16. Clio
What’s your plan?
•Expect emergencies
•Source tools and vendors early
•Seek partners
•Require planning sessions
•Track deliverables
•Lessons learned for each stage
23. Clio
Thank You
Joshua Lenon
joshua@goclio.com
@JoshuaLenon
Linkedin.com/in/joshualenon
24. RUN YOUR LEGAL DEPARTMENT LIKE A BUSINESS UNIT –
HOW TO MAKE A SUCCESSFUL TRANSITION
PATRICK JOHNSON, SENIOR PRODUCT MARKETER
SERENGETI LAW – A THOMSON REUTERS COMPANY
25. 25
CORPORATE LAW DEPARTMENTS –
THE INTERSECTION OF LAW & BUSINESS
Managing a legal department
26. 26
TODAY’S GOALS
• Managing the work of your legal department like a business
unit – with effective project management techniques
– Define scope, select the best team, create a plan
– Require fiscal discipline, budget
– Track progress regularly, adjust the plan/budget
– Assess performance/results, capture lessons learned
• Use metrics to quantify the value your law department
brings to the municipality
27. ADOPTING A PROCESS
•Incorporate project management techniques into legal
department operations.
PLAN
• Early case assessments
• Establish appropriate
staffing
• Establish budget
MONITOR
• Track spending
against budget
• Receive periodic
status reports
ASSESS
• Review outcomes
• Analyze management
reports
• Apply lessons learned
28. 28
SCOPE THE PROJECT
This problem is important to our business because
_______________.
The best possible solution is __________.
The most likely solution is _________.
We expect this matter to be resolved by __________(time
frame).
In similar matter, the results were __________.
Key stakeholders: __________
Primary phases, including tasks/deliverables: __________
29. 29
E-BILLING CAN TURN LEGAL BILLS INTO
POWERFUL TOOLS & REPORTS
Reports Tools
• Cost control
• Benchmarking and analytics
• Attorney hourly rate management
• Budget management
• Workload management
• Allocation of work to outside
firms
• Billing guideline management
• Metrics proving savings and
efficiency
30. 30
OPTIMIZE STAFFING ON PROJECTS
• Project success depends on assembling the right team and
monitoring allocation of work.
34. 34
ELIMINATE SURPRISES:
PERIODIC STATUS UPDATES, SHARED CALENDARS
• Foundation of legal project management: more communication, not
less
• Require periodic status reports
• Use shared calendaring tool; automatically sends reminders
to in-house/outside counsel legal team
• Adjust the plan as necessary
37. 37
ASSESSING YOUR LEGAL LANDSCAPE:
BEGINS BY GETTING IT ALL IN ONE PLACE
MATTER
INFORMATION
LIT, TRANS, IP,
INTERNAL/
EXTERNAL
LEGAL
PROJECT
MANAGEMENT
TECHNOLOGY
BUDGETS/
FINANCIAL
SHARED
CALENDARS
DOCUMENTS REPORTS & TRENDING
39. Value of Legal
Function
Defend current
staff, budget,
structure
Better manage
legal resources
DATA
Triage matters
Control costs
Aid “make vs.
buy” decisions
Act/think/speak
like a CEO/CFO
39
USING DATA TO QUANTIFY SUCCESS/VALUE
40. 40
MULTIPLE DATA POINTS BUILD ACCURATE
ASSESSMENTS
MONTH YTD 2011
Total Matters 595 -152 747
Total Spending $672,024 $4,974,492 $9,084,047
Total$/$M Sales .19% .16% .21%
43. DEMONSTRATING
TRANSACTIONAL EFFICIENCY
43
No. of review requests
No. of contracts
reviewed and
executed
Average turn-around
time
Total contract revenue
Cost to have outside
counsel review
Number of trainings
(self-service)
44. 44
EFFECTIVE ASSESSMENT OF RATE REQUESTS
FROM FIRMS
• Use industry benchmarks to make better decisions regarding
outside counsel rates
46. 46
CONTACT INFO / RESOURCES
Patrick Johnson
Senior Product Marketer
Serengeti Law– a Thomson Reuters company
Phone: 425-732-5549
pat.johnson@thomsonreuters.com
Additional Resources:
How to Run Your Department Like a Business Unit -
http://author.acc.com/legalresources/publications/topten/ttwtryldlabu.cfm
Top Ten Metrics Your Legal Department Should Be Tracking -
http://author.acc.com/legalresources/publications/topten/ttmtyldsbt.cfm