publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/231030
AGILE — A NONTRADITIONAL APPROACH TO LEGAL PROJECT MANAGEMENT PLAN Self-organizing teams, a fundamental element of Agile project management, allow for flexibility in workload and ensure the right people are doing the work. It is not about maintaining traditionally defined legal roles, but about empowering the team to ensure they are working to their strengths to exceed client expectations. The Scrum framework strongly encourages co-located and fully dedicated team members. While this is ideal, depending on a firm's size and practice group formations, this might not be feasible. Taking advantage of expertise, regardless of team members' locations, can be extremely beneficial for the client and ultimate project success. Scrum provides role definitions, which we have found beneficial. this role is to remove internal and external impediments to the team's progress. •Team Members typically represent a cross-functional group who, as a whole, has the necessary skills to successfully deliver the project. The team must have a •The Product Owner represents the client and is responsible for ensuring that the vision and strategy discussed with the client is uncompromised. He or she helps manage the flow of work to the team. The product owner is expected to do the best possible job of satisfying all stakeholders. clear understanding of "done" and work collaboratively to move the project forward to achieve those objectives. •The Scrum Master acts in a "servant leader" capacity fostering self-organization. It is his or her responsibility to ensure the team comes together to identify and implement the work necessary to get to "done." A key function of Employing these roles in the legal environment does require some definition of the responsibilities and expectations. The primary focus on Agile legal projects is ensuring the team is only working on value-add tasks. Planning is very important and done iteratively, typically planning from point-topoint or by phase. The team determines what can be achieved in the desired timeframe and how it will be achieved. Other tasks that are not to be completed in the defined timeframe are considered backlog and will be reviewed for value and applicability at the next planning meeting. SPRINT Sprints are set periods of time during which specific work must be completed. A sprint is preceded by a planning meeting where appropriate tasks are determined for completion during the sprint. At the end of the sprint, a retrospective meeting will take place where progress is reviewed. Depending on the particular situation, we have found that one or two week sprints are