1. Presented by: Kraft Kennedy - Natalie Alesi Set the Foundation for Legal Process Management - A Roadmap: Part 3

2. Agenda Part 1 and 2 Review Foundation and Planning Waste Analysis Improvement Plans Monitor and Control

3. Part 1 & 2 Review

4. Legal process management is the ability to systematically monitor and control the quality, efficiency, and predictability of workflows to improve repeatability of legal work. Deliverables Checklists Process mapping Work breakdown structures Strategic workflows Templates Defining Legal Process Management

5. Poll: What is the size of your firm?

6. Poll: Where are you at in the LPM stages?

7. Legal Process Management in Practice Foundation RFPsBilling PracticesHistorical InformationCommunicationsClient Engagements Plan Process Mapping Workflows Cost for TasksMap to Billing Design Future Process State Waste/Risk IdentificationCommunications Execution Conducting legal workTiming/ResourcesTracking WorkCommunications Analysis Monitor/Control Billing/BudgetScopeProcess/Waste MonitoringCommunications Improve/Lessons Learned Consistent review of matter workflows Consistent review of processes Training/RetrainingCommunications Marketing Finance Practice Group A Practice Group B Conflicts Finance

8. Mapping the Current State

9. Include resources Time Duration

10. Mistakes, missing court and filing dates, incomplete forms or drafting, data entry errors, document corruption Defects Including too many people, printing too many copies, preparing invoicing in advance, starting work on a matter before it’s cleared, scope creep not initiated by a client Overproduction People late to meetings, documents waiting to be worked on, warm up time for printers, interruptions, late responses from clients, slow replies to emails Waiting Extra counsel completing work that is best done by a client, work being done by partners rather than associates or paralegals, under utilizing paralegals, low technical competence Non-utilized Talent Excessive paperwork handoffs, multiple deliveries to one client, paper rather than electronic, records retrieval Transportation (of things) Documents waiting for signatures, Unanswered/unread emails & voicemails, files sitting on desk awaiting work, conflicts awaiting clearance Inventory Looking for files, poor office layouts, Unnecessary travel for meetings, too many keystrokes in document production, too many trips to a printer/copies Motion (of people) Too much research, overstaffing a file, too may reviews/turns of a document, duplicate data or case management, overstaffing Extra Processing Areas of Waste = DOWNTIME

11. Matter Template

12. Poll: Is your firm reviewing LPM software?

13. Making Improvements to Processes

14. List all areas of frustration and waste Identify phase and stakeholders involved Prioritize frustrations/waste Decide if it’s internal vs external facing Identify any potential risks in fixing frustration/waste Identify the type of change needed Associate a cost to the change Create an action item Move to the Improvement List Analyze Frustrations/Waste

15. List all areas of Improvement for the process Identify phase and stakeholders involved Identify the process change champion Identify the type of change needed Quick fix Small project Long term initiative Associate a cost to the improvement Identify timeline impact Identify Resources for Improvement Create improvement communications Train on the new improvements within the process Creating Improvement Plans

16. Monitor Time/Cost Adjust as necessary Update Process Communicate change Share Successes Monitoring New Processes Pricing Predictability Repeatability

17. Legal Process Management in Practice Foundation RFPsBilling PracticesHistorical InformationCommunicationsClient Engagements Plan Process Mapping Workflows Cost for TasksMap to Billing Design Future Process State Waste/Risk IdentificationCommunications Execution Conducting legal workTiming/ResourcesTracking WorkCommunications Analysis Monitor/Control Billing/BudgetScopeProcess/Waste MonitoringCommunications Improve/Lessons Learned Consistent review of matter workflows Consistent review of processes Training/RetrainingCommunications Marketing Finance Practice Group A Practice Group B Conflicts Finance

18. Poll: How many processes has your firm mapped?

19. ILTA 2015 PM/LPM SURVEY RESULTS

23. Natalie Alesi Connect with me! alesi@kraftkennedy.com @kraftkennedy @legalerswelcome Linkedin.com/in/nataliealesi d.212.692.5619 Q & A - Thank you!

24. Profile of Kraft Kennedy Founded in 1988, 27 Years of Experience Long Standing Commitment to Legal ILTA Platinum Sponsor/ALA Sponsor Experienced, Highly Trained & Certified Consultants

25. Practice Groups at Kraft Kennedy Legal/Project Management Management Consulting Information Security & Governance Enterprise Client Systems Infrastructure Enterprise Systems Support Practice Group

26. Client Base