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Project Management For Litigation Matters

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  • + peaston peaston 6 months ago
    That’s what I guessed in my recent blog entry on your presentation (http://legalprojectmanagement.info/2009/05/debbie-westwood-presents-project-management-for-litigation-support.html#more). I wrote:

    'I’m assuming her point is that few lawyers understand or respond to the jargon of project management and that it is better to clothe it in 'case management' or 'litigation support.' I understand why she would recommend this, but I also think that most law firms need to make fundamental changes in how they manage their work and that this requires a different mindset. I worry that trying to hide project management within business-as-usual will frustrate the transformation required for law practices to truly benefit from the efficiency and quality improvements that a legal project management program can create.'

    Of course, I realize that getting firms to overhaul how they monitor their legal work is a much larger challenge than getting them to at least buy into adopting some project management best practices, even if disguised as 'case management.'

    It’s great to see folks like you discussing project management with your law firm clients. Keep it up!
  • + Intechgration Debbie Westwood 6 months ago
    In my experience, ’project management’ generally carries associations of being an ’IT thing’ for many lawyers, and there is a risk that the relevance of project management techniques to litigation case management is dismissed as a result.

    I personally prefer to use the terms ’case management’ or ’litigation planning’ instead of project management. They are perhaps less precise, but sound more familiar to lawyers and don’t carry the ’baggage’ of PM terminology that many lawyers associate with anything BUT their litigation cases.

    Debbie
  • + peaston peaston 6 months ago
    Just wondering about your tip, '[d]on’t say project management'. Why?
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Project Management For Litigation Matters - Presentation Transcript

  1. Project Management for Litigation Matters
  2. What is Project Management?
  3. Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
  4. Project Management = Being Organized
  5. A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value.
  6. A Project = Something that needs to be Organized
  7. Tip No. 1 Don’t say “Project Management”
  8. Five Stages of a Project
    • Define
    • Plan
    • Execute
    • Monitor
    • Review
    • Define the project
  10. Defining the project
    • Define the overall goal
    • Break it down into meaningful interim goals
    • Watch for scope creep!
  11. Tip No. 2 Don’t let Scope Creep happen to your project!
  12. Defining the project
    • Define the team
    • Define team members’ roles
    • Define team members’ responsibilities
  13. Tip No. 3 Be clear about who is in charge of what.
  14. http://www.edrm.net/wiki2/index.php/EDRM_Evergreen/Project_Management
  15. Defining the project
    • Define your resources
    • Define your costs
    • Define your risks
    • Define your capabilities
    • Plan the project
  17. Planning the project
    • Plan your tasks
    • Plan your subtasks
    • Plan who does what
    • Plan what gets done when
  18.  
  19. It’s all about the deadlines
  20. Planning the project
    • Plan for errors
    • Plan for change
    • Plan for the what-ifs
    • Plan for the unknowns
  21. Planning the project
    • Adjust your tasks
    • Adjust your subtasks
    • Adjust who does what
    • Adjust what gets done when
  22. Tip No. 4 Be flexible.
  23. Tip No. 5 Be prepared. For anything.
  24. You can’t have too much planning
  25. Tip No. 6 Lots of planning drives most lawyers crazy
  26. You can’t have too much planning
    • Executing the project
  28. Executing the project
    • Just do it!
  29. Executing the project
    • Assign tasks
    • Assign deadlines
    • Bug people
  30. Tip No. 7 Don’t exceed your authority
    • Monitoring the project
  32. Monitoring the project
    • What do you measure?
    • How do you measure it?
  33. Monitoring the project
    • What’s going wrong?
  34. Monitoring the project
    • Watch for changes to external constraints
  35. Monitoring the project
    • Be prepared to change
  36. Tip No. 8 Communicate!
    • Reviewing the project
  38. Reviewing the project
    • What went right?
    • What went wrong?
    • What can be improved?
    • What do you need for next time?
  39. Five Tasks of Project Management
    • Identify
    • Assess
    • Plan
    • Communicate
    • Review
  40. Identify
  41. Assess
  42. Plan
  43. Identify | Assess | Plan
    • Goals
    • Resources
    • Problems
    • Solutions
    • Opportunities
  44. Communicate
  45.  
  46.  
  47.  
  48. Communicate
    • Listen to complaints
    • Get to the bottom of rumors
    • Avoid miscommunication
  49. Communicate
    • Be the clearinghouse for all information
    • Send weekly reports with “action items” and responsible parties clearly identified
    • Communicate often, but be selective
  50. Review
  51. Review
    • Review often!
    • Review completed tasks and subtasks
    • Review planning for future tasks
    • Review goals and interim goals
  52. Celebrate your successful project!
  53. Project Management
    • Thank You!
    • Debbie Westwood Director of eDiscovery and Legal Technology InTechGration (716) 885-3910 [email_address] www.intechgration.com

+ Debbie WestwoodDebbie Westwood, 2 years ago

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