Maximising the benefits of your Legal Project Management training program

CLEAA ANNUAL CONFERENCE 2017

Introductions and presenter credentials

Setting the scene – where did it all start?

Understanding and selecting from the different LPM models

Designing and tailoring your LPM training program

Implementing and embedding LPM into the Firm or Legal Team

CLEAA ANNUAL CONFERENCE 2017

Maximising the benefits of your Legal Project Management training program

Introductions & Credentials

RACHAEL MOORE THERESE LINTON

1

RACHAEL MOORE Global Head of Legal Project Management, Ashurst

Rachael Moore is the global head of Legal Project Management at

Ashurst.

Rachael and her team provide a range of legal project management

services designed to empower lawyers to deliver matters more

efficiently, on time and to budget. Aligning to client demand,

Rachael and her team provide expertise in key stages of a legal

project to increase predictability of cost and time and to improve

delivery on client expectations.

She is an accomplished project management professional with over

15 years’ experience covering the professional services, stockbroking

and technology sectors.

For the past two years she has been building the legal project

management team, as part of Ashurst Advance, as well as providing

project management support for a number of large complex matters.

Qualifications and certifications include a B.Sc (Psychology), Victoria

University, NZ; Masters of Project Management, University of Sydney

and PRINCE2 Practitioner and MSP Practitioner certifications.

THERESE LINTON

Therese Linton is Australia’s leading expert in legal project management. She is a highly competent transformation professional with over 25 years’ experience in strategy development, change management and program delivery in the IT, Banking and Finance, Telecommunications, Manufacturing and Legal sectors.

Since 2013 she has been working with external law firms and in-house legal teams to introduce and embed Legal Project Management in order to better meet client expectations in terms of transparent and reliable delivery of legal outcomes. This work has expended to include related disciplines such as Legal Portfolio Management, Legal Process Simplification, Legal Procurement and Pricing, Communications and Client Relationship Management.

Therese has both practical and academic credentials which place her in a unique position within the legal project management market. With 7 years’ experience as a Lecturer and Unit of Study Coordinator for Sydney University’s prestigious Masters of Project Management and 2 years’ lecturing for the College of Law’s Masters of In-house Practice in multi-disciplinary project management. She also conducts regular continuing legal education workshops for various Law Societies and internal Learning & Development functions.

Qualifications and certifications include a Bachelor of Commerce (Information Technology) with Merit, UNSW; Executive Masters Programme (Delivering Information Technology), Harvard Business School; Advanced Diploma of Project Management; Cert IV Training and Assessment; Six Sigma Black Belt; Certified Practicing Project Director (CPPD) AIPM.

Founder and Principal Consultant, The BASALT Group

Clients - In-house Teams and External Counsel LPM IS APPLICABLE TO LAW FIRMS AND IN-HOUSE LEGAL TEAMS

NSW Attorney General’s

Department

TransGrid

Transport for New South

Wales

Roads and Maritime

Services

QANTAS

Australian Broadcasting

Corporation

Ashurst

King & Wood Mallesons

Allen & Overy

Gilbert + Tobin

Hicksons Lawyers

Sparke Helmore

SWAAB Attorneys

Norton White

Who are you? UNDERSTANDING OUR AUDIENCE

1. Who works for an educational institution?

2. Who works for a Law firm?

3. Who works for an in-house function?

4. Have you delivered LPM training in your organisation?

5. Do you offer LPM or related subjects in your courses?

6. What do you see as the major challenges to training

LPM?

7. What do you see as the major challenges to

embedding LPM?

Setting the scene

WHY EVERYONE IS TALKING ABOUT LEGAL PROJECT MANAGEMENT

2

Market Global

Clients Speed

Less transactions and smaller budgets Work re-directed to in-house lawyers

Expansion and consolidation Outsourcing and offshoring

Increased focus on commerciality

Price sensitivity Becoming informed

purchasers Increasing client expectations

Faster pace of business Faster flow of information Deliver higher quality more efficiently

Why the interest in Legal Project Management? EVOLUTION TO REVOLUTION?

Legal clients are demanding better value, faster service and with more cost certainty

Aligning with client demand LEGAL PROJECT MANAGEMENT

Benefits of LPM can include:

Improving delivery on client and stakeholder expectations

Providing a framework for scoping and costing matters

Increasing predictability of cost and time

Recent research commissioned by Ashurst EXTRACT FROM RIDING THE WINDS OF CHANGE

Continued focus on achieving more outcomes with less resources – people and budget

Unbundling of legal services and more flexible resourcing models

Clients don’t value all types of legal work at the same monetary level

63% 61%

67%

Unbundling ("Resources")

LPM ("Process")

Technology

“We are under pressure from senior management to reduce costs and improve

operational efficiency”

“Our budgets have been reduced”

17% 83%

44% 56%

“Our in-house function is likely to see increased

headcount in the next 2 years” 37% 61%

There is an ongoing focus on efficiency EXTRACT FROM RIDING THE WINDS OF CHANGE

Three consistent strategic priorities People Processes Technology

Benefits for clients Benefits for lawyers

There are substantial benefits for everyone DIFFERENT BENEFITS FOR CLIENTS AND LAWYERS

More predictable outcomes

More control and visibility

Improves budget management

Improved decision making

Reduces stress and conflict

Reduces stress

Improves team work

Improves client relationships

Increased efficiency

Continuous improvement

Benefits for partners and general counsel

Improved profitability

Practice or function

sustainability

More flexible resourcing options

More control and visibility

Improves budget management

Improved decision making

Reduces stress and conflict

Improves client relationships

Increased efficiency

Continuous improvement

Job retention

There are substantial benefits for everyone THE BENEFITS FOR PARTNERS AND GENERAL COUNSEL ARE THE SAME

Different LPM Models

UNDERSTANDING AND SELECTING FROM THE DIFFERENT LPM MODELS

3

Legal project management IT IS IMPORTANT TO UNDERSTAND WHAT LPM IS AND WHAT IT IS NOT

“An emerging discipline that applies

project management techniques to

the control and management of

legal cases or matters” ”

Related disciplines and different models DEFINING THE BOUNDARIES OF LEGAL PROJECT MANAGEMENT

“Legal operations is a multi-disciplinary

function that optimizes legal services

delivery to a business or government

entity by focusing on twelve core

competencies” CLOC ”

Legal Innovation Framework

Legal Portfolio Management

Legal Process Simplification

Legal Project Management

Litigation Process Support

Legal Procurement

Legal Pricing

Legal Process Outsourcing

Legal Informed Purchaser

Legal Technology

Legal Automation

Legal Big Data Analytics

Legal People Management

Legal Client and Stakeholder Management

© The Basalt Group, 2017

Basic Legal Project Management Framework EXTRACT FROM PROJECT MANAGEMENT ESSENTIALS, THERESE LINTON 2014

Comprehensive Legal Project Management Framework EXTRACT FROM PROJECT MANAGEMENT ESSENTIALS, THERESE LINTON 2014

Various LPM Triple Constraint Models EXTRACT FROM PROJECT MANAGEMENT ESSENTIALS, THERESE LINTON 2014

FACTORS TO CONSIDER WHEN DESIGNING YOUR MODEL

What LPM model will work best for your needs?

What do your clients and stakeholders expect? Do you understand the expectations of your clients? Do you understand the expectations of other stakeholders? What did they need? What interests do they have?

Which practice area and what types of matters? Do you understand the different ways to apply LPM? Have you considered tailoring LPM tools and techniques for different practices? Have you thought about Legal Process Management instead?

Is the work chargeable? Billable or non-billable? Are you looking to create a new revenue stream or recover costs? Do you consider it as "value add"?

Where does LPM sit? Stand-alone practice or integrated? Part of knowledge management/expertise? Part of pricing? Part of innovation?

Who are the Legal Project Managers? Lawyers or project management professionals? Dedicated specialists or an integrated additional skill? Practice-specific or agnostic?

Different LPM Training Approaches DESIGNING AND TAILORING YOUR LPM TRAINING PROGRAM

4

Partners General Counsel & In-house

What LPM training will you deliver? DIFFERENT TRAINING APPROACHES SUIT THE VARIOUS LPM MODELS

Awareness sessions

Allow extensive time for debate

Often the most engaged or the most resistance

Confirm support for new ways of working

Support less confident with one on one coaching

Support changes with specific performance expectations

Provide LPM Introduction as CPD value add

Require LPM and Legal Portfolio Management to satisfy internal stakeholders

More emphasis required on Legal Portfolio Management

Consider Legal Procurement or Informed Purchaser training

Can tap into internal project management frameworks and experts

Specialist LPM Practitioners

Non-legal background

What LPM training will you deliver? DIFFERENT TRAINING APPROACHES SUIT THE VARIOUS LPM MODELS

Not all project managers can adapt to the legal environment

Require extensive experience to have the confidence to tailor existing project management practices

Provide specific training in LPM frameworks and support of legal subject matter experts

Not all lawyers have the aptitude and structured thinking skills to become project managers

Some are natural project managers already and would be more effective when using formal LPM frameworks

Require Senior Associate level experience to influence partners and manage legal teams

Specialist LPM Practitioners

Lawyers – Senior Associates

Embed general LPM Skills

Senior Associates

Embed general LPM Skills

Legal Teams

What LPM training will you deliver? DIFFERENT TRAINING APPROACHES SUIT THE VARIOUS LPM MODELS

Theory based sessions on all major LPM disciplines

Coaching on the basic LPM tools and techniques

Understand when and how to work with dedicated Legal Project Managers

Requires support from partner to incorporate concepts into general ways of working

Requires a change management program and support from partners

Create interest with general awareness sessions

Tailored training and coaching on basic LPM tools and techniques

Support with LPM precedents and access to relevant examples

Specialist Practice Support Staff

Secretaries and Team Assistants

What LPM training will you deliver? DIFFERENT TRAINING APPROACHES SUIT THE VARIOUS LPM MODELS

Can attend same training and team based coaching sessions as their teams

Should attend team based coaching on application and tailoring of tools

Support on-going adoption, tailoring and capturing of legal project management precedents

Support process efficiencies through technology and processes

Can attend same training and team based coaching sessions as their teams

One on one coaching to assist with confidence to organise the work of their partner and lawyers

Consider specialised Legal Project Coordination training and competencies

Implementing and embedding LPM into the Firm or Legal Team CHANGE MANAGEMENT

5

Awareness – introduction to LPM concepts and frameworks Knowledge – understanding and initial application of LPM concepts and specific LPM tools Ability – selection and application of LPM tools on legal matters and legal work streams Mastery – creation of LPM precedents for repeated use and continuous improvement

Awareness

Knowledge

Ability

Mastery

LPM Competency Development Framework EMBEDDING LPM TAKES MORE THAN TRAINING

Awareness – introduction to LPM concepts and frameworks Knowledge – understanding and initial application of LPM concepts and specific LPM tools Ability – selection and application of LPM tools on legal matters and legal work streams Mastery – creation of LPM precedents for repeated use and continuous improvement

LPM Competency Development Framework SPECIFIC TECHNIQUES TO ACHIEVE EACH LEVEL

CPD Sessions eLearning Induction

Introductory Training Workshops

Active Based Learning

On the Job Coaching Access to Experts

Advanced Training Workshops

On the Job Coaching Access to Experts

Community of Practice

Embedding Legal Project Management IT IS A TRANSFORMATION JOURNEY REQUIRING CHANGE MANAGEMENT

Awareness Enablers Management communications Client input Marketplace changes Ready access to information

Desire Enablers Fear of job loss or enhanced job security Discontent with current state or hope in future state Career advancement Incentive or compensation Trust and respect for leadership

Knowledge Enablers Training and education Access to information Tailored coaching on the job Examples and role models Work instructions and help

Ability Enablers Practice applying new skills Practice new processes and tools Coaching and mentoring Removal of barriers

Reinforcement Enablers Performance measures Incentives, rewards and improved compensation Celebration Personal recognition

WHICH TOOLS TO USE WHEN

Embedding Legal Project Management

Embedding Legal Project Management CREATING THE RIGHT LEADERSHIP ENVIRONMENT

Basalt Group Clients - In-house Teams and External Counsel LPM IS APPLICABLE TO LAW FIRMS AND IN-HOUSE LEGAL TEAMS

NSW Attorney

General’s Department

TransGrid

Transport for New

South Wales

Roads and Maritime

Services

QANTAS

Australian

Broadcasting

Corporation

Ashurst

King & Wood Mallesons

Allen & Overy

Gilbert + Tobin

Hicksons Lawyers

Sparke Helmore

SWAAB Attorneys

Norton White

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© Ashurst 2015

• 654587464

• © Ashurst 2017

These materials are for training purposes only

and are not intended to be a comprehensive

review of all developments in the law and

practice, or to cover all aspects of those

referred to. Please take legal advice before

applying anything contained in these materials

to specific issues or transactions. For more

information please contact the presenters or

your usual contact.