PM and LPM are they really that different?

Speakers Tom Snavely Faegre Baker Daniels Manager, Legal Process Improvement and Project Management Strategy & Operations Chair, Legal Process Improvement Working Group Peter Secor Pepper Hamilton LLP Director Strategic Pricing and Legal Project Management Advisory Board LegalBizDev Advisory Board TVPi

Our Mission Today Discuss the Differences Between LPM and PM Learn How the Legal Industry is Applying LPM Peter

The Audience Poll: Client or Firm In House Law Firm Tom

The Audience Poll: Your Role Lawyer Technologist Practice Manager Paralegal Pricing and PM Manager/Director with PM Responsibility Finance Other Peter

The Audience Poll: Department Operations Strategy Executive IT Knowledge Management Legal Team (Litigation) Legal Team (Transactional) eDiscovery Tom

Poll: PM/LPM Experience The Audience Poll: PM/LPM Experience PMI Genius I teach the stuff Been doing the PM thing for a while Just settling into a nice PM groove Just joined the PM movement but enthusiastic What is this Project Management you speak of? Peter

Background – Pepper Hamilton 500 Lawyers (approximate) 13 Offices (US only) 16 Practice Groups $389MM Gross Revenue 82th on AmLaw 100 Ranking

Pepper Milestones 2011 2012 2013 2014 2015 2016 Hires first COO Hires Pricing Director Established pricing process and guidelines 2013 Built Pricing and Project Management Team Begin Legal Lean Six Sigma Training 2014 Established governance models and teams for managing engagements Process improvement program utilizing task mapping 2015 Implemented partner dashboard with profit reporting Installed matter monitoring tool 2016 Piloting LPM software with the ability to assign tasks Mindset Began with legal processes to enhance client value and Client satisfaction Building the change resilient culture.

Background – Faegre Baker Daniels 750 Lawyers (approximate) 15 Offices (US, UK, China) 16 Practice Groups 5 Industry Teams $466MM Gross Revenue 68th on AmLaw 100 Ranking (Health and Life Sciences, Financial Services, Energy, Resources & Clean Technology, Food & Agriculture)

FaegreBD Milestones 2009 Process Improvement Working Group formed (cross-functional operational executives) First 30 professionals achieve Legal Lean Sigma certification through LLSI (currently, 130+ individuals trained firmwide) 2010 Early Legal Lean Sigma successes with Real Estate, Eminent Domain, and Immigration projects Legal Process Improvement Community formed 2011 Process Improvement included as a key topic at annual Partner Retreat 2012 Firm uses Legal Lean Sigma tools for post-combination integration Employment Litigation and Government Advocacy and Consulting groups implement Project Management tools 2013 FaegreBD hosts efficiency-focused CLE from South Bend office Process Improvement projects led by people new to process improvement 2014 Formed partnership with client to discuss and learn various process improvement techniques 2015 Increased use of budgeting tools within LPM tools and techniques 2016 Developed a formal foundation for continuous improvement Mindset Began with legal processes to enhance client value and Client satisfaction Building the change resilient culture.

Relationship of Pricing, LPI, and LPM AFAs Project budgets Establish parameters for financial success Process Improvement (LPI) Doing the right things Elimination of waste Reduction of variability Project Management (LPM) Doing things right Delivering service through active mgmt of process Delivering profitability through active mgmt of price Explain the relationship; logical link

Benefits of LPM Client Satisfaction Realization Predictability Proactive Plan Work completed at the right level Disciplined team management Client communication Visibility of estimated vs. actual standard value investment Early identification of changes in scope Internal teamwork and expectations Whiteboard - Have the audience brainstorm what they would anticipate as the benefits of LPM. Here are the tactical benefits that LPM is intended to achieve. Please note in the center is predictability. Predictability is important ant to our clients as they maintain budgets and answer for any overages that result from underestimating our budgets.

What's the big differences between PM and Legal PM?

FaegreBD’ s View

What Is a Project? Temporary Beginning and end Scope Resources Whiteboard And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. Contrast to Operations/Daily Process: Operations are ongoing, but projects are temporary An ongoing work effort is generally a repetitive process because it follows an organization’s existing procedures. The ongoing execution of activities that produce the same result or product repetitively is what Operations is all about. Acknowledge that litigation work spans many years.

What Is Project Management? Project management, is the application of knowledge, skills and techniques to execute matters effectively and efficiently. It as simple as that. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets Tools to get the results that our clients are our leadership team is demanding.

Legal Project Management (LPM) Scope Budget Matter Quality Schedule Project Management is the discipline of planning, organizing, securing, managing, and leading, resources to achieve specific goals Scope: The sum of products, services and results to be provided to satisfy clients needs. Budget: An estimation of the revenue and expenses over a specified future period of time to achieve the matter’s outcome. Schedule: The planned dates for performing schedule activities and planned dates for meeting schedule milestones.

Faegre Baker Daniels LPM Method Engage Plan Execute Close Here are the typical phases that are encountered during a matter. Engage – Set the general strategy for the matter Plan – Determine how to execute on the strategy Execute – Execute the strategy Close – Formally close the matter In the past in the hourly billing context, where would professionals begin? Through LPM we are suggesting that we all become more plan-ful as we approach matters.

What Is Legal Project Management? “Any lawyer who has ever managed a matter or planned a budget has acted as a project manager. But a new movement is now underway to improve legal results by applying best practices from the formal discipline of project management.” Generally the same. Taking the PM principles and applying it to legal matters. The tools are adapted differently to use in our environment. Perspective around budget is different. Often time attorneys are practicing LPM without even knowing it. -Bloomberg Law

Pepper Hamilton’s View

Seasoned Attorneys PM Instinctively communications timeline resources risks budget

Scalable entire engagement specific task particular resource just one component

It’s All About the Tools “Don’t make it so complicated that it won’t be used. It’s not about the form, it about the elements.” – Jessica Robinson

Right Type of PM? Traditional Agile Lean Extreme – Jessica Robinson Plan defines the project Linear Rigid Time Management Agile Requirement define the project Iterative Flexible Scope Management Lean Process defines the project Continuous Adoptive Quality Management Extreme People define the project On-demand Adaptive Communication Management – Jessica Robinson

Audience Poll Do you feel that PM and LPM are materially different?

How is LPM applied?

Audience Poll Poll:  Who is the LPM at your firm?  Partner, Associate,  Paralegal, Legal Administrative Assistant, Non-Attorney, Technologist, Finance, All the Above, Depends on the Matter

Pepper Hamilton Approach

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Memo to team on how to record time which task code to use when how to write narratives so we can glean data Don’t be afraid to ask when something goes wrong Provide anticipated level of effort MORE…

Using Profit Profit Revenue

Visuals

Monitoring

FaegreBD Approach

LPM Initiative Objective “To complete client work with the highest quality, greatest efficiency, and appropriate staffing, in pursuit of superior service, increased profitability, and expanded relationships.”

Approach KISS (Keep it simple, stupid) Find best practices Bottom‐up and Top-down approach Talk about phase / task codes Reward success Use the right technology Include voice of the client

FaegreBD Approach Training LPM Role

Project Management Current State Hearing “I think I need your help” Building acceptance and desire Providing knowledge and ability Adding reinforcement

Audience Poll What does the audience think, should all attorneys have LPM skills?

Closing Remarks Everything changes.. and that is good… Putting Project Management in as a budget line item the L120 of the world… Do we need to label it..

Questions?

Thank You