Project Management for Attorneys

Transcription

1 Project Management for Attorneys Barbara J. Durkin, Esq. New York State Bar Association Bridge the Gap 2016 Project Management Overseeing a project to ensure it meets its goals, timeline and budget Applying knowledge, skills and techniques to execute projects effectively and efficiently Tying project results to business goals to better compete in markets 1

2 Managing a Matter is Like Managing a Project What has to be done? Who is responsible for doing it? What decisions must be done? Who makes them? When are matters done? How are they done? Malpractice Claims May result from poor project management Missed deadlines Time management related errors Poor communication with clients 2

3 What is legal project management? Applying the concepts of project management to the control and management of legal cases or matters A structured approach to planning, pricing, and managing legal work that will bring a law firm s service delivery model in line with the changing expectations of its clients. Breaks matter down into chunks Provides a structure and tools around which a project can be managed Benefits of Legal Project Management Estimate costs better Reduce costs Manage risks better Improve realization rates Increase the predictability of fees Help manage alternative fee arrangements Enjoy more productive relationships with clients Reduce malpractice claims 3

4 Benefits of Legal Project Management Client relationships Improves communication between client and firm. Ensures things are kept under control Reduces the prospect of unwelcome surprises when the law firm bills a client Creates longer and stronger relationships Puts clients at the heart of the process by involving them in the scoping of work Firms can focus better on client needs and deliver what client wants rather than what the firm thinks the client wants Benefits of Legal Project Management Business value Demonstrates business value more easily Clearly shows how much each element within a matter costs Shows what value the client is getting from the firm Enables firm to pitch more accurately for work 4

5 Benefits of Legal Project Management Predictability of fees and costs Breaks the matter into individual tasks Selects the most appropriate member of staff to do the work for each task Reduces the chance of time being written off Ensures that costs are properly worked out ahead of the client being billed. Benefits of Legal Project Management Risk reduction Highlights what needs to be done and when Ensures that all the team knows what is expected of them what the client is expecting them to deliver and at what stages 5

6 5 Elements of Legal Project Management Collaborate with the client to set project objectives and scope Build the project plan Identify phases and tasks Identify the project team and stakeholders Build the budget Create a communications plan Analyze risks Execute the plan as a framework for legal work Monitor process Undertake a post project review with the both the team and the client Process Groups of Project Management Initiating Planning Executing Monitoring and controlling Closing 6

7 Initiating Establish goals Assure everyone involved understands, supports and shares the goals Planning Provide guidelines for assembling all the layers of details of the project Build the project plan Identify phases and tasks Identify the project team and stakeholders Build the budget Create a communications plan Analyze risks Circulate and gain consensus concerning the plan from all stakeholders 7

8 Planning Identify phases and tasks Develop a step by step plan Identify tasks and sequence of events Plot timeline of events Work breakdown schedule (e.g.,, Gantt chart, PERT chart, MS Project, Kanban boards ) Establish benchmarks related to the matter Use technology to help plan and manage projects and create budget Planning Identify the project team and stakeholders What capabilities and areas of expertise are needed? In what sequence will those skills be needed? What will be the source of those skills? What technical resources will be needed? When? Create mechanisms for accountability for following the plan and the budget 8

9 Planning Develop a step by step plan Articulate the assumptions on which the plan is based Consider what if scenarios Identify capabilities and areas of expertise Establish sequence of events Determine approximate cost factors Correlate plan with the budget Establish communication plan Circulate and gain consensus on the plan Planning Correlate the plan with the budget Capture the significant cost elements of the plan What parts of the budget are under your control? Under the control of others? Estimate any significant expenses for elements of the plan Budget for likely alternative approaches Itemize the cost of in house resources Agree on billing codes to be used (Uniform Task Based Management System Codes e.g., litigation, project, counseling ) 9

10 Planning Analyze risks Articulate the assumptions on which the plan is based Consider what if scenarios Planning Create a communication plan Who needs to be informed? What kind of communications will be required? How frequently? What details must be communicated? Who needs to know what? 10

11 Executing Execute the plan as a framework for legal work Monitoring and Controlling Monitor process Review progress Document benchmarks Beware of scope creep 11

12 Monitoring Scope creep occurs when: The initial requirements analysis was poorly done Clients weren t brought into the planning process The project was oversimplified Change control was lacking and communication among stakeholders was poor Prevented: Identify deliverables in detail Creating a structure for work to be done and resources to be assigned (e.g., PERT chart or Gantt chart) Establish milestones Closing Undertake a post project review with the both the team and the client Standardize and improve processes 12

13 Contact information Barbara J. Durkin, M.B.A., J.D. Assistant Professor of Management School of Economics and Business SUNY Oneonta 221 Netzer Admin. Bldg. Oneonta, NY Tel: Fax: