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November 15, 2017

Case Study:  LPM initiatives at Lathrop Gage (Part 2 of 3)

By Jim Hassett and Jonathan Groner

 

2.    Aim for Quick Wins to Create Internal Champions

The successes listed in Part 1 of this series, and many others, have begun to create a cadre of internal champions who are continuing to spread LPM within Lathrop Gage.

One broad example emerged from coaching several members of the firm’s Banking and Creditors’ Rights Practice Team.  Several leading members of the team saw the benefits of using task codes to organize their work, convey the details of the work effectively to clients, and improve budgets.

Following Clark’s recommendation, the group implemented a task code pilot project in June 2017, requiring the use of firm task codes on all new litigation matters opened by that group. Clark worked with the firm’s accounting department to design and implement the task code project, created training materials on the proper use of the task codes by all attorneys and paralegals in the group, gave presentations on the pilot project at team meetings, and had a special training session for secretaries on the correct use of these task codes. In conjunction with this pilot project, Clark’s LPM team created an in-house spreadsheet tool to assist lawyers with creating and monitoring budgets utilizing litigation task codes.  In addition, Clark and his team are working closely with a global business intelligence company specializing in legal and professional services firms to help it develop a robust matter planning and budgeting software program that will serve the firm’s long-term needs.

Throughout this coaching program, each lawyer focused on their “low hanging fruit,” the changes that would have the most immediate benefit to their practice.   For example, Rick Bien, Co-chair of the Business Litigation Team and leader of the firm’s ERISA, Life, Health, and Disability Insurance Group, created a personal docket for keeping track of all matters – a single document to see the interrelationships between matters.  For one large matter, he also created a RACI matrix, a simple chart that will increase efficiency and communications by clarifying the roles of team members in completing tasks and deliverables. It establishes the level of communications each team member should receive. RACI is an acronym for who’s Responsible, who’s Accountable, who should be Consulted, and who should simply be Informed. (For details, see page 217 in the Fourth Edition of the Legal Project Management Quick Reference Guide.) The result of thinking through that matrix was that it helped Bien decide when and how to communicate with the client’s GC and its business executive as the matter progressed.  

Banking & Creditors’ Rights Litigation Co-Chair Wendi Alper-Pressman focused on delegating work more effectively so that each team member understands exactly what she expects, when it is due, and the estimated hours in the budget. Employment partner Bridget Romero focused on tactics to better use Statements of Work and Matter Planning Templates to clarify understanding of the client’s objectives at the start of a matter.  Jill Waldman, another Employment attorney, is standardizing her procedures to set baseline budgets upfront for all significant matters, and tracking and monitoring costs as the matter proceeds.

Wealth Strategies partner Gretchen Gold drafted new procedures for vault usage, and had them reviewed and edited by a team of Lathrop paralegals.  Then she met with Lathrop’s Records Department personnel and coached them on the scanning and indexing of documents in the vault, including naming conventions and sequencing. She also has begun drafting instructions to non-timekeepers who will be responsible for a quality checking process for scanning and bar coding documents in the vault.

In another example of her work as an internal champion, Gold successfully coached another partner how a task done at her higher rates could generate a client cost that was lower than the combination of that partner’s time/rates plus inexperienced associates/rates doing the same work.

 

3.    Publicize Successes Within the Firm

Even in a firm that is as well attuned to LPM as Lathrop Gage, there will be some resistance by attorneys to the adoption of any new practice concept, including LPM. Internal publicity is one way of countering that resistance.

“There are always obstacles,” Clark says. “There are lawyers who say that they don’t need it or that clients don’t want it or that there’s not enough time to do it. There’s always going to be some resistance, and part of my job is to understand, for each lawyer and practice group, what problems they have in their practice, and what LPM tools or templates will help them. Lawyers have started to notice that LPM is being mentioned more and more by clients, and that has helped to encourage them to start adopting LPM principles and practices.”

To date, internal publicity has largely been informal, as lawyers have shared tactics that have worked. 

For example, when Douglas Link completed coaching he began developing a standard checklist for each patent-application project that can be accessed by all members of the team and by in-house counsel for the client.

“The checklist is simply a list of all possible tasks for the project. It’s basically a shared Word document. We start with a basic checklist and then we develop an individualized checklist for each client,” Link says. “It happens that this is a very repetitive practice area, without a lot of unexpected events, so checklists work very well. You can use checklists and task codes to estimate costs and make the cost estimates more accurate. This is especially advantageous when the firm is working on a flat-rate basis.”  As a result of Link and others acting as internal champions, the entire Boulder office, which is devoted to IP matters, is now using this checklist.

Similarly, Travis McCallon reports that “Anyone on my team and anyone on the client’s team can find out where any matter stands and can generate a monthly report.  Because we share this with the client, the spreadsheet is straightforward, professional and comprehensive.”

Over the next few months, one of Clark’s key goals is to help build further momentum for LPM by setting up formal mechanisms and a regular schedule to publicize LPM successes, focusing on the benefits both to clients and to the firm. This can be accomplished particularly well at partners’ meetings or through individual face-to-face or telephone conversations with partners.

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