publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/355985
ILTA WHITE PAPER: JULY 2014 WWW.ILTANET.ORG 42 THE AGILE LITIGATORS' MANIFESTO: BETTER, CHEAPER, FASTER LITIGATION SCRUM MEETING In litigation, a daily team meeting could seem too frequent, especially for busy litigators handling several cases simultaneously. If a daily team meeting is not practical for your team, use frequent short meetings of another suitable duration (e.g., biweekly or weekly). The key is to keep these meetings short and only focus on the tasks at hand and anything blocking their progress. It is not the place for brainstorming for the next phase of the case. Topics other than sprint goal progress can be addressed at a separate meeting dedicated to that purpose. Some Agile teams are beginning to use online collaboration tools as a way to reduce the number of meetings. For example, tools such as Asana allow each team member visibility into the progress of tasks as they are completed. Team members can also post comments about tasks, which can be used as a way to communicate issues. The point is to find a way to communicate frequently so the entire team is on the same page about what is being done, who is doing what and who needs help so duplication of work is avoided and people who get stuck can resolve impeding issues in a timely manner. IS AGILE THE RIGHT METHOD FOR YOU? Deciding whether Agile or a traditional waterfall method is right for you doesn't have to be a binary choice. You can select elements from both methods and create your own hybrid approach. Experienced LPM practitioners are doing just that. For example, the BakerManage LPM model at Baker Donelson, and the Legal Project Management Institute (LPMI) Framework incorporate Agile-esque components into a multiphase process. The phases in these models do not have a linear progression; they are iterative and have overlap. Agile methods are best for projects where requirements are loosely defined and are likely to change throughout the life of the project (e.g., litigation). Waterfall methods are best for projects with defined tasks that need to be completed in a specific sequence (e.g., transactional work). In general, Agile methods are best for service-oriented projects and non-physical deliverables — think legal work and KM software tools. Traditional waterfall methods are best suited for projects that deal with physical objects, such as hardware installation. Of course, Agile can be used beyond litigation. KM projects can benefit from the Agile approach, too. That large, daunting project can be broken down into manageable iterations that can be completed in their entirety, and the stakeholders can review each end result and provide feedback, which will give rise to next steps to be completed in subsequent iterations. The KM project might be broken down into: 1. Establish a pilot with limited features and a small group of pilot users, 2. Expand to one small practice group with additional features developed based on the feedback from the pilot, 3. Expand to additional practice groups with even more features, and 4. Eventually roll out to the entire firm. Recently, there have been more and more articles and blog posts on the importance of becoming an Agile organization. With the pace of change in the legal industry increasing, responding to change has become more important than following the best-laid plan. Law firms that adopt Agile project management might benefit from the culture shift into an Agile mindset and start becoming more Agile organizations. This can mean increased productivity and innovation. What firm wouldn't want that? In a nutshell, Agile project management relies on approaching a project in a way that allows the team to respond to change and avoid unnecessary work. It empowers project teams to work creatively and efficiently. And it encourages increased transparency and communication with the client. Agile is a flexible approach to project management that is based on principles of collaboration, adaptability and continuous improvement. In today's better-faster-cheaper world, where clients are eager to lower their legal spend, adopting Agile where appropriate in your practice should be a no-brainer.