Thomson Reuters Forum on Legal Project Management & Process Improvement

1. Thomson Reuters Forum on Legal Project Management & Process Improvement St. Louis, MO June 6, 2013 James R. Buckley, QLex Consulting

2. Project management & process improvement: What is there to fear?

3. The context for LPM

4. Introduction • The problem: • Significant legal matters are filled with complexity and uncertainty • Failure to adequately manage these issues impairs productivity and inflates costs • Such losses erode relationships and reduce effectiveness • Why project management? • Not a business school fad, but a tested management system • Out-of-the-box tools for managing complexity and tackling uncertainty/risk

5. The delivery of Legal Services is driven by two factors • Level of legal spend • Nature of fee arrangement • Legal management approach High (Material) Significance(to client) Low (Immaterial) Low (Known) High (Unknown) Uncertainty(in legal solution)

6. Legal management approaches in this space Repetitive Emphasize Knowledge Management • Emphasize • Process • Improvement Emphasize Project Management High (Material) Specialized • Extraordinary LegalWork Business Needs Strategic Significance Mandatory Low (Immaterial) Low (Known) High (Unknown) Uncertainty Operational • Segmented by business need (significance) and character of the legal work • Mapped against uncertainty • With management strategy overlay

7. The LPM Framework

8. Objectives Work Plan Results Stakeholders The LPM Framework Basic building blocks

9. Focus on the “Iron Triangle” • Develop the business case for legal solution, especially in terms of a cost/benefit analysis • Identify the interests of relevant stakeholders • Document key constraints (the “Iron Triangle” plus . . . .) • Document key assumptions and risks • Define scope, time, and resource dimensions The “Iron Triangle” = Scopeof Work Work Plan Quality Resources Time Adapted from: Project Management Institute These factors define what we call the “Shared Understanding”

10. Results Stakeholders Objectives The LPM Framework Work The “IRON TRIANGLE” Time Cost Elaborated building blocks

11. LPM in Action

12. LPM approaches the work plan in an iterative way • The team’s execution of the work plan is regularly monitored • To see if the plan is being followed • To assure that objectives are being addressed • To see if constraints are being honored • To see if the assumptions hold true • To see if the stakeholders remain satisfied • As necessary, the team re-engages with stakeholders • To revisit objectives, constraints and assumptions • To revise/refine the objectives and/or plan P L A N After-Action Review Revise/Refine Intake/Engagement Launch Monitor Close

13. Mapping LPM to the complex litigation context P L A N Dispute arises Settlement Pleading stage Revise/Refine After-Action Review Intake/Engagement Launch Monitor Close Trial court management Settlement Discovery Law & Motion Trial Prep Trial Appeal

14. Mapping LPM to the complex transactions context P L A N Intake/Engagement Launch Monitor Revise/Refine Close After-Action Review ACCOUNTABILITY and TRANSPARENCY NDA/ Letter of Intent A B O R T Draft Definitive Agreements Operational transition plan A B O R T Due Diligence Satisfy Conditions of Closing; Obtain Consents Closing Prep Closing Post-closing matters

15. In closing . . . Use Legal Project Management . . . • Make conscious and rational choices about risk • Reduce costs • Increase predictability • Improve accountability • Starting with a clear business case for the legal work • Tightly relating work to objectives • Improving efficiency and eliminating unnecessary work • Better planning and tracking • Improving communication with stakeholders • Clarifying responsibility and roles of legal team members to stakeholders To By

16. LPM Tools Sampler Stakeholder analysis Early Case Assessment/Strategic Case Assessment Project Charter Description of Work RASCI Chart (scope + people) Timeline Tool (scope + time +people) Assessment Snapshot Status Meeting Agenda Task-based budget (scope + $) Trial-outline based schedule (scope +time) MS Project (scope + schedule + resources) Project operation plan Project monitoring plan Project communications plan

17. What is the business goal? Who are the stakeholders?1 What is the importance of this matter to the business?2 What is the timing for this matter?3 Complete the Description of Work (or revise or restate it) Legal Project Charter 1 Possible stakeholders: Internal: Business unit; corporation; corporate staff function; within Legal Department, employees. What are their roles? External: business partners, vendors, customers, government, regulators, community, press 2 Importance might be strategic, operational, financial, non-core, discontinued operations. 3 How urgent is it? What timetable has been imposed by others? Are they realistic? What is the expected date of completion. If conflicts in timing cannot be reconciled, how has this been communicated to relevant stakeholders?

18. Description of Work • Who is doing what? • By when? • For whom? • What constraints do we have to work within?(Limits on time, resources and the actual work)? • How and when do we know we are done? • How well did we do? • What are we explicitly not doing and has that been communicated to those who need to know it?

19. RASCI Chart: Links “who” with “what”(resources + scope) APPENDIX 6. 7 R=Responsible A = Accountable S= Support C = Consulted I= Informed

20. Time Line and Preliminary Staffing Plan 8 Legend: Start time End time Duration Predecessor end time Dependency start time

21. Legal Project Management Assessment Tool 9