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Applying Project Management to Legal Matters May 13, 2010
Presented By:
Elizabeth Jaworski Director, Law Department Business Operations
Motorola, Inc. [email protected]
Nancy Jessen Managing Director
Huron Consulting Group [email protected]
Applying Project Management to Legal Matters
Agenda • Motorola Overview • Trends in the Legal Industry • Definitions and Best Practices • Project Management Case Study -- Discovery
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Motorola Businesses
Mobile Devices
Enterprise Mobility Solutions
Home & Networks
Motorola, Inc.
• Founded in 1928 • 53,000 Employees • 2009 Revenue: $22 Billion • 3 Business Units: Mobile Devices, Home and Networks
Mobility and Enterprise Mobility Solutions • <50% of Revenue outside U.S. • Spin-off of Mobile Devices Business Unit announced in 2008
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Challenges & Trends • Defining and articulating the department’s value in business terms to the CEO,
CFO and other executive management. • Justifying increasing legal costs related to issues such as changes in regulatory
compliance, SEC investigations and Sarbanes-Oxley compliance issues. • Focusing already overburdened legal staff away from traditional outside counsel
management and supervisory duties to more business risk management and specialty practice.
• Finding the right service delivery model; the right mix of internal and external resources.
• Setting the standard for outside counsel management and utilization. • Fully leveraging knowledge capital through work product re-use and collaboration
with outside counsel. • Establishing appropriate metrics and measurements to drive the desired
behavior.
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Top Two GC’s challenges driving change in how legal services are delivered
Historic Future
Reactive legal service delivery Proactive legal service delivery
Limited accountability and controls Performance driven decisions & results
Disparate approaches and fragmented processes
Defined operational strategy with collaborative & standardized solutions
Event driven resource assignment Defined alternate leverage & fee models
Risk of duplicate matter work effort Clearly defined internal/external roles
Technology implemented for tracking Technology implemented to govern process
6 Source: 2008 Chief Legal Officer Survey
Why is Project Management needed now? Cost Reduction Pressures
+ Unbundling legal services + Internalizing work + Multiple players involved + Outside Counsel no longer the General Contractor
= Legal Departments must take on Project Management to provide direction, continuity and oversight
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Definitions
Project Management: – The application of knowledge, skills, tools and techniques to
specific project activities to meet project requirements. Project:
– “A temporary endeavor undertaken to create a unique product, service or result”
– In legal terms, a matter or a case Program Management:
– A group of related projects that are working towards a common initiative
Source: PMBOK
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Project Management requires specific tools and can leverage existing Law Department tools
Component Best Practice PM Tools Existing Law Department Systems
Scope Align business needs and objectives with company/department program objectives
Project Initiation Conduct a kick-off meeting to set expectations of all team members
Task and Activities Establish the major phases, milestones and supporting tasks
Work Plan Excel MS Project
Resources Define roles and responsibilities for involved stakeholders
RASCI Excel MS Project
Time Use past experiences, estimates, assumptions and a contingency to estimate time
Work Plan Matter Mgmt/eBilling Law Firm Billing System
Cost Develop budget after estimating time and resources to manage actual costs and remaining effort
Work Plan Matter Mgmt/eBilling Law Firm Billing System
Communications Develop a communication plan by stakeholder group
Communication Plan
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Role of a Project Manager
• Upfront planning to define and gain consensus on scope and effort • Coordinate resources • Establish communication mechanisms • Manage work plan and updates • Identify interdependencies between tasks and resources • Connect people with questions to appropriate people with answers • Balance project scope, time and cost to mange quality delivery and
hedge risk
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Facilitator Decision Maker ?
Law Department Operations Group can provide Project Management capabilities and resources
68%
33%
Law Departments with a Position Dedicated Solely to Law Department Operations
Yes No
Source: The Second Annual Law Department Operations Survey
If you don’t have a Law Department Operations Group, other corporate groups that might already have project management resources and tools such as IT, Quality Control, Six Sigma, Process Improvement, quality.
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Do you have dedicated Legal Operations group in your Legal Department?
1. Yes 2. No 3. Don’t Know
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Law Department Project Management Resources
Source: The Second Annual Law Department Operations Survey
36%
64%
Do you have a resource dedicated to PM?
Yes
No 56%
44%
If Yes, where do they report?
Solid-line report to legal operations
Solid-line report elsewhere
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Do you have dedicated Project Managers in your Legal Department?
1. Yes 2. No 3. Don’t Know
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If yes, do you go to them for Project Management on substantive legal matters?
1. Yes 2. No
Program and Project Management Discovery Case Study
Outsourcing
Strategy
Implementation
Records Management
Identification Preservation Collection Processing Review Analysis Production Presentation
Discovery Assessment and Process Design
Discovery Process and Technology Implementation
Litigation Hold Program Development
Litigation Hold Program Development
Discovery Process Support
Discovery Strategy
Discovery Workflow Design
Discovery Project Management
Unstructured Data Collection
Data Analysis and Extraction
Forensic Analysis
Expert Testimony
Data Preservation and Collection Program Development
Data Source Mapping
Discovery Spend Analysis
Legacy Data Remediation
Backup Tape Restoration
Structured Data Handling
Discovery Process Outsourcing
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Project Management is the connection between the key players involved in Discovery
Roles: Attorneys, Paralegals, Custodians, Business Liaisons, IT, Records Mgmt
Tasks: Case strategy and objectives, discovery, collections, IT tools
Roles: Attorneys, Paralegals, Litigation Support
Tasks: Case strategy and objectives; discovery; document review
PM
In-House Law Firm
Roles: Various
Tasks: Collections; Processing; Review Platform (analytics); Review Contract Attorneys; Experts
Vendors
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Project Plans help develop estimates for cost, time and resources and show project scope
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Project Stage % Complete Budget Actual Variance
Planning & Administration 100% $500 $450 $50
Collections 100% $800 $825 $25
Data Intake 100% $600 $595 $5
Processing 96% $2,000 $1880 $200
Immediate Case Assessment 97% $5,000 $4,250 $750
Document Review 30% $10,000 $3,000 $7,000
Production 0% $15,000 $0 $15,000
Total 75% $33,900 $11,000 $23,030
A “RASCI” Chart provides clarity around primary roles and responsibilities
“RASCI” (R) Responsible (A) Accountable (S) Supportive (C) Consulted ( I ) Informed
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Communication Plans help keep stakeholders sufficiently informed
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How do you rate your in-house Project Management capabilities?
1. 2. 3. 4. 5.
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How do you rate the Project Management capabilities of Outside Counsel?
1. 2. 3. 4. 5.
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Do you have an initiative in place or are you considering establishing formal Project Management throughout your Law Department? 1. Yes 2. No 3. Don’t Know
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Closing Thoughts
• Define the Project Management role instead of assuming someone will take it on
• Define criteria for when formal Project Management is expected – e.g., size of case, type of work, number of stakeholders,
duration • Make Project Management an explicit process within the
expected case management activities • Provide Project Management training • Provide Project Management tools
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Questions?
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Elizabeth Jaworski Director, Law Department Business Operations
Motorola, Inc. [email protected]
Nancy Jessen Managing Director
Huron Consulting Group [email protected]
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