s Levy r Kathuria Legal Project Management

8/17/2019 s Levy r Kathuria Legal Project Management

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Legal Project ManagementLegal Project Management

Steven B. LevySteven B. Levy Author, Author, Legal Project ManagementLegal Project Management

Rick KathuriaRick KathuriaPMP, P. Eng, CMCPMP, P. Eng, CMC


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Who Are We, Anyway?Who Are We, Anyway?

•• Rick Kathuria, PMP, P. Eng, CMCRick Kathuria, PMP, P. Eng, CMC

•• Director, IT Development and PMO for McCarthy TDirector, IT Development and PMO for McCarthy Téétraulttrault

•• Certified Project Manager and Professional Engineer Certified Project Manager and Professional Engineer

•• >15 years experience managing projects>15 years experience managing projects

•• Member of Executive Committee for PMIMember of Executive Committee for PMI’’s Legal Projects Legal ProjectManagement Community of PracticeManagement Community of Practice

•• Steven B. LevySteven B. Levy

•• Author, Author, Legal Project ManagementLegal Project Management

•• CEO, LexicianCEO, Lexician – – training, coaching, and consulting in LPMtraining, coaching, and consulting in LPM

•• 35+ years experience managing projects and leading35+ years experience managing projects and leadingbusinesses on three continentsbusinesses on three continents

•• Member of Executive Committee for PMIMember of Executive Committee for PMI’’s Legal Projects Legal Project

Management Community of PracticeManagement Community of Practice


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G a n t t C h a r t

D e p e n d e

n c y D i a g r

a m

Net w o r k Anal y si s

P M B O K P E R T ( P r o

j e c t E v a lu a t io n a n d R e v ie w T e

C o n t e m

p l a t e d C h a n g e N o

t i c e

A p p o r t i o n e d E f f o r t

W

o

r

k

reakd

o

w

n

S

truct

u

r

e

D

i

ctiona

r

y

B a s e

l i n e S c h

e

d u l e

P r o g r a m

D e f i n i t i o

n P h a s eE AC (Es tima te a t Comple

ti

P e s s i m i s t i c

D u r a t i

o n

P

M

Crash the ScheduleCrash the Schedule


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Definition:Definition:

Legal Project ManagementLegal Project Management

is the applicationis the application

of theof the principlesprinciples

of project managementof project management

to legal cases/matters.to legal cases/matters.


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Free Counsel to Add ValueFree Counsel to Add Value


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Framework to Efficiently Manage ProjectsFramework to Efficiently Manage Projects


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Way of Thinking, Not a StraitjacketWay of Thinking, Not a Straitjacket


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Leverages Skills You Already HaveLeverages Skills You Already Have


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DoesnDoesn’’t Require Complex Toolst Require Complex Tools


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Pick a Topic!Pick a Topic!

Seven

Seven HabitsHabits

Schedules

That

Work

SchedulesSchedules

That

WorkThat Work

TheThe

““FailureFailure””

of

PMof PM


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The Seven EasilyThe Seven EasilyLearned, PracticalLearned, PracticalHabitsHabits……

……of Highly Effectiveof Highly EffectiveProject ManagersProject Managers


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1. Create a Project Charter 1. Create a Project Charter


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ElementsElements


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2. Track and Manage Project2. Track and Manage ProjectRisk ProactivelyRisk Proactively


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The Six Risk Items to TrackThe Six Risk Items to Track

%%

$$

ExposureExposureMitigationMitigation

ContingencyContingency

Trigger Trigger


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Risk ToleranceRisk Tolerance

M

a n a g

e r

M

a n a g

e r ’ ’ s s C

l i e n t

C l i e n

t ’ ’ s s

YoursYours


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3. Negotiate3. Negotiate ““ DoneDone”” ContinuallyContinually


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I Know When II Know When I’’m Donem Done……


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Conditions of SatisfactionConditions of Satisfaction

DeliverablesDeliverables

TimelineTimelineCostCost

CommunicationCommunication

CriticalCritical

SuccessSuccessFactorsFactors


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4. Minimize Waste and Non4. Minimize Waste and Non--Value Added ActivityValue Added Activity


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The Seven WastesThe Seven Wastes

Inventory Work on hold

Extra processing Paperwork, “process”

Overproduction Non-outcome determinative

ToyotaToyota LegalLegal

Transportation Task/context switching

Motion Looking for stuff

Waiting Waiting

Defects Insufficient quality


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5. Clarify Project Stakeholders5. Clarify Project Stakeholdersand Decisionand Decision--MakingMaking

RResponsibleesponsible

A Actingcting

CConsultedonsulted

IInformednformed


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The RACI ChartThe RACI Chart

RResponsibleesponsible

A Actingcting

CConsultedonsulted

IInformednformed


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Manage People as Well as ProjectsManage People as Well as Projects


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rework?rework?What are the biggest causes of What are the biggest causes of


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Assigning Tasks Assigning Tasks


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6. Build and Execute a6. Build and Execute aCommunications PlanCommunications Plan

P f


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PreferencesPreferences


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7. Use Data to Make Project7. Use Data to Make Projectand Fiscal Choicesand Fiscal Choices

Th Fi t L f M t iTh Fi t L f M t i


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The First Law of MetricsThe First Law of Metrics

You get what you measure.You get what you measure.

I t O t t M t iI t O t t M t i


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Input v. Output MetricsInput v. Output Metrics

G d M t i AG d M t i A


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Good Metrics Are:Good Metrics Are:

MeasurableMeasurable

Aligned Aligned

w/w/GoalsGoals

Behavior Behavior --

DrivingDriving

RepeatableRepeatable

UnderstandableUnderstandable

BroadBroad--BasedBased

Th S P ti l H bitThe Se en Practical Habits


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The Seven Practical HabitsThe Seven Practical Habits

1.1. Create a Project Charter Create a Project Charter

2.2. Track and Manage Risk ProactivelyTrack and Manage Risk Proactively

3.3. NegotiateNegotiate ““DoneDone”” ContinuallyContinually

4.4.

Minimize Waste and Rework/WriteMinimize Waste and Rework/Write

--OffsOffs

5.5. Clarify Stakeholders and DecisionClarify Stakeholders and Decision--MakingMaking

6.6. Create a Communications PlanCreate a Communications Plan7.7. Use Data to Make ChoicesUse Data to Make Choices

The McCarth TThe McCarthy Téétra lttrault StorStory


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The McCarthy TThe McCarthy Téétraulttrault StoryStory


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TheThe ““FailureFailure”” ofofProject Management:Project Management:

Traditional ProjectTraditional ProjectManagement MeetsManagement Meets

Legal (or ITLegal (or IT……))

WhatWhat’’s Wrong With This Picture?s Wrong With This Picture?


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WhatWhat s Wrong With This Picture?s Wrong With This Picture?

Horizontal InstabilityHorizontal Instability


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Horizontal InstabilityHorizontal Instability

Predicted DurationPredicted Duration


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U n c e r t a i n t y U n c e r t a i n t y



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Vertical InstabilityVertical Instability


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Vertical InstabilityVertical Instability


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give up?give up?Should we justShould we just


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ProjectProject

ManagementManagement

Three CThree C’’s and a Ds and a D


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Three CThree C s and a Ds and a D


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Use a Project Charter Use a Project Charter

harterharter


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Embrace ConstraintsEmbrace Constraints

onstraintsonstraints

ARRÊT


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Build a Communications PlanBuild a Communications Plan

ommunicationommunication


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Aim for Aim for ““ DoneDone””

oneone Three CThree C’’s and a Ds and a D


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harterharter



oneoneelegateelegate Manage People as Well as ProjectsManage People as Well as Projects


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g p jg j



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y y


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Schedules ThatSchedules ThatWork:Work:

ItIt’’s Not (Just) a Toolss Not (Just) a ToolsProblemProblem

WhatWhat’’s Wrong With This Picture?s Wrong With This Picture?


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harterharter


ConstraintsConstraints


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harterharter



CommunicationCommunication


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harterharter



oneone DoneDone


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harterharter



oneone Legal Project Management Action PlanLegal Project Management Action Plan


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Due dateDue date

CheckCheck--back dateback date

Person responsiblePerson responsible

Action Action

ProgressProgress

NotesNotes

Rethinking Working Hours: ProductivityRethinking Working Hours: Productivity


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Productive WorkProductive Work

RiskRiskPremiumPremium

Administrivia Administrivia

InterruptionsInterruptions CommunicatioCommunicatio

WhoWho’’s Got the Monkey?s Got the Monkey?


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Due dateDue date

CheckCheck--back dateback date

Person responsiblePerson responsible

Action Action

ProgressProgress

NotesNotes



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An LPM Framework


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Projects have 4 stages


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3. MONITOR 2. PLAN

1. DEFINE4. EVALUATE


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Questions and ArgumentsQuestions and Arguments


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LegalLegal Project ManagementProject Management

andandtraditional project management?traditional project management?

WhatWhat’’s the difference betweens the difference between


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fad?fad?

Is LPM aIs LPM a


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what are the benefits of LPM?what are the benefits of LPM?

For firm and inFor firm and in--house,house,


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actually seen?actually seen?

Which benefits have youWhich benefits have you


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use of LPM?use of LPM?

How do you measureHow do you measure


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project managers?project managers?

Who are theWho are the


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key responsibilities?key responsibilities?

What are a project manager What are a project manager ’’ss


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from the lawyers?from the lawyers?

During implementation,During implementation,what are the reactionswhat are the reactions


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challenges?challenges?

What are the implementationWhat are the implementation


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litigation and transactional work?litigation and transactional work?

What LPM differences exist betweenWhat LPM differences exist between

For Further InformationFor Further Information


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•• RickRick KathuriaKathuria, PMP, P. Eng, CMC, PMP, P. Eng, CMC•• teltel: 416: 416--601601--80548054

•• [email protected]@mccarthy.ca•• [email protected]@vcleader.pmi.org

•• Steven B. LevySteven B. Levy•• Tel: 1Tel: 1--530530--LEXICIAN (530LEXICIAN (530--539539--4242)4242)

•• [email protected]@Lexician.com•• [email protected]@Lexician.com

s Levy r Kathuria Legal Project Management

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