The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/43128
• Determine appropriate staffing at the onset of a matter • Clearly define roles and responsibilities • Conduct a "kick-off" meeting to share client-defined values and expectations • Establish regularly scheduled team meetings to discuss status updates, issues, lessons learned and any changes in client requirements or scope of work DRIVING THE TEAM HOME The objective of creating a process map is to ensure that work is being done efficiently, by the right people, to meet client timelines with predictable pricing. The overarching efficiency requirement fosters great brainstorming and debate. As our team laid out tasks on the walls, I built the process map electronically and led the team into conversations regarding who should be assigned to complete each task, and when to consider other resources or staffing models. Since we included team members from several different office locations, this was a great discussion as the team shared different staffing models that have been successful. As the team determined the appropriate person and level of timekeeper to be assigned to each task, they also estimated how long each task should take to complete. We often leveraged historical data as a guideline, acknowledging that each matter represents unique factors which may directly impact any or all of the tasks, durations and/or assigned timekeeper levels. For several years, in my related technology role, I encouraged and trained attorneys and staff on the benefits of knowledge sharing through the creation of templates and document assembly programs, and through leveraging technology solutions the firm had invested in. However, it has been rare for me to see attorneys fully embrace these tools. What I have found to be so powerful about these process-mapping sessions is the realization on the part of team members that they share ownership in helping the firm reap the benefits of working with a much higher focus on efficiencies and continuous improvement. They often insisted that "best in class" templates and sample documents be identified or created specific to client requirements and made easily accessible for attorney teams delivering this type of work. The tool the firm uses for process mapping allowed us to easily link these documents to each appropriate step in the process right from our document management system. This offers great efficiency and an ideal training tool for team members and new additions to the firm or team. As the mapping team established recommendations for efficiencies and best practices, they became very invested in the outcome and are much more inclined to work this way and hold their peers accountable. THE END OF THE ROAD Process mapping is a core technique used in Lean Six Sigma, and our firm has made it a cornerstone of our SeyfarthLean approach to the delivery of legal services. Seyfarth now has more than 140 legal process maps that represent the enormous and thoughtful effort that has gone into defining and capturing best practices by these skilled groups of individuals. Steps laid out in the maps include how the matter will be managed; thus, infusing a layer of project management discipline. Communication tasks have been included, such as status updates, client check- ins, all resulting in a plan for doing the work. The overall mapping effort reflects a converged discipline of Lean process management, project management and knowledge management, supported by leveraging technology tools and solutions. These core elements have been introduced in a subtle manner that did not feel intrusive or threatening to the team. One of the most vital and essential components to the success of these efforts continues to be the team dynamics. The collective investment and positive interaction has set up a much more collaborative work environment going forward. The group has a greater appreciation and respect for each other's contributions and efforts. The team dynamics have created new and stronger relationships across the firm and more open communication, which translate directly into improved efficiencies and better client service. ILTA Kim Craig is the Director of Project Management Office at Seyfarth Shaw LLP. She oversees the strategy and execution of their legal project management program, combining her experience and knowledge as a certified Green Belt and PMP to champion the PMO's team of client-facing certified project managers. Kim has advocated and embraced the convergence of project management, knowledge management, practice management and process improvement disciplines, providing her team with the unique ability to partner with attorneys to deliver innovative business solutions to meet client needs. She can be reached at kcraig@seyfarth.com. Peer to Peer the quarterly magazine of ILTA 105 Professional Services Champion