LEGAL PROJECT MANAGEMENT AS A COMPETITIVE TOOL

Transcription

1 K R O M A N N R E U M E R T C V R. N R R E G. A D R. : S U N D K R O G S G A D E 5 DK K Ø B E N H A V N Ø LEGAL PROJECT MANAGEMENT AS A COMPETITIVE TOOL By Nathalie Blicher Danielsen, Manager of Kromann Reumert's Project Centre ILTA Conference, London 13 November 2014

2 ONCE THE REALITY OF IMPLEMENTATION SETS IN, MOST LAW FIRMS WALK AWAY - TALKING ABOUT PROJECT MANAGEMENT IS ONE THING; ACTUALLY DOING IT IS A WHOLE DIFFERENT BALLGAME. Brian Taaffe

3 AGENDA 1. Introduction Elaborate on the internal and external factors that have had an impact on our approach 2. The Project Centre Introduction to the Project Centre 3. How to succeed with project management 8 suggestions which have helped us convince our lawyers of the added value of project management

4 INTRODUCTION

5 How have we succeeded? INTRODUCTION Constant focus on our surroundings by investing time and resources in understanding all external impacts that may influence the legal sector and our business case. Understand internal impacts and how to navigate among the lawyers at Kromann Reumert. By offering other services in addition to our core project management services, we remain a profit centre, improve our business case and add further value to Kromann Reumert s legal business.

6 INTRODUCTION EXTERNAL IMPACTS How has the legal sector changed? The financial crisis has changed the legal sector in Denmark radically. An example which we see daily is increased priceawareness among our clients. It is easy to look back today and establish that law firms must be able to embrace these changes in order to be able to compete. The future of the legal sector: Development in technology More focus on knowledge management More structured work processes and case management

7 INTRODUCTION INTERNAL IMPACTS (1) Different focus Lawyers have always performed some kind of project management. Lawyers have not paid enough attention to the costs and the importance of handling the case while at the same time staying within the case budget. Project managers are specialists and take a more businessoriented approach. It is important to make a distinction between project managers and lawyers. The potential of project management is based on this idea which has become even more evident after the financial crisis.

8 INTRODUCTION INTERNAL IMPACTS (2) How can we convince lawyers to change? Accept that project management is not something new for lawyers. Understand the difference between lawyers and project managers. Illustrate the need for changes in legal services every time you get the chance.

9 INTRODUCTION INDEPENDENT PROFIT CENTRE How have we achieved growth for the last 8 years? Taking an active part in legal matters in Kromann Reumert. Using different project management tools depending on the specific case. Illustrate the business case by: adding project management tools to Kromann Reumert s legal services one step at a time, and being a profit centre by offering other services in addition to our core project management services.

10 THE PROJECT CENTRE

11 THE STORY BEHIND THE PROJECT CENTRE (1) 2006 Increased workload in M&A transactions Employment of project managers 2007 Increased knowledge-sharing and streamlining of workflows Project managers carried out initial work to increase the effectiveness of M&A transactions 2008 Establishment of the Project Centre The Project Centre was established to strengthen resources and create a central support function for lawyers across all legal departments and areas of expertise

12 THE STORY BEHIND THE PROJECT CENTRE (2) New legal matters added to the portfolio The Project Centre expanded after identifying new business opportunities in different areas at Kromann Reumert 2012 Merged with other departments The Practical Company Law and Translation departments merged with the Project Centre in order to increase workflow efficiency Established its position as an independent department The Project Centre has expanded to include 13 employees. The Project Centre acts not only as a support function in legal matters, but also has its own client portfolio

13 PROJECT CENTRE ORGANISATION Language services translation, interpretation and proofreading *The Project Centre is a financially independent department. *Independent team units that work together to support each other. Practical company law practical aspects of company law Project consulting project management, document management and process management Employee profiles: Team leaders, project coordinators, project assistants, paralegals, and certified translators. University graduates majority certified in PRINCE2, IPMA.

14 PROJECT MANAGEMENT Project Management in the Project Centre means solutions tailored to each specific task and experience in managing and coordinating projects Coordination of project progress with clients and responsible partners Management of deadlines and deliveries Management of project plans and resources Establishment, operation and termination of virtual and physical data rooms Sharing of project-based knowledge and experience Development of project plans together with the parties involved Client communication and dialogue Coordination, logistics and client communication in due diligence processes Project management for businessoriented tasks Project follow-up and evaluation to accumulate knowledge for use in future projects Calculation of price estimates Estimate of required resources and allocation of financial and human resources

15 DOCUMENT MANAGEMENT (1) Document management in the Project Centre means ensuring that the necessary documents remain manageable and traceable Important aspects of the document management process Overall planning and organisation of processes and procedures. Structuring and classification of various types of company documents. Converting documents to digital format in virtual systems, including advising on the use of digital providers in order to make documents searchable and accessible for our clients.

16 DOCUMENT MANAGEMENT (2) Preparing and communicating procedures and workflows to relevant stakeholders. Drafting standard documents in order to share knowledge and experience. Performing follow-ups and final evaluation of successfully completed projects. The Project Centre strives to strengthen existing and develop new methods that may improve and increase the efficiency of the document management process.

17 PROCESS MANAGEMENT Process management in the Project Centre means rethinking the usual way of doing business by focusing on the optimal use of resources, activities and systems in order to improve the outcome of a project Supporting the use of virtual systems and other relevant IT systems. Internal and external descriptions of the processes and the people involved. Development of tools to improve processes within Kromann Reumert as well as in client projects.

18 PROJECT CENTRE, PROJECT MANAGEMENT: CLIENT PROJECTS Engineering company Systematization of acquisition and integration processes through the preparation of transaction process plans and drafting of relevant documents as well as identifying a useful IT system Fibre cement company Structuring a VDR for the purpose of processing customer requirements and sharing documentation and information with stakeholders in order to keep track of a large number of disputes and lawsuits Medico company Leading role as project manager in connection with the acquisition of the company. This included a high degree of coordination, involving negotiations and helping the client to cooperate with legal parties

19 SUCCESS WITH PROJECT MANAGEMENT

20 GETTING SUCCESS WITH PROJECT MANAGEMENT (1) RESOURCE BANK Be part of the legal work within your company TECHNOLOGY Focus on more efficient work methods by using new technology BOTTOM-UP APPROACH Get involved in matters within your company and remember that a project manager has a different focus STRENGTHEN FOCUS Always be curious as to what can be done more efficient

21 GETTING SUCCESS WITH PROJECT MANAGEMENT (2) TIME AND TASK RECORDING Keep trying and keep believing that in the end the lawyers will see the light LAWYERS HAVE THE BASIC SKILLS Offer more structure to the lawyers work and increased focus on case management SATISFIED CLIENTS LEAD TO SATISFIED LAWYERS Client feedback is important as it helps us improve our services FOLLOW-UP AND PUT WORDS ON SUCCESS Feedback from lawyers is also important. Did the changes work for them?

22 TOWARDS THE FUTURE FOCUS AREAS Increase turnover and profit Attract new clients (internal and external) and maintain client satisfaction Increase people s knowledge of the added value of project management Increase standardisation and create more effective procedures and workflows SHORT AND LONG-TERM INVESTMENTS Development of the Project Centre portfolio Mapping of in-house procedures and workflows Greater focus on clients and a business-oriented mindset Development of new technology to improve the efficiency of our legal services Increase the level of internal knowledge sharing

23 QUESTIONS?

24 CONTACT Nathalie Blicher Danielsen, Project Centre Manager Direct: Mobile: