1. PM and LPM are they really that different?

2. 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

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

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

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

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

7. 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

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

9. 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.

10. 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)

11. 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.

12. 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

13. 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.

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

15. FaegreBD’ s View

16. 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.

17. 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.

18. 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.

19. 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.

20. 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

21. Pepper Hamilton’s View

22. Seasoned Attorneys PM Instinctively
communications
timeline
resources
risks
budget

23. Scalable entire engagement specific task particular resource
just one component

24. 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

25. 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

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

27. How is LPM applied?

28. 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

29. Pepper Hamilton Approach

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Using Data
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31. 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…

32. Using Profit
Profit
Revenue

33. Visuals

34. Monitoring

35. FaegreBD Approach

36. 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.”

37. 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

38. FaegreBD Approach
Training
LPM Role

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

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

41. 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..

42. Questions?

43. Thank You