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Presented by: Kraft Kennedy - Natalie AlesiSet the Foundation for Legal Process Management - A Roadmap

Agenda• LPM Background• Identifying What Processes to Improve• Foundation and Planning

• Creating a Statement of Work• The Process Grid

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Background

• 5 Phases of PMBOK• Initiation• Planning• Execution• Monitor and Control• Closing

• 5 Phases of Lean Six Sigma • Define• Measure• Analyze• Improve• Control

Methods with LPM

At Kraft Kennedy, we like to combine the two methods to work within a practice area and/or firm to create viable workflows and processes that streamline their legal processes for maximum profitability of the practice.

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(1) a proactive, disciplined approach to managing legal work that involves defining, planning, budgeting, executing and evaluating a legal matter(2) the application of specific knowledge, skills, tools and techniques to achieve project/matter objectives (3) the use of effective communication to set and meet objectives and expectationsThe Power of Legal Project Management, A Practical Guide, published by the American Bar Association

Defining Legal Project Management

Legal Project Management

Legal Process 3

Legal Process 2

Legal Process 1How It Works

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• Legal process management is the ability to systematically monitor and control the quality, efficiency, and predictability of workflows to improve repeatability of legal work. Deliverables

• Checklists• Process mapping• Work breakdown structures• Strategic workflows• Templates

Defining Legal Process Management

Identifying What Processes To Improve

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LPM Maturity Model

What?

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Legal Process Management in PracticeFoundationFoundation

RFPs

Billing Practices

Historical Information

Communications

Client Engagements

PlanPlan

Process Mapping Workflows

Cost for Tasks

Map to Billing

Design Future Process State

Waste/Risk Identification

Communications

ExecutionExecution

Conducting legal work

Timing/Resources

Tracking Work

Communications

AnalysisMonitor/ControlAnalysisMonitor/Control

Billing/Budget

Scope

Process/Waste Monitoring

Communications

Improve/Lessons LearnedImprove/Lessons Learned

Consistent review of matter workflows

Consistent review of processes

Training/Retraining

Communications

Foundation and Planning Processes

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Legal Process Management in PracticeFoundationFoundation

RFPs

Billing Practices

Historical Information

Communications

Client Engagements

• Preventing write-offs• Assumptions, Risks defined up front• Enhanced client communications• Identifies areas of potential cost increases• Defines timeline and establishes budget• Sets tone and strengthens client relationships

Why Create a Statement of Work?

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Poll: How many firms utilize a SOW?

• Goal:• To develop a standard statement of work to be used along with client engagement letters as a means for preventing write-offs, any out of scope deliverables while refining client communications and managing expectations• Engagement Letter vs Statement of Work• Defining Matter Objective• Determine what is in and out of Scope• Defining assumptions, risks, deliverables, timeline and budget• Determine frequency of client communications for matter status

Creating a Statement of Work

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Poll: How many firms are currently analyzing their processes within…

Legal Process Management in PracticePlanPlan

Process Mapping Workflows

Cost for Tasks

Map to Billing

Design Future Process State

Waste/Risk Identification

Communications

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Process Mapping

• Why Map?• Types of Process Maps

• Process Grid• Value Mapping• Process Mapping

• Streamlined workflows within practices and communication to clients to provide more predictable pricing and timelines• Reduction in costs to clients to maintain competitive advantage• Profitability

Goals

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Process Grid – Defines the Process

DEFININGGeneral Counsel

Litigation Manager

Opposing Counsel

Case analysis

Position Statement

Litigation Holds

Defending a pharma company in prescription drug side effects

Medical Files

Related documents

Depositions

Litigation Manager

General Counsel

Opposing Counsel

Poll: How many firms use a Process Grid?

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• Mistakes, missing court and filing dates, incomplete forms or drafting, data entry errors, document corruptionDefects• Including too many people, printing too many copies, preparing invoicing in advance, starting work on a matter before it’s cleared, scope creep not initiated by a clientOverproduction• People late to meetings, documents waiting to be worked on, warm up time for printers, interruptions, late responses from clients, slow replies to emailsWaiting• Extra counsel completing work that is best done by a client, work being done by partners rather than associates or paralegals, under utilizing paralegals, low technical competenceNon-utilized Talent• Excessive paperwork handoffs, multiple deliveries to one client, paper rather than electronic, records retrievalTransportation (of things)• Documents waiting for signatures, Unanswered/unread emails & voicemails, files sitting on desk awaiting work, conflicts awaiting clearanceInventory• Looking for files, poor office layouts, Unnecessary travel for meetings, too many keystrokes in document production, too many trips to a printer/copiesMotion (of people)• Too much research, overstaffing a file, too may reviews/turns of a document, duplicate data or case management, overstaffingExtra Processing

Areas of Waste = DOWNTIME

• Sept 24, 2015• Expand on DOWNTIME• Value Mapping Session

Next LPM Roadmap Webinar

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Natalie AlesiConnect with me!alesi@kraftkennedy.com@kraftkennedy@legalerswelcomeLinkedin.com/in/nataliealesid.212.692.5619

Q & A - Thank you!

Profile of Kraft Kennedy• Founded in 1988, 27 Years of Experience• Long Standing Commitment to Legal• ILTA Platinum Sponsor/ALA Sponsor• Experienced, Highly Trained & Certified Consultants

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Practice Groups at Kraft Kennedy

Legal/Project ManagementManagement Consulting

Information Security & Governance

Enterprise Client SystemsInfrastructure Enterprise Systems

Enterprise Content Management

Support Practice Group

Client Base