The Legal Project Management Quick Reference Guide

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What experts are saying about the fourth edition
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LPM Advisory Board

Overview fourth edition

The Legal Project Management Quick Reference Guide serves as the basis for all of our coaching and training programs and includes over 400 pages of proprietary tools and templates to help lawyers increase efficiency.

Legal Project Management Quick Reference Guide

 

Published September 28, 2016

412 pages, paperback, 8.5 x 11

8.5 x 11

The first three editions of this book have been purchased by firms with over 100,000 lawyers.

This fourth edition adds over 150 pages of new tools and templates.

THE LEGAL PROJECT MANAGEMENT QUICK REFERENCE GUIDE

Fourth Edition

By Jim Hassett, Mike Egnatchik, and 25 contributing authors

Stacy D. Ballin, Squire Patton Boggs

Steve Barrett, LegalBizDev

Tim Batdorf, LegalBizDev

Ed Burke, LegalBizDev

Natasha Chetty, LegalBizDev

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

Byron S. Kalogerou, McDermott Will & Emery

Tom Kane, LegalBizDev

Judith Droz Keyes, Davis Wright Tremaine

Fred Kinch, LegalBizDev

Patrick J. Lamb, Valorem Law Group

Gary Richards, LegalBizDev

Richard G. Rosenblatt, Morgan Lewis

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

What experts are saying about the fourth edition

Every partner should use this book, regardless of their level of expertise. With prices being pushed down, the number one question lawyers ask me today is: How can I live within more stringent budgets without reducing quality? The Legal Project Management Quick Reference Guide helps answer this question with an impressive array of management tactics and templates… On the first page the authors say ‘Please do not read this book.’ This is truly a reference guide, so instead of having to plow through volumes of material, a reader can get value very quickly. I especially like the checklists which are well thought-out and very practical. Busy lawyers will be able to easily use this important resource.”
– Toby Brown, Chief Practice Management Officer, Perkins Coie

“If you are truly interested in legal project management, this book should be on your desk. It is comprehensive, thorough, and very detailed. This Guide provides a blueprint for how to combine the highest quality legal work with the efficiency that today’s clients are rightfully demanding. A must read!”
– Vincent A. Cino, Chairman, Jackson Lewis, P.C.

“I have often referred to the third edition of the Legal Project Management Quick Reference Guide as my ‘LPM bible.’ The expanded and updated fourth edition is even better and I’ve used it almost every day since I received it. I especially love the way it treats LPM as a toolbox. The tools that are most useful may vary from one lawyer to another and even from one matter to another. This book makes it easy for each lawyer to find exactly the information they need, right when they need it.”
– Melissa Prince, Director of Pricing and Legal Project Management, Ballard Spahr

“There is no better resource available than the Legal Project Management Quick Reference Guide to enable practitioners to increase client satisfaction and win business by implementing meaningful change in the way they plan and execute engagements. The imperative that lawyers re-engineer the way they practice and provide greater efficiency and cost certainty to clients has been discussed repeatedly since the onset of the financial crisis. It is no longer subject to question or debate. This book explains how to meet this need and convert ‘would haves’ and ‘should haves’ into action.”
– David Fries, Senior Advisor, Pricing & Practice Management, Orrick Herrington & Sutcliffe LLP

“The fourth edition of the Legal Project Management Quick Reference Guide is a great book which just keeps getting better. It will be quite useful for lawyers not just in law firms but also in law departments.”
– Howard Kaufman, Counsel, Fasken Martineau DuMoulin LLP

“The number one thing we hear clients asking for these days is to provide greater value. This will require attorneys to have a firm grasp of LPM. For beginners, the Legal Project Management Quick Reference Guide provides quick entry to project management concepts. For attorneys who have been using LPM techniques for years, this book will help them improve further, building on their experience. Every law firm should be looking towards the future, and the efficiencies gained through LPM will lead to greater value for clients and better profitability for the firm.”
– Christopher Fryer, Chief Information Officer, Hanson Bridgett LLP

“The fourth edition includes many improvements, especially to the chapters entitled ‘Assign Tasks and Manage the Team’ and ‘Negotiate Changes of Scope.’ One of the book’s contributing authors is coaching one of our lawyers right now on a litigation that changes like a chameleon, and we are putting the new scope material to work. It has helped to keep our client informed and happy and to reduce write-offs."
– Geoff Goldberg, Chief Advancement Officer, McCarter & English LLP

"As a managing member, I plan to use this book on a regular basis. I especially liked the checklists and the way it includes the very succinct but helpful articles from other contributors throughout the book."
– Ellen Cappellanti, Managing Member, Jackson Kelly

"This book not only provides the reader as thorough and practical treatment of legal project management as I’ve read, it also provides a comprehensive blueprint on how to get started incorporating legal project management into your practice."
– Patrick Whalen, Chairman, Spencer Fane LLP

"We are embarking on a project management initiative and I need to train some of my staff on the key elements of project management. There is no better starting point than the Legal Project Management Quick Reference Guide. It distills the important issues in a way that is not overwhelming to someone new to the project management world."
– Paul Levy, Chief Financial Officer, Saul Ewing LLP

"The variety and expertise of the numerous contributing authors makes this book a ‘must read’ for everyone involved in LPM. The checklist format, clear chapter organization, and lists of questions to be used every day in real work situations all add to the book’s value."
– Michael Chivell, Managing Partner, Armstrong Teasdale LLP

"This book is an excellent resource which contains an enormous amount of relevant material on what firms are doing about LPM now and what they should do in the future. It includes a great deal of thoughtful commentary on issues that those of us who are serious about LPM have been grappling with for some time."
– Carl W. Herstein, Chief Value Partner, Honigman Miller Schwartz and Cohn LLP

"This is a great resource for anyone interested in LPM. The Guide lays out practically-minded, straightforward steps that lawyers can take to implement project management discipline into their practice. The fourth edition has done a nice job of continuing to improve upon an already comprehensive guide."
– Nolan Kurtz, Chief Operating Officer, Buchanan, Ingersoll & Rooney

"The Legal Project Management Quick Reference Guide is a great reference for anyone looking to improve their matter planning and management capabilities. It is my “go to” guide for partners, associates, and staff members looking for a simple, informative resource for managing matters. It is an easy read that offers helpful, tactical guidance. The templates in the Guide are straightforward and sections are laid out to be used either comprehensively or piecemeal, as needed for each matter."
– Bart Gabler, Director of Pricing and Legal Project Management, K&L Gates

"I particularly liked the chapter on ‘Managing Client Communications,’ especially the very practical list of questions for lessons learned reviews and client value conversations. Client debriefs are an underutilized source of valuable feedback to guide and improve client relationships, and this book provides a variety of tools and advice to help conduct them."
– AndrÉa Danziger, Director, Business Development and Practice Management, Loeb & Loeb

“This excellent resource includes a wide variety of tools to help lawyers offer high quality services to clients more efficiently and cost-effectively.”
– Delilah Flaum, Partner in Charge of KM and LPM, Winston & Strawn LLP

"This book is terrific. I have found it very user-friendly and accessible. The tone is spot-on for busy lawyers and law firm personnel, especially the bullets, checklists, and sample questions."
– Kaitlin Verber, Knowledge Management Counsel, Latham & Watkins LLP

"I particularly liked the concrete examples throughout the book of checklists and tools for both transactional lawyers and for litigators."
– Julia Hilliker, Partner, Hodgson Russ LLP

"The checklists, tools, and templates in this book will be useful to every practicing lawyer. This practical guide includes numerous sections written by true innovators in LPM and AFAs and does a great job of referring the reader to other valuable information."
– Kelly Kiernan Largey, Chief Marketing Officer, Fish & Richardson

"A great compilation of real-world examples. The writing team did a fantastic job. The substantially reduced price of the fourth edition will also make this book much more accessible to a wider audience."
– Emily Wesson, Legal Project Manager, Norton Rose Fulbright

"Every lawyer interested in LPM should read and use this book. It is self-explanatory and quite helpful. I’ve found myself in many of the situations described in the book and the examples and explanations in this book will be extremely helpful in avoiding future problems."
– Maren Stadler-Tjan, Senior Associate, Arendt & Medernach

"The Legal Project Management Quick Reference Guide is a must-have reference for any lawyer looking to improve their efficiency. This is the first place I go for strategies and ideas to implement LPM at our firm. I’ve used many of the suggestions and checklists in creating our own internal best practices guides."
– Robert Parker, Practice Group/Client Matter Management Administrator, Quarles & Brady

Table of contents fourth edition

Introduction

  • How to use this book
  • Eight key issues in legal project management
    • Defining the eight issues
    • Problems addressed by the eight issues
    • Common questions related to the eight issues
  • Benefits of LPM
    • Key benefits
    • 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
  • What exactly is LPM?
    • Our definition
    • Alternative definitions
    • The Agile approach
  • Summary
    • LPM steps in the lifecycle of a legal project
    • Shortcuts: The top 10 best practices in LPM

Chapter 1: Set objectives and define scope

  • Getting started: A checklist
  • Statements of work
    • 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
  • How to improve statements of work
    • 15 questions to ask clients to help define scope
    • Sample assumptions for defining scope
    • 13 issues to consider for a value-fee engagement letter
  • An Agile approach
    • When client goals are uncertain

Chapter 2: Identify and schedule activities

  • Getting started: A checklist
  • 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
  • Checklists
    • The power of checklists
    • Litigation example: Mass tort litigation checklist
    • Transactional example: Asset acquisition task checklist
  • Process improvement
    • 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

Chapter 3: Assign tasks and manage the team

  • Getting started: A checklist
  • Internal team management
    • 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
  • Delegation
    • 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
  • Time management
    • Personal time management
    • One managing partner’s time management plan
    • 24 Outlook features that can be used in LPM
  • An Agile approach
    • Tracking progress with Kanban
    • Accelerating progress with Scrum
  • Using outsourcing to reduce legal costs

Chapter 4: Plan and manage the budget

  • Getting started: A checklist
  • Calculating budgets
    • Six steps to better budgets
    • Litigation example: Budget template
    • Litigation example: Early case assessment
    • Transactional example: IPO of a Subchapter S corporation
  • Task codes
    • Overview
    • Research details: What works and what doesn’t
    • Typical code sets
  • Pricing
  • Tracking and controlling costs
  • Be cautious about sharing budgets

Chapter 5: Assess risks to the budget and schedule

  • Getting started: A checklist
  • 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

Chapter 6: Manage quality

  • Getting started: A checklist
  • Defining and managing quality

Chapter 7: Manage client communication and expectations

  • Getting started: A checklist
  • Communicating with clients and your internal team
    • RACI matrix
    • Litigation example: RACI matrix for a litigation
    • Communication plan
    • Transactional example: How to improve communication on a small legal team
    • Transactional example: Communication plan for an IPO team
  • Delivering and communicating value
    • How clients define value
    • Value questions to ask top clients
    • 51 practical ways for law firms to add value
    • Key questions project managers should ask
  • Improving communication with clients
    • One-page monthly reports
    • Lessons learned reviews
    • How to deal with difficult clients and situations
    • Summary: The art of client communication

Chapter 8: Negotiate changes of scope

  • Getting started: A checklist
  • The challenge of scope changes
    • Scope changes in litigation
    • Tracking out of scope work
    • Establishing a change control process
    • Prepare and negotiate for approval of a scope change

Chapter 9: How to implement LPM throughout a firm

  • Changing lawyers’ behavior
    • Five keys to firmwide success
    • Questions to ask lawyers before they begin LPM coaching
    • Strategies to create internal champions
    • Strategies to change law firm culture
    • Overcoming resistance to LPM
  • The evolving role of LPM directors
  • Measuring the impact of LPM
  • How to sustain LPM progress

Appendix A: Developing new business with LPM and AFAs

  • LPM and marketing
    • How LPM is changing the way services are marketed
    • How LPM is changing the role of marketing departments
  • Alternative fee arrangements
    • AFAs: The big picture
    • AFA approval steps
    • How AFAs are changing business development
  • Business development tactics
    • How to evaluate whether to compete for a new matter
    • 50 tips to win RFPs

Appendix B: Extending your knowledge

  • Self-study
    • Self-study basic questions
    • Self-study additional readings
    • Self-study advanced questions
  • Certification
    • 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

About the authors
Index
About LegalBizDev

LPM Advisory Board fourth edition

These experts reviewed a preview draft of the fourth edition, and the final version incorporated their suggestions for improvement.

Chuck Adams, Partner, Adams and Reese
Brian D. Adamson, Senior Director, Pricing and Project Management, Morgan Lewis
Toby Brown, Chief Practice Management Officer, Perkins Coie
Ellen Cappellanti, Managing Member, Jackson Kelly
Mike Chivell, Managing Partner, Armstrong Teasdale LLP
Bruce Clearing Sky Christensen, Executive Director, Warner Norcross & Judd
Vincent A. Cino, Chairman, Jackson Lewis, P.C.
Andréa Danziger, Director, Business Development and Practice Management, Loeb & Loeb
Grant Davis-Denny, Partner, Munger, Tolles & Olson LLP
Delilah Flaum, Partner in Charge of Knowledge Management and Legal Project Management, Winston & Strawn
Jeff Frank, Managing Member and Chair of Executive Committee, Foster Pepper
David Fries, Senior Advisor, Pricing & Practice Management, Orrick
Chris Fryer, Chief Information Officer, Hanson Bridgett LLP
Bart Gabler, Director of Pricing and Legal Project Management, K&L Gates
Geoff Goldberg, Chief Advancement Officer, McCarter & English LLP
Dale Gregory, Chief Operating Officer (MENA), Clyde & Co
Kathy Hancock, Executive Director, Fennemore Craig
Jennifer Hannah, Partner, Chair of Litigation Division, Lathrop & Gage
Carl W. Herstein, Chief Value Partner, Honigman Miller Schwartz and Cohn LLP
Julia Hilliker, Partner, Hodgson Russ LLP
Bree Johnson, Director of Value Pricing and Legal Project Management, Stinson Leonard Street
Howard Kaufman, Counsel, Fasken Martineau DuMoulin LLP
Ron Kruhlak, Partner, McLennan Ross
Nolan Kurtz, Chief Operating Officer, Buchanan, Ingersoll & Rooney
Susan Kurz, Director of Marketing, Business Development and Client Services, Keating Muething & Klekamp
Kelly Largey, Chief Marketing Officer, Fish & Richardson
Paul Levy, Chief Financial Officer, Saul Ewing
Jennifer Manton, Chief Marketing and Business Development Officer, Kramer Levin Naftalis & Frankel LLP
Erin Meszaros, Chief Business Development and Marketing Officer, Sutherland
Bob Parker, Director, Client Matter Management, Quarles & Brady
Melissa Prince, Director of Pricing and Legal Project Management, Ballard Spahr
Robyn Radomski, Chief Business Development & Marketing Officer, Bingham Greenebaum Doll
Peter Secor, Director of Strategic Pricing and Project Management, Pepper Hamilton
Maren Stadler-Tjan, Senior Associate, Arendt & Medernach
Kaitlin Verber, Knowledge Management Counsel, Latham & Watkins
Don Ware, Chairman, Intellectual Property Department, Foley Hoag LLP
Emily Wesson, Legal Project Manager, Norton Rose Fulbright
Pat Whalen, Chairman & Managing Partner, Spencer Fane LLP

The Legal Project Management Quick Reference Guide

Brochure
Order Form
Overview
What experts are saying about the fourth edition
Table of contents
LPM Advisory Board