Legal Project Management: Don t Start Building Without a Blueprint. Lewis Wiener

Transcription

1 Legal Project Management: Don t Start Building Without a Blueprint Lewis Wiener

2 Project Management in Litigation Overview Stages of Project Management Best Practices in Litigation

3 Stages of Legal Project Management

4 Stages of Legal Project Management 1. Define 2. Plan A. Scope B. Budget C. Communication 3. Execute 4. Review

5 1. Define Define: When inside counsel engages outside counsel to handle a particular legal matter define the initial steps: What is the project? What are the goals? How does the case affect your business. What are the most important things to consider related to this matter? What is the timeline?

6 2. Plan - Scope

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8 2. Plan - Scope Plan: Preparing for the execution of a legal matter, including scope, budget and communication. What are the tasks being handled by in-house counsel vs. outside counsel? What are the unknowns? Who is on the team and what are their roles? What are the priorities, potential deal-breakers and milestones? Are there tools, templates or something else that may exist from a previous matter similar to this one that may create efficiencies?

9 2. Plan - Budget Budget: A conversation and general agreement between inside and outside counsel about the legal fees associated with the matter, including assumptions, known risks and extra room for unknown risks. Be as specific as possible (who is doing what, estimate of how long will it take and calculate cost associated with phase of litigation). Identify things we know. Identify unknowns/variables Set regular intervals to review the budget.

10 2. Plan - Communication

11 2. Plan - Communication Communication: Staying on the same page. Be clear on what type of information is most important to each side and how frequently to communicate. Who needs to be informed when there is a change in scope? What is the most efficient process for addressing a change in scope? Does it make sense to schedule a regular check-in meeting? How often should we provide updates in the budget?

12 3. Execute Initiate a kick-off meeting. Be as specific as possible (who is doing what, how long will it take and calculate cost associated with each task or deliverable). Decide on regular intervals and format for status updates. Determine process for tracking tasks and deadlines (i.e. status meetings, use of spreadsheets) Create an issues list to which everyone has access. Establish regular intervals for reporting updates and developments (internally and externally).

13 4. Review Review: A conversation between inside and outside counsel on what went well on a particular matter and what can be done better next time. Conduct a Post-Project Review immediately following the matter. Invite primary members of the team from inside and outside the firm. Identify any factors, deliverables or knowledge insights in this matter that may be relevant for future matters. Document processes that need improvement and discuss next steps. Share discussion points with the team and keep the written documents in an accessible location for all.

14 4. Review Review: Sample Questions Did the project meet expectations? What went well? What didn t go well? What improvements should be made or what should be done differently next time? What were the tasks or other surprises not anticipated in the original scope? How could those be avoided in the future? Did we use our resources effectively? Did we employ technology efficiently? Did we communicate well across teams (internally and externally)? Is there anything we can do better?

15 Sutherland s LPM Initiative Training Team training Client training 2. Templates Budget templates 3. Technology Dashboard development - customization

16 Templates Litigation Budget 1

17 Templates Litigation Budget 2

18 Templates Litigation Budget 3

19 Technology

20 Technology

21 Technology

22 Technology

23 Checklists - ACC

24 Checklists Kick-off Meeting