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
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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: : rkathuria@mccarthy.ca lpm.servicedelivery@vcleader.pmi.org Steven B. Levy Tel: LEXICIAN ( ) Steven.Levy@Lexician.com Training@Lexician.com
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