Legal Project Management How to Become an In-House Superstar by Positively Affecting the Bottom Line Wednesday, March 1, 2017 Lynne Foresman, Litigation Manager, Sonic Automotive Mike Russell, Lean Leader – Legal Operations, Ingersoll Rand Evan Sauda, Partner, Smith Moore Leatherwood Doug Woods, Director of Pricing and Client Value – Smith Moore Leatherwood Fred Wood, Partner, Smith Moore Leatherwood (Moderator)

Questions? Text Fred 704-491-5669

Legal Project Management (LPM) - Defined Wikipedia: Legal-project management is the application of the concepts of project management to the control and management of legal cases or matters. Lambreth and Rueff, ABA: 1) a proactive, disciplined approach to managing legal work that involves defining, planning, budgeting, executing and evaluating a legal matter; (2) the application of specific knowledge, skills, tools and techniques to achieve project objectives (the client’s and law firm/legal department’s); and (3) the use of effective communication to set and meet objectives and expectations. LegalBizDev: Legal project management adapts proven management techniques to the legal profession to increase client value while protecting law firm profitability.

Key Elements of LPM 1. Manage communications and expectations of client and team Communicate early and often Both formal and informal Must be collaborative 2. Planning, budgeting, and managing quality 3. Value – based pricing 4. Process improvement (Lean Sigma, Six Sigma, etc.)

Key Elements of LPM 1. Manage communications and expectations of client and team Communicate early and often Both formal and informal Must be collaborative 2. Planning, budgeting, and managing quality 3. Value – based pricing 4. Process improvement (Lean Sigma, Six Sigma, etc.)

LPM (Why?) Outside Counsel’s Perspective Increases Client Satisfaction Increases Value to the Client Increases Demand for Services Increases Pricing Power Increases Profitability

LPM (Why?) The Legal Department Perspective VALUE/PRICE = V/P Ratio Mutual Goal: Maximize the V/P Ratio while meeting the project’s objectives.

LPM (Why?) The Legal Department Perspective Benefits to your department Lower costs Lower risk Better outcomes Increased productivity Decreased issues

LPM Framework Define objectives and define scope Provide value-based pricing or cost estimate Plan to meet objectives Identify and schedule activities Assign and communicate tasks Develop budget Assess risk

LPM Framework Manage to objectives Manage team Manage budget Manage quality Negotiate changes in scope After – Action Review Process Improvement

Facts & Figures (CLO/GC survey by Altman Weil) 71% of GCs forecast legal risk will rise over the next two years 91% of GCs forecast legal workload will continue to rise Only 31% of middle managers used the legal function when they last had a legal problem

Facts & Figures (CLO/GC survey by Altman Weil) In a survey of 16,000 end clients, only 26% were satisfied with the value the legal function provides Less than a quarter expect any budgetary increases – while an increasing number forecast decreases

Facts & Figures (CLO/GC survey by Altman Weil) 60% indicated “Not serious” when asked, “How serious are law firms about changing their legal service delivery model to provide greater value vs. simply cutting costs?” Yet 70% said they believe corporations are putting intense pressure on law firms to change the value proposition in legal service delivery.

Legal Process Mapping

Legal Process Mapping