN LEGAL BILLS INTO POWERFUL TOOLS & REPORTS
Reports Tools • Cost control
• Benchmarking and analytics
• Attorney hourly rate management
• Budget management
• Workload management
• Allocation of work to outside
firms
• Billing guideline management
• Metrics proving savings and
efficiency
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OPTIMIZE STAFFING ON PROJECTS
• Project success depends on assembling the right team and
monitoring allocation of work.
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MONITOR COMPLIANCE
32
TRIAGE MATTERS THAT NEED BUDGET ATTENTION
33
MONITOR AGGREGATE LAW DEPARTMENT BUDGET & SPENDING
Budget to Actual Report
34
ELIMINATE SURPRISES:PERIODIC STATUS UPDATES, SHARED CALENDARS
• Foundation of legal project management: more communication, not
less
• Require periodic status reports
• Use shared calendaring tool; automatically sends reminders
to in-house/outside counsel legal team
• Adjust the plan as necessary
EVALUATE OUTSIDE COUNSEL PERFORMANCE
TRACK OBJECTIVE PERFORMANCE
37
ASSESSING YOUR LEGAL LANDSCAPE: BEGINS BY GETTING IT ALL IN ONE PLACE
LEGAL PROJECT
MANAGEMENT TECHNOLOGY
MATTER INFORMATION
LIT, TRANS, IP,
INTERNAL/EXTERNAL
BUDGETS/FINANCIAL
REPORTS & TRENDINGDOCUMENTS
SHARED CALENDARS
NUMBERS AND LAWYERS –LEARNING THE LANGUAGE OF BUSINESS
Value of Legal Function
Defend current staff, budget,
structure
Better manage legal resources
Triage mattersAct/think/speak like a CEO/CFO
Aid “make vs. buy” decisions
Control costs
DATA
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USING DATA TO QUANTIFY SUCCESS/VALUE
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MULTIPLE DATA POINTS BUILD ACCURATE ASSESSMENTS
MONTH YTD 2011
Total Matters 595 -152 747
Total Spending $672,024 $4,974,492 $9,084,047
Total$/$M Sales .19% .16% .21%
DESCRIBING THE LEGAL PORTFOLIO
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UNCOVERING THE PRIMARY DRIVERS OF LITIGATION
DEMONSTRATING TRANSACTIONAL EFFICIENCY
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No. of review requestsNo. of contracts
reviewed and executed
Average turn-around time
Total contract revenueCost to have outside
counsel reviewNumber of trainings
(self-service)
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EFFECTIVE ASSESSMENT OF RATE REQUESTS FROM FIRMS
• Use industry benchmarks to make better decisions regarding
outside counsel rates
QUESTIONS?
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CONTACT INFO / RESOURCES
Patrick Johnson
Senior Product Marketer
Serengeti Law– a Thomson Reuters company
Phone: 425-732-5549
Additional Resources:
How to Run Your Department Like a Business Unit -
http://author.acc.com/legalresources/publications/topten/ttwtryldlabu.cfm
Top Ten Metrics Your Legal Department Should Be Tracking -
http://author.acc.com/legalresources/publications/topten/ttmtyldsbt.cfm
