7 Things Lawyers Should Know About Project Management

About 25 years ago I was having drinks with the GC of a F10 company whose business would later send my daughters through school. Over a second drink, as we peered out at the skyscrapers soaring above us—we were on the 42nd floor—he said, “So Mark, do you really think that litigation can be done on a fixed-price basis?” “Bill”, I replied, “you see those buildings out there? They were all built on a fixed price in the middle of Chicago, so don’t you think a litigation matter—or portfolio—can be billed that way?”
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How Important is Collaboration for Lawyers?

“Collaboration” as applied to lawyers is like “student athlete” to big-time college football and basketball players: more feel-good myth than reality. Because lawyers—like elite athletes—have been taught that competition yields winners and losers; theirs is a zero sum game. Yes, there are teams/firms, and one is encouraged to be a good teammate/colleague, but star ballers become pros just as top lawyers are paid like them.
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The Reluctant Rise of Project Management in Law

Snapshot: Project Managers in the U.S. versus the UK According to the Altman Weil Flash Survey “Law Firms in Transition 2014,” 41.3% of the law firms surveyed (including 42% of the 350 largest US law firms) reported that training in Project Management (“PM”) is key to increased efficiency in legal service delivery. The surprise is that 58% of the surveyed firms do not recognize the key role PM plays. The numbers are markedly different across the pond where large law firms have routinely deployed project managers for several years. The countries’ different regulatory climates might account for the disparity; the UK’s green light to alternative business structures (“ABS”) has infused their law firms with a more business-like approach to legal service delivery.
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