Legal Services Management 3.0 Core Curriculum
Total Page：16
File Type：pdf, Size：1020Kb
Legal Services Management 3.0 ! Core Curriculum Legal Project Management Toolkit Inventory 1. ItIntrod uc tion to L ega lPjl Projec tMt Managemen t 2. ACC Docket materials on project management 3. Project management readiness diagnostic 4. Stakeholder Chart 5. Work Plan and Budget 6. Project management software Introduction to Legal Project Management Contains material reprinted with permission from the author. Copyright © 2010, QLex Consulting, Inc. For more information, contact Aileen Leventon, ([email protected]) or917-860-7043 or visit: www.qlexconsulting.com The Business Case for Legal Project Management How the How the How the all the How the Client How the CFO inside lawyer law firm lawyers handled explained it described it understood it designed it it as a team How the How the litigation What the How the What the dissatisfaction process was Client thought Company Client really with the experience documented was done was billed needed was addressed Source: Unknown (“The Tree”) Overview Part 1: A Brief History of Project Management Part 2: What is Project Management? Part 3: The Iron Triangle of Project Management Part 4: The Evolution of Project Management Part 5: Project Management Models - Adaptations for Legal Work Conclusion PART 1 A Brief History of Project Management Project management is not new Project Management: Modern Historical Timeline 1958 The Program Evaluation and Review Technique (PERT) method invented 1987 First Project Management 1956 The American Association Body of Knowledge Guide of Cost Engineers (now AACE published as a white paper by PMI International) formed 1986 Scrum was named as a 1950s The US Department of project management style in the Defense used modern project article The New New Product management techniques in their Development Game by Takeuchi 2006 Total Cost Polaris project and Nonaka Management Framework release by 1984 The Goal by AACE 1950s The Critical path method Eliyahu M. Goldratt published (CPM) invented 2001 Agile Alliance 1969 Project Management formed to promote Institute (PMI) launched to "lightweight" promote project management software development profession projects 1910s The Gantt 1965 International Project Chart developed by Management Association 1997 Critical Chain Henry Laurence Gantt (IPMA) established as by Eliyahu M. (1861-1919) International Management Goldratt published Systems Association (IMSA) 1910s 1920s 1930s 1940s 1950s 1960s 1970s 1980s 1990s 2000s 2010s 20th Century 21st Century Evolution of Project Management:! Traditional Project Management • Modern project management evolved in the 1950s as a means of controlling work processes in construction and engineering – It relied heavily on Gantt charts and PERT diagrams, based on dependencies among tasks, and other templates – A project manager defined the sequential stages of work from a client’s statement of requirements of an end result • Traditional project management is characterized by rigidity: “Plan the work and work the plan” – Customer provides a clear statement of work at the beginning • Assumes customer/client knows what it wants vs. what it needs • Low tolerance for changes in scope (corollary: work process) • Technology in the hands of engineers – No work performed until plans are complete (scheduling, resources and scope are predetermined) – Assumes perfect information PART 2 What is Project Management? Traditional Project Management A project is a temporary endeavor (with a beginning, middle, and end) The disciplined to solve a use of tools and unique problem techniques for investing Scope appropriately to achieve results Quality Cost Time Source: Project Management Institute Traditional Project Management Elements Integration Ensuring that the various elements of the project are properly coordinated Ensuring that the project includes all the work required, and only the work required, to successfully complete the project Scope Quality Ensuring that the project Cost Time Ensuring is completed timely within the completion of approved budget the project Source: Project Management Institute Ensuring that the project satisfies the needs for which it was undertaken Traditional Project Management Elements Integration Ensuring that the various elements of the project are properly coordinated Ensuring that the project includes all the work required, and only the work required, Staffing Risk to successfully complete the project Systematically Making the most identifying, analyzing effective use of the and responding to people involved in uncertain project the project events and outcomes Scope Quality Communications Cost Time Procurement Ensuring timely Ensuring that project and appropriate, scope is attained generation, collection, Ensuring Ensuring through the goods and dissemination, that the project timely services acquired from storage and ultimately is completed completion outside the performing disposition of project within the of the project organization info approved Ensuring that the budget project satisfies the needs for which Source: Project Management Institute it was undertaken PART 3 The Iron Triangle of Project Management Traditional Project Management Elements Integration Ensuring that the various elements of the project are properly coordinated Ensuring that the project includes all the work required, and only the work required, Staffing Risk to successfully complete the project Systematically Making the most identifying, analyzing effective use of the and responding to people involved in uncertain project the project events and outcomes Scope Quality Communications Cost Time Procurement Ensuring timely Ensuring that project and appropriate, scope is attained generation, collection, Ensuring Ensuring through the goods and dissemination, that the project timely services acquired from storage and ultimately is completed completion outside the performing disposition of project within the of the project organization info approved Ensuring that the budget project satisfies the needs for which Source: Project Management Institute it was undertaken The Iron Triangle of Project Management: Impact on Legal Fees and Pricing Client Budget- CASE FEE STRATEGY Resources The Evolution to a Triangle for Legal Project Management Traditional Agile Agile Iron Triangle Iron Triangle Triangle Scope Cost Scope Value Cost Schedule Schedule Quality Constraints Cost Schedule becomes Schedule the defining Scope constraint Source: Agile Project Management, Creating Innovative Products (2nd ed.) ( 2010), pg 21, by Jim Highsmith The Evolution to an Agile Triangle — Application to Knowledge Work Agile Application to Triangle Goal Description Knowledge Work Value Value Build a reasonable Do it in a way that product meets client needs Quality Build a reliable, Do it effectively adaptable product Constraints Achieve value and Manage cost quality goals Meet client schedule / within acceptable timing requirements constraints Quality Constraints Do it efficiently Every organization is constrained by at least Cost one factor that in turn limits the activities of the Schedule organization. To optimize a system, you must Scope identify the impact of the constraining factor Source: Goldratt’s Theory of Constraints (1984) Source: Agile Project Management, Creating Innovative Products (2nd ed.) ( 2010), pg 21, by Jim Highsmith The Agile Triangle — ! Application to Legal Project Management LPM Triangle Description Application to Goal within the Agile LEGAL PROJECT Value Triangle MANAGEMENT Value Build a reasonable Legal work as valued product by clients Quality Build a reliable, Defined by professional adaptable product standards and well-executed from a client’s perspective (effective) Constraints Achieve value Same, and address Quality Constraints and quality goals cost, scope and schedule within acceptable issues for particular types Cost constraints of work Schedule Scope Source: Agile Project Management, Creating Innovative Products (2nd ed.) ( 2010), pg 21, by Jim Highsmith Part 4 The Evolution of Project Management Traditional Project Management • Traditional project management methodology is suitable for routine, repetitive and standardized activities – Does not require highly-skilled team members – Each team member’s role is specialized and narrowly circumscribed • Feedback is part of planning and controlling the project – Used to measure progress against plan – Not used to assess progress toward goal nor promoting improvements in future work • Management approach is hierarchical (“command and control”) – Focus of each team member’s work is technical with high emphasis on quality of specific tasks and little or no attention to original customer goals nor possible changes in such goals – Collaboration among team members across boundaries is low Rise of Software Engineering Methodologies • Software engineers have led the way in development of agile and extreme methodologies in response to business mandates – Business environment requires earlier release of deliverables – New product development process must be a competitive advantage – Management process must be driven by need to produce business value • Agile project management methodologies start with the goal of a commercially-viable end result – It assumes that learning and discovery will occur during the course of the project – Changes are expected and embraced – Leadership and team member responsibility for client-focused outcomes are integrated into process and seen as essential Part 5 Project Management Models - Adaptations for legal work “One