1. PROJECT MANAGEMENT FOR PARALEGALS DEFINE”“PLAN”“MONITOR/MANAGE”“EVALUATE & IMPROVE” 3 Myers Blvd., Richmond Hill, ON L4C 0C2 416 988 3989 Catherine D’Aversa, President cdaversa@legalresourceconsulting.com www.legalresourceconsulting.com Practice Support for Litigation Professionals August 23, 2016 1

2. Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives. General. A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits. Association of Project Management 2 WHAT IS PROJECT MANAGEMENT?

3. Law firm clients are demanding predictable legal costs. Clients have not accepting the open ended hourly cost of legal services. Clients want to budget for legal services prior to engagement. In answer to this demand, law firms have had to look at how they deliver legal services and look at the cost to the law firm of the delivery of legal services. A survey by legal consulting firm Altman Weil indicates that one of the biggest demands in-house chief legal officers are making is for more efficient project management. 3 Why has project management (“PM”) become important in the delivery of legal services?

4. What are the first steps you take when you have been assigned a new case? 4

5. Attorneys and paralegals may already use basic file management principles, but PM can help increase efficiency and the predictability of fees throughout the planning and management of a case or transaction. Principals of PM: DisciplinePlanningScoping CostingOrganizingResourcing ManagingManaging risk Executing MonitoringDeliverables Evaluation 5 PRINCIPALS OF PROJECT MANAGEMENT

6. PROJECT MANAGEMENT STRUCTURE 1.The Project 2.The Project Manager 3.The Team Members 4.The Post Project Evaluation 6

7. 1. THE PROJECT  define the project and the desired outcome/client objectives  identify the tasks and scope of the work  identify or develop checklists, precedents  utilize technology and document automation  identify timelines/limitation dates/milestones  determine area of expertise and engage that expertise for the team (are there “client approved” attorneys/paralegals who have the required expertise?)  assign responsibilities to the team  develop the project plan to drive timeline and track progress  create budget, time and costs (this may be done by the lead attorney)  Monitor and manage 7

8. 2. THE PROJECT MANAGER As the project lead you shall:  understand the scope of the project and desired outcome  identify the team members  define the assignment and expectations to each team member  monitor and manage the project to ensure it is on schedule  communicate throughout the project  hold regular meetings  share information with appropriate team members  ensure clear communication to stakeholders and team members 8

9. 2. PROJECT MANAGER con’t  deliver status reports after key milestones  identify potential problems issues/risks, escalate when appropriate and resolve quickly  report any additional costs to stakeholder as they arise  give clear, concise directions and provide all necessary information to complete the task  evaluate and obtain and give feedback upon completion  be available! If you are not available for a period of time, ensure someone who can make decisions is available for the team and the stakeholders 9

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12. 3. TEAM MEMBER As a team member you:  understand your role and parameters of responsibility and ask questions when appropriate to avoid misunderstanding  deliver the expertise you bring to the project - are there additional attributes that you can bring to the project  Utilize technology, document automation or other tools in order to fulfil your responsibility in the project  share information, communicate regularly  be available! If you are not available for a period of time, ensure someone who can ensure your responsibilities are fulfilled  report issues/risks immediately to the project manager  complete tasks and assignment within milestones  if additional resources are required, request immediately to avoid delays 12

13. 4. EVALUATE THE PROJECT  feedback from the stakeholders (client satisfaction)  feedback from the project leader (lessons learned)  feedback from the team members  successes  budget  improvements (new and updated precedents) 13

14. QUESTIONS/COMMENTS 14

15. 5 Tips for Project Management Excellence Raphael Magana https://www.linkedin.com/pulse/5-tips-project- management-excellence-raphael-maga%C3%B1a Why Legal Project Management Isn’t Going Away Anytime Soon Paddy Oliver https://www.linkedin.com/pulse/why-legal-project- management-isnt-going-away-anytime-soon-oliver https://www.linkedin.com/pulse/5-tips-project- management-excellence-raphael-maga%C3%B1a https://www.linkedin.com/pulse/why-legal-project- management-isnt-going-away-anytime-soon-oliver INTERESTING READS 15

16. 16 Attorney workshop on effective use of paralegals Associate/Paralegal workshop on working as a legal professional Associate/Paralegal workshop on improving productivity Associate/Paralegal workshop on practice management Associate/Paralegal workshop on time management Associate/Paralegal workshop on branding yourself in your firm Associate/Paralegal workshop on docketing strategies Associate/Paralegal workshop on project management LRC Workshops for Legal Professionals

17. THANK YOU Visit our blog at: www.legalresourceconsulting.com 3 Myers Blvd. Richmond Hill, ON L4C 0C2 416 988 3989 cdaversa@legalresourceconsulting.com cdaversa@legalresourceconsulting.com www.legalresourceconsulting.com P roviding customized solutions to law firms and legal departments to increase profitability, productivity and service standards of legal professionals. 17