The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/271291
WWW.ILTANET.ORG 39 remains intact have grown to be a large portion of the workload of legal project managers. These legal project managers manage the data in minute detail, not only for reporting purposes, but also in the hopes of anticipating any issue that could derail the success of the project, in both legal and financial terms. The development and proper management of the data systems, technologies and deliverables previously mentioned have allowed for improvements in financial deliverables as well. In my experience, this type of financial deliverable can be as valuable to the client as the case or portfolio information itself. Clients have come to expect the functional LPM team to provide them with the financial position of their portfolios at a moment's notice. These clients expect to receive an accurate and fresh reading of any particular case on demand. Proactive and creative LPM teams initiated and fostered these expectations, and they continue to deliver on them. [BRILLIANT!] THE INNOVATION CONTINUES Technology plays an important role in these improved client deliverables. A firm's access to certain technologies and infrastructures and its investment in them will dictate the extent of the LPM the client can receive. The right technologies help automate the generation of pertinent information for clients at specified, regular intervals. The right LPM team helps maximize the potential of these technologies. Of course, as with any innovation, there are challenges in LPM. The main challenge with LPM-driven client deliverables is the same as in the legal profession in general — anticipating and meeting client demands. Staying relevant and on the client's radar by offering innovative deliverables that are easily adaptable to the client's ever-changing legal and financial needs is a continuous task. The job of a great legal project management team is never finished. granular detail and data comparisons the client requires to make sound decisions with regard to its legal standing. Persistent follow- up with those responsible for completing the required legal tasks and continuous monitoring are essential to the success of such a data collection system. The LPM team must also ensure the system can be adapted to meet evolving client needs, meet the demands and expectations of attorneys and staff, and maintain the technological standards that pull it all together. Designing and maintaining a tool like this presents numerous challenges; but, with user buy-in and the appropriate technology, it can offer myriad client solutions. In some instances, a firm might provide the client with direct access to this kind of data collection system. While the client's access will most likely be limited to certain parts of the system that are user-friendly and designed to be client-facing, the client is able to see the data offered and use the system to customize the kind of report or output in which it is interested. This feature is especially helpful for clients with multiple employees needing regular access to the information collected on their cases for their own internal reporting purposes. A data collection system that is searchable and sortable allows the client and its authorized users to utilize on-demand reporting. In this age of instantaneous answers and instant gratification, LPM systems like these offer the client the ability to get the information it seeks immediately, with no waiting on an email or return phone call in response to a specific inquiry. The challenge in granting the client direct access to a data collection LPM tool in this way is ensuring the client receives accurate and easily understood data. Without regular data updates and proper training of the client's users, questions could outnumber useful answers. Client input in the design phase helps with issues like these. IN-HOUSE LPM SYSTEMS Many large-scale clients enter into representation arrangements with firms that have their own LPM systems. This kind of representation calls for a deliverable that is even more adaptable and innovative. The firm's LPM technologies must be integrated into the client's preferred tools. The firm's LPM team must learn and master the client's tools and pass on this education to the other groups within the firm that are expected to use them. The team must then utilize the firm's technologies to fill in any gaps, and it must coordinate the systems to reach the goals of the client's work and achieve the highest level of efficiency. The situation is no different when the client enters the arrangement with its own LPM team. The two teams must work together and determine the best way to achieve their common goal. This often means further adaptation by the firm's LPM team so it can deliver a more evolved yet pared down service — a sort of fill-in-the- blanks deliverable. FINANCIAL DATA In addition to the deliverables that offer the client a legal viewpoint, an LPM team can also provide the client with a specific, accurate and up-to-the-minute financial picture. As long as we can remember, LPM has included in-depth analyses in the initial budgeting process for legal work. The monitoring and management of the factors that affect whether or not an initial budget About the Author Cheri Nolle is a Legal Project Management Attorney at Bryan Cave LLP, where she assists attorneys with managing and budgeting their engagements. Her focuses include best practices development, budget analysis and tracking, and work processes improvement. Cheri can be contacted at cheri.nolle@bryancave.com. The job of a great legal project management team is never finished.