Legal Project Management Steven B. Levy Author, Legal Project Management Rick Kathuria PMP, P. Eng, CMC
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
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
Definition: Legal Project Management is the application of the principles of project management to legal cases/matters.
Free Counsel to Add Value
Framework to Efficiently Manage Projects
Way of Thinking, Not a Straitjacket
Leverages Skills You Already Have
Doesn t t Require Complex Tools
Pick a Topic! The Failure Seven of PM Habits Schedules That Work
The Seven Easily Learned, Practical Habits of Highly Effective Project Managers
1. Create a Project Charter
Elements
2. Track and Manage Project Risk Proactively
The Six Risk Items to Track Trigger % Contingency $ MitigationExposure
Client s Manager s Risk Tolerance Risk Tolerance Yours
3. Negotiate Done Continually
I Know When I m I m Done
Conditions of Satisfaction Critical Success Factors Deliverables Cost Timeline Communication
4. Minimize Waste and Non- Value Added Activity
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
Responsible Acting Consulted Informed 5. Clarify Project Stakeholders and Decision-Making
The RACI Chart Responsible Consulted Acting Informed
Manage People as Well as Projects
What are the biggest causes of rework?
Assigning Tasks
6. Build and Execute a Communications Plan
Preferences
7. Use Data to Make Project and Fiscal Choices
The First Law of Metrics You get what you measure.
Input v. Output Metrics
Good Metrics Are: Broad-Based Based Measurable Understandable Aligned w/ Goals Behavior- Driving Repeatable
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
The McCarthy TétraultT Story
The Failure of Project Management: Traditional Project Management Meets Legal (or IT )
What s s Wrong With This Picture?
Horizontal Instability
Predicted Duration
Predicted Duration Predicted Duration Uncertainty Uncertainty
Predicted Duration
Predicted Duration
Vertical Instability
Should we just give up?
Project Management
Three C s C s and a D
Use a Project Charter harter
ARRÊT Embrace Constraints onstraints
Build a Communications Plan ommunication
Aim for Done one
Three C s C s and a D harter onstraints ommunication one elegate
Manage People as Well as Projects
The McCarthy TétraultT Story
Schedules That Work: It s s Not (Just) a Tools Problem
What s s Wrong With This Picture?
Three C s C s and a D harter onstraints
Constraints
Three C s C s and a D harter onstraints ommunication
Communication
Three C s C s and a D harter onstraints ommunication one
Done
Three C s C s and a D harter onstraints ommunication one
Legal Project Management Action Plan Due date Check-back date Person responsible Action Progress Notes
Rethinking Working Hours: Productivity Productive Work Administrivia Risk Premium Interruptions Communication
Who s s Got the Monkey? Due date Check-back date Person responsible Action Progress Notes
The McCarthy TétraultT Story
An LPM Framework
Projects have 4 stages 4. EVALUATE 1. DEFINE 3. MONITOR 2. PLAN
Questions and Arguments
What s s the difference between Legal Project Management and traditional project management?
Is LPM a fad?
For firm and in-house, what are the benefits of LPM?
Which benefits have you actually seen?
How do you measure use of LPM?
Who are the project managers?
What are a project manager s key responsibilities?
During implementation, what are the reactions from the lawyers?
What are the implementation challenges?
What LPM differences exist between litigation and transactional work?
For Further Information Rick Kathuria,, PMP, P. Eng, CMC tel: : 416-601 601-8054 rkathuria@mccarthy.ca lpm.servicedelivery@vcleader.pmi.org Steven B. Levy Tel: 1-5301 530-LEXICIAN (530-539 539-4242) Steven.Levy@Lexician.com Training@Lexician.com