publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/231030
AGILE — A NONTRADITIONAL APPROACH TO LEGAL PROJECT MANAGEMENT Initially, when our traditional approaches and experiences were not well received or effective, the LPMO assumed we were not applying the right level of rigor. We often felt our tactics were chaotic as we continuously assembled and reassembled customized approaches and solutions for each engagement — some requiring very formal methodologies and others effectively being managed with only an emailed task list of bulleted items. We reused approaches and methods that worked — not everything was unique — but each manifestation of the assembled tools, documentation, resources, processes and approaches was slightly to wildly different. There was no one-size fits all approach. The one thing that became apparent was that this tailored, customized approach was working, and new requests poured in. DON'T REINVENT THE WHEEL; ROLL WITH IT While there was no model or playbook for creating an LPM program when we began our journey, unbeknownst to us, there was a model for applying project management that was a better fit for our industry and environment. We are not afraid to say we became Agile by accident. Our approach through SeyfarthLean positioned us well. Client-defined value is core to our program, as is continuous improvement and simplicity. Agile project management is an iterative and incremental means of executing on a project, where requirements and solutions evolve through collaboration between self-organizing, crossfunctional teams and the client. While it may have its roots in software development, it has proven to be invaluable in our environment. There is no one set of Agile methods. In fact, there are dozens of methodologies that have adopted Agile principles, including Lean, Scrum, eXtreme Programming and others. Agile encourages teams to begin the work as soon as they know enough to start the work. Agile anticipates and embraces change; it is expected. These characteristics are precisely why Agile approaches can be so effective in the delivery of legal services. WE DON'T "DO" AGILE, WE ARE AGILE The underlying principles of Agile and Scrum have wide applicability to legal. There are three attributes to consider when determining the techniques to apply to a particular project: •Complexity: If the project is overly complex, planning only from point A to point B might be the most efficient and effective path forward •Tempo: If the project is moving quickly, less emphasis on documentation and more focus on client satisfaction could be the right approach •Changing Requirements: If change is continuous, embrace it and respond by incorporating regular feedback cycles with the client ASSESS At the outset, it is important to understand client expectations. What are their needs? What are their pain points? Legal matters come in all shapes and sizes, as do the challenges faced by many inhouse counsel. Regularly scheduled "voice of client" meetings allow for a constant feedback stream. In partnership with our client-facing Legal Technology Innovations Office, we weave Legal Solutions Architects early into our client discussions to assist in assembling the most effective delivery framework. Our firm recognizes the importance of technology in driving efficiency, ease and control in client engagements, and this has been one of the keys to our success. The attorney is able to focus on the legal issues, while the legal project manager and legal solutions architect focus on the operational and business challenges that usually accompany any new project. This collaborative approach allows us to unearth innovative methods to create value-add solutions which are baked into our client engagements.