Legal Project Management

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1 Legal Project Management Steven B. Levy Author, Legal Project Management Rick Kathuria PMP, P. Eng, CMC

2 Who Are We, Anyway? Rick Kathuria, PMP, P. Eng, CMC Director, IT Development and PMO for McCarthy TétraultT Certified Project Manager and Professional Engineer >15 years experience managing projects Member of Executive Committee for PMI s s Legal Project Management Community of Practice Steven B. Levy Author, Legal Project Management CEO, Lexician training, coaching, and consulting in LPM 35+ years experience managing projects and leading businesses on three continents Member of Executive Committee for PMI s s Legal Project Management Community of Practice

3

4

5 EAC (Estimate at Completio Gantt Chart Network Analysis Critical Path Method Pessimistic Duration Work Breakdown Structure Dictionary PMBOK Crash the Schedule Dependency Diagram Contemplated Change Notice Apportioned Effort Program Definition Phase Baseline Schedule PERT (Project Evaluation and Review Tec

6

7 Definition: Legal Project Management is the application of the principles of project management to legal cases/matters.

8 Free Counsel to Add Value

9 Framework to Efficiently Manage Projects

10 Way of Thinking, Not a Straitjacket

11 Leverages Skills You Already Have

12 Doesn t t Require Complex Tools

13 Pick a Topic! The Failure Seven of PM Habits Schedules That Work

14 The Seven Easily Learned, Practical Habits of Highly Effective Project Managers

15 1. Create a Project Charter

16 Elements

17 2. Track and Manage Project Risk Proactively

18 The Six Risk Items to Track Trigger % Contingency $ MitigationExposure

19 Client s Manager s Risk Tolerance Risk Tolerance Yours

20 3. Negotiate Done Continually

21 I Know When I m I m Done

22 Conditions of Satisfaction Critical Success Factors Deliverables Cost Timeline Communication

23 4. Minimize Waste and Non- Value Added Activity

24 The Seven Wastes Toyota Inventory Extra processing Overproduction Transportation Motion Waiting Defects Legal Work on hold Paperwork, process Non-outcome determinative Task/context switching Looking for stuff Waiting Insufficient quality

25 Responsible Acting Consulted Informed 5. Clarify Project Stakeholders and Decision-Making

26 The RACI Chart Responsible Consulted Acting Informed

27 Manage People as Well as Projects

28 What are the biggest causes of rework?

29 Assigning Tasks

30 6. Build and Execute a Communications Plan

31 Preferences

32 7. Use Data to Make Project and Fiscal Choices

33 The First Law of Metrics You get what you measure.

34 Input v. Output Metrics

35 Good Metrics Are: Broad-Based Based Measurable Understandable Aligned w/ Goals Behavior- Driving Repeatable

36 The Seven Practical Habits 1. Create a Project Charter 2. Track and Manage Risk Proactively 3. Negotiate Done Continually 4. Minimize Waste and Rework/Write-Offs 5. Clarify Stakeholders and Decision-Making 6. Create a Communications Plan 7. Use Data to Make Choices

37 The McCarthy TétraultT Story

38 The Failure of Project Management: Traditional Project Management Meets Legal (or IT )

39 What s s Wrong With This Picture?

40 Horizontal Instability

41 Predicted Duration

42 Predicted Duration Predicted Duration Uncertainty Uncertainty

43 Predicted Duration

44 Predicted Duration

45

46 Vertical Instability

47 Should we just give up?

48 Project Management

49 Three C s C s and a D

50 Use a Project Charter harter

51 ARRÊT Embrace Constraints onstraints

52 Build a Communications Plan ommunication

53 Aim for Done one

54 Three C s C s and a D harter onstraints ommunication one elegate

55 Manage People as Well as Projects

56 The McCarthy TétraultT Story

57 Schedules That Work: It s s Not (Just) a Tools Problem

58 What s s Wrong With This Picture?

59

60 Three C s C s and a D harter onstraints

61 Constraints

62 Three C s C s and a D harter onstraints ommunication

63 Communication

64 Three C s C s and a D harter onstraints ommunication one

65 Done

66 Three C s C s and a D harter onstraints ommunication one

67 Legal Project Management Action Plan Due date Check-back date Person responsible Action Progress Notes

68 Rethinking Working Hours: Productivity Productive Work Administrivia Risk Premium Interruptions Communication

69 Who s s Got the Monkey? Due date Check-back date Person responsible Action Progress Notes

70 The McCarthy TétraultT Story

71 An LPM Framework

72 Projects have 4 stages 4. EVALUATE 1. DEFINE 3. MONITOR 2. PLAN

73 Questions and Arguments

74 What s s the difference between Legal Project Management and traditional project management?

75 Is LPM a fad?

76 For firm and in-house, what are the benefits of LPM?

77 Which benefits have you actually seen?

78 How do you measure use of LPM?

79 Who are the project managers?

80 What are a project manager s key responsibilities?

81 During implementation, what are the reactions from the lawyers?

82 What are the implementation challenges?

83 What LPM differences exist between litigation and transactional work?

84 For Further Information Rick Kathuria,, PMP, P. Eng, CMC tel: : Steven B. Levy Tel: LEXICIAN ( )

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