LPM Tools Online

Overview
Contents
LPM Advisory Board

Overview

Legal Project Management Quick Reference Guide
Sample menu
Can be customized for your intranet

The electronic fifth edition of our Legal Project Management Quick Reference Guide enables firms to accelerate LPM progress by providing LPM Directors, champions and others with over 150 tools and templates which have been proven to increase client satisfaction and firm profitability. 

Each license also includes consulting support and handouts to help LPM leaders determine the best way to assure that lawyers actually use these tools.

Current users of these tools will discuss their experience at the P3 conference in Chicago in May 2018 in a panel entitled “How LPM Directors Can Increase Their Impact with Just-In-Time Tools and Templates,” led by LegalBizDev CEO Tim Batdorf.

A complete list of the current tools and templates appears below.  They are delivered in both pdf and Word form.  Relevant tools can be provided to lawyers as they need them, made available on your intranet, and/or customized.  New tools and templates are added twice a year, so that lawyers can easily keep up with developments in this rapidly changing field.

In most professions, “just-in-time training” materials like these have become the standard way to teach new skills. For example, when people need to use an unfamiliar feature of Microsoft Word, very few would consider taking a class or looking it up in a book.  Instead, they simply look up the information they need, when they need it.  This product is the first and only set of “just-in-time” tools currently available in LPM. 

The benefits of this library include:

  • LPM Directors, internal LPM champions, practice group leaders and others can provide lawyers with exactly the information they need to increase efficiency, exactly when they need it.
  • Lawyers can directly access all the tools on your firm’s intranet, so they can download the information they need from their laptop, tablet, or phone, whether they are in your office, in a hotel room, or on an airplane.
  • Save time and increase results by building your LPM efforts on a foundation that has been developed and tested over several years.
  • Easily keep up with the latest developments in this rapidly changing field, with new tools and templates which are added to the library twice a year.
  • Multiply the effects of your LPM initiatives by helping LPM Directors, practice group leaders and others provide more lawyers with more help more quickly. 

These cutting-edge tools are an unmatched resource summarizing what’s worked for LPM at other firms, and what hasn’t. Instead of paying to reinvent the wheel, firms can now start from a proven foundation that has helped thousands of lawyers.  Whether it’s planning a bid, defining scope for a new matter, improving client communication, or improving efficiency in other ways, this library of tools and templates will help your firm increase value, client satisfaction, and firm profitability on both hourly and alternative fee arrangements.

Rapid return on investment

As soon as just one lawyer who is responsible for a large engagement accesses the right information at the right moment, the return on investment will quickly exceed the license cost by:

  • Increasing the accuracy of an initial fee estimate and the likelihood of payment in full by using the template “15 questions to ask clients to help define scope”
  • Renegotiating a fixed fee by using the template “Prepare and negotiate for approval of a scope change”
  • Using any of the more than 150 tools and templates in this electronic library to increase client satisfaction and/or firm profitability

Each license includes

  • Unlimited non-exclusive rights to reproduce and adapt all of this content within your firm and with your clients for one year  
  • Separate files for each tool (in both Word and pdf format) so you can easily deliver just the information a particular lawyer needs
  • New tools and templates that will be released to license holders twice a year
  • Consultation with the authors of these tools and templates to maximize the value to your firm, ensure quick wins, and establish a foundation for future success
  • A suggested menu structure that can be adapted to your intranet
  • Possible wording for an email from the managing partner or another senior partner announcing the availability of these tools and the benefits to the firm and individual lawyers
  • Twelve “LPM tips of the month” each year, for publication on your intranet, internal newsletters or email to remind lawyers of the value of this resource

Since it is extremely difficult to convince lawyers to change their behavior, the tactics that work best will vary from firm-to-firm and even from group-to-group within a firm. Based on LegalBizDev’s experience using these templates with other firms, the authors of these tools will help you develop a well-defined program that fits your firm’s culture and resources. This will increase buy-in by helping to ensure that influential lawyers actually use the tools to increase efficiency, client satisfaction, and profitability at your firm. Each license includes four hours of consulting support plus handouts for:

  • Specific tasks, objectives, and timelines for using these LPM tools and templates
  • Systems to provide exactly the information lawyers need, precisely when they need it
  • A list of the top ten tools that have proven most useful in implementing LPM, and the top ten tools that are most effective in introducing LPM concepts
  • Prioritizing which lawyers to focus on first when introducing the tools
  • Suggestions for working with LPM champions, practice group leaders, and LPM Directors
  • Designing an internal program to publicize successes, including sample “LPM Tips of the Month”
  • How to save time developing firm-specific processes and procedures by starting from our templates
  • How to customize our tools for in-firm presentations and training

THE LEGAL PROJECT MANAGEMENT QUICK REFERENCE GUIDE

Fifth Edition

By Jim Hassett, Mike Egnatchik, and 30 contributing authors

Stacy D. Ballin, Squire Patton Boggs
Steve Barrett, LegalBizDev
Tim Batdorf, LegalBizDev
Ed Burke, LegalBizDev
Natasha Chetty, LegalBizDev
Dave Clark. Lathrop Gage
Tom Clay, Altman Weil
Jonathan Cooper, Tucker Ellis
Stuart J T Dodds, Baker & McKenzie
Ann Lee Gibson, Ann Lee Gibson Consulting
Jonathan Groner, LegalBizDev PR Specialist
Liz Harris, Harris Cost Lawyers
Carl Herstein, Honigman
Byron S. Kalogerou, McDermott Will & Emery
Tom Kane, LegalBizDev
Judith Droz Keyes, Davis Wright Tremaine

Fred Kinch, LegalBizDev
Patrick J. Lamb, Valorem Law Group
Greg Lantier, WilmerHale
Natalie Hanlon Leh, WilmerHale
Gary Richards, LegalBizDev
Richard G. Rosenblatt, Morgan Lewis
Mindy Sooter, WilmerHale
Paul Saunders, Stewart McKelvey
Michelle H. Stein, LegalBizDev
Brent Timmons, BrazeauSeller
Sverre Tyrhaug, Thommessen
Scott N. Wagner, Bilzin Sumberg
Mark D. Williamson, Gray Plant Mooty
The Association of Corporate Counsel (ACC) Value Challenge resource library, contributed by the Law Firm Value Committee

For more information, contact us today (info@legalbizdev.com, 800-49-TRAIN).

Download a pdf of this overview of LPM online tools

Download a pdf summarizing all of our LPM products and services

Contents fifth edition

* Tools and templates that are new in the fifth edition are shown in italics.

Introduction

  • How to use this electronic library
  • Eight key issues in LPM *
  • Option 1 to get started:  Address an immediate challenge  *
  • Option 2 to get started:  Complete a self-assessment *
  • Option 3 to get started:  Study basic LPM principles *
  • Problems addressed by the eight issues
  • Key benefits of LPM
  • Why is implementing LPM urgent?
  • Warning signs that you need LPM
  • Litigation example: Four ways to improve LPM
  • Transactional example: How LPM improved our practice
  • How to define LPM
  • Alternative definitions of LPM
  • How law departments define LPM *
  • Why the Agile approach is so valuable to lawyers *
  • How to apply Agile to LPM  *
  • LPM steps in the lifecycle of a legal project
  • Shortcuts: The top 10 best practices in LPM
  • Maintain progress with a weekly LPM review *

Part 1: Set objectives and define scope

  • Checklist:  Defining scope
  • Engagement letters and statements of work
  • How to write a statement of work
  • Litigation example: SOW for an early case assessment
  • Transactional example: SOW for internal foreign corrupt practices act
  • Transactional example: SOW for product distribution in Europe
  • Transactional example: SOW for an M&A matter
  • 15 questions to ask clients to help define scope
  • Sample assumptions for defining scope
  • 13 issues to consider for a value-fee engagement letter
  • When client goals are uncertain

Part 2: Identify and schedule activities

  • Checklist: Scheduling activities
  • 24 benefits of matter planning *
  • Matter planning templates
  • Litigation example: Matter planning template for early case assessment
  • Transactional example: IPO of a Subchapter S corporation
  • Work breakdown structures
  • Transactional example: Employment law task list for a pre-complaint demand
  • Transactional example: Work breakdown structure for a simple corporate purchase
  • Transactional example: Work breakdown structure for tracking a multi-state document review
  • About Gantt charts
  • The power of checklists
  • Three steps to building and using an effective checklist *
  • Four types of checklists for lawyers and legal staff *
  • Litigation example: Mass tort litigation checklist
  • Transactional example: Asset acquisition task checklist
  • Transactional example:  Process checklist for an estate planning signing meeting  *
  • Four approaches to business process improvement
  • Litigation example: Process improvement in a mass tort practice
  • Litigation example: Commercial litigation process map
  • Transactional example: Process improvement to improve associate and paralegal time entries
  • LPM software

Part 3: Assign tasks and manage the team

  • Checklist: Managing the team
  • How to improve the management of legal teams
  • 16 ways to improve team performance
  • How to improve legal team meetings
  • Litigation example: Early case assessment
  • Transactional example: IPO of a Subchapter S corporation
  • The benefits of delegation
  • Four steps to improved delegation
  • Delegation tips from a managing partner
  • The delegation checklist
  • How to solve delegation problems
  • What lawyers should not delegate
  • How to effectively resolve priority conflicts *
  • Personal time management
  • One managing partner’s time management plan
  • How to manage interruptions *
  • 24 Outlook features that can be used in LPM
  • Tracking progress with Agile (Kanban)
  • Accelerating progress with Agile (Scrum)
  • Case study: Applying Agile to LPM *
  • Using outsourcing to reduce legal costs

Part 4: Plan and manage the budget

  • Checklist: Budgeting
  • Six steps to better budgets
  • Litigation example: Budget template
  • Litigation example: Early case assessment
  • Transactional example: IPO of a Subchapter S corporation
  • Task code overview
  • Task code research: What works and what doesn’t
  • Standard (UTBMS) task codes *
  • Example:  How clients are using task codes *
  • Pricing
  • Tracking and controlling costs
  • Be cautious about sharing budgets
  • How pricing can affect legal practice *

Part 5: Assess risks to the budget and schedule

  • Checklist: Assessing budget risks
  • Project risk analysis template
  • Litigation example: Risk analysis for enforcing a non-compete
  • Transactional example: Risk analysis for IPO of a Subchapter S corporation
  • Transactional example: Risk analysis for a public M&A matter
  • Reducing malpractice insurance costs by managing risk

Part 6: Manage quality

  • Checklist: Managing quality
  • Defining and managing quality

Part 7: Manage client communication and expectations

  • Checklist: Communicating
  • RACI matrix
  • Litigation example: RACI matrix for a litigation
  • Communication plan
  • Transactional example: Improving communication on a small legal team
  • Transactional example: Communication plan for an IPO team
  • How clients define value
  • Use active listening to define value for your clients *
  • 53 additional questions to discuss value *
  • 51 practical ways for law firms to add value
  • Key questions project managers should ask
  • One-page monthly reports
  • Lessons learned reviews
  • How to deal with difficult clients and situations
  • Summary: The art of client communication

Part 8: Negotiate changes of scope

  • Checklist: Negotiating changes in scope
  • Scope changes in litigation
  • Tracking out of scope work
  • Establishing a change control process
  • Prepare and negotiate for approval of a scope change

Part 9: How to implement LPM throughout a firm

  • Why try to change lawyers’ behavior? *
  • Lessons from other professions *
  • The challenge of changing behavior *
  • The top five ways to increase LPM success *
  • Questions to ask lawyers before they begin LPM coaching
  • Strategies to create internal champions
  • How to accelerate LPM progress with a panel discussion by LPM champions *
  • Strategies to change law firm culture
  • Overcoming resistance to LPM
  • The evolving role of LPM directors
  • How to hire LPM staff *
  • Measuring the impact of LPM
  • What are law firms doing to increase efficiency? *
  • How to set LPM priorities and policies *
  • How to sustain LPM progress
  • Summary:  The top three facts law firm leaders need to know *

Appendix A: Developing new business with LPM and AFAs

  • LPM and business development *
  • AFAs: The big picture
  • Litigation AFAs: Questions every lawyer should ask *
  • Litigation AFAs: Questions every client should ask *
  • Litigation AFAs: Questions outside lawyers should ask *
  • Litigation AFAs: Questions firm management should ask *
  • Litigation AFAs: Questions every AFA should answer *
  • Litigation AFAs: Questions for AFAs with joint representation *
  • AFA approval steps
  • How to evaluate whether to compete for a new matter
  • 50 tips to win RFPs

Appendix B: Extending your knowledge

  • Self-study basic questions
  • Self-study additional readings *
  • Self-study advanced questions *
  • The Certified Legal Project Manager® program

Appendix C: Blank template forms

  • Matter planning template 1
  • Matter planning template 2 (including tracking)
  • Project risk analysis template
  • Communication plan
  • RACI matrix
  • Action items template

* Tools and templates that are new in the fifth edition are shown in italics.

Additional new tools and templates will be added to this library every June and December.

Board of Advisors fifth edition

These experts are reviewing templates from the fifth edition and making suggestions for improvement.

Steve Brandl, COO, Brinks Gilson & Lione
Dave Clark, LPM Partner, Lathrop Gage
Don Coffman, Chief Operating Officer, Axinn, Veltrop & Harkrider LLP
Jennifer Cote, Program Manager, Legal Project Management, Baker Botts
Andréa Danziger, Business Director, Litigation, Blank Rome
Mimi Eingorn, Director of Legal Project Management, Ropes & Gray LLP
Steve Flaks, Director of Pricing & Project Management, Saul Ewing Arnstein & Lehr
Delilah Flaum, Partner in charge of Knowledge Management and Legal Project Management, Winston & Strawn
Denise Gaskin, COO, Schwabe, Williamson & Wyatt
Kathy M. Hancock, Executive Director, Fennemore Craig
Rick Kathuria, National Director, Project Management Office and Legal Logistics, Gowling WLG
Howard Kaufman, Of Counsel, Fasken Martineau DuMoulin 
Bethany Smocer Knoblauch, Matter Planning Manager, K&L Gates
Susan M. Kurz, Chief Client Development Officer, Calfee
David Miceli, Executive Director, Balch & Bingham
Linda Novosel, Chief Innovation & Value Officer, Blank Rome
John Pearson, Deputy COO APAC, Clyde & Co
Melissa Prince, Director of Pricing and Legal Project Management, Ballard Spahr
Paul V. Saunders, Practice Innovation Partner, Stewart McKelvey
Peter Secor, Director of Strategic Pricing and Project Management, Pepper Hamilton
Scott Wagner, Partner, Bilzin Sumberg
Emily Wesson, PMP, Legal Project Manager, Norton Rose Fulbright