Today, even a decade since its initiation, Legal Project Management (LPM) is still an emerging discipline. It notably uses project management techniques and customizes them to oversee legal matters. LPM is utilized in providing legal services rather than in the substantive legal work itself. It is gaining popularity, especially in modern legal practices where alternative fee arrangements are standard or improving efficiency and enhancing client service is a primary objective.
In-house counsel and outside legal teams are already applying LPM principles, and it's quickly becoming an essential skill set. To stay competitive, lawyers must understand these basic principles and be capable of integrating them into their practice operations.
Moreover, we need professional LPM specialists who can collaborate with legal teams to implement intricate systems. As the saying goes, "With LPM, you can deliver on time and within the budget and manage variations effectively. It's a game-changer here to stay, so it's time to get on board or be left behind!"
The shift in the legal profession we see today began with the Global Financial Crisis of 2008. The ensuing economic slowdown effectively collapsed the traditional legal services model, encouraging an indispensable revolution in practice. Its impact took over ten years to manifest in changes in the way we expect lawyers to deliver services.
This was the first time the legal profession witnessed such a significant disruption and drastic changes in client expectations. Clients started demanding increased transparency and efficiency in legal operations, giving rise to a new paradigm. Firms were compelled to adapt their working methods to survive, expanding the size of in-house legal teams and cutting legal budgets. They began exploring innovative ways to deliver legal services, marking the profession's inception of a transformative era.
This new scenario sparked an exploration of disciplines and practices from other professions for the first time within the legal sector. Law firms looked into legal outsourcing and offshoring, and it was during this period that LPM and Legal Process Improvement were conceived. The birth of LPM set the stage for developing a highly effective pilot training course that both legal professionals and clients acclaimed.
Over the years, we've observed the growth of LPM and its widespread benefits. These benefits can be categorized into two major groups — individual lawyers and law firms.
For Individual Lawyers
For Law Firms
These benefits underline LPM's transformative power, creating a compelling case for its integration into the legal ecosystem. It fosters an environment conducive to growth and efficiency and redefines the relationship between lawyers and their clients, underpinning a more collaborative and transparent partnership.
Most large law firms have dedicated LPM or Legal Operations Teams that provide support in LPM, process improvement, and pricing. This development testifies to recognizing LPM's value in optimizing legal service delivery. Mid-tier firms and progressive law schools have also started integrating LPM, acknowledging the tactical and strategic advantages it offers.
Additionally, the trend has not gone unnoticed by the broader corporate world, with major consulting firms setting up Legal Operations practices to support clients in implementing and maximizing these new methods. These endeavors reinforce the increasing significance and relevancy of LPM in today's evolving legal landscape.
However, challenges remain. The shift towards fully embracing LPM requires significant changes that span various aspects of the legal profession:
Behavioral change: The most profound challenge lies in achieving a comprehensive shift in behavior among current practitioners accustomed to traditional practices.
Inclusion in tertiary education: LPM competencies must be included at the basic tertiary education level. With this foundation, practitioners can integrate these principles into their work.
Mandatory LPM courses: Universities and law schools must incorporate LPM, Legal Process Improvement, and Legal Operations courses as mandatory units within law degree and postgraduate programs.
Practical training: The significance of practical training must be maintained despite academic study. Valuable exposure to these concepts will allow lawyers to fully understand and implement these principles effectively.
Meeting stakeholder expectations: Ultimately, these changes are about improving legal services delivery, satisfying clients' expectations, and satisfying key stakeholders' needs.
Addressing these challenges and implementing strategic transformation plans is daunting, requiring significant commitment and perseverance. However, the rewards — serving clients more efficiently, elevating legal practice, and driving innovation — are worth the effort and mark an essential step towards modern law practice.
So, what's next? Law schools and post-graduate certificate programs MUST incorporate courses on Legal Process Improvement and LPM. Legal teams and firms of all levels need to understand these disciplines' transformative potential. Creating a successful change program requires a top-down approach, comprehensive training, on-the-job coaching, reinforcement, and rewarding new behaviors.
As we move forward into a new era of legal practice, learning and embracing innovative ways of working, such as LPM, is no longer optional. It is a must for the evolution and sustainability of the legal profession.
Therese Linton is a global Legal Project Management and Process Improvement leader. She wrote the book on Legal Project Management, published by LexisNexis in 2014. She also created The Positive Lawyer ® program, which combines online learning and coaching to transform legal mindsets and ways of working. Over the last decade, she has worked with thousands of lawyers to develop their capabilities and expand their skills in legal transformation and personal productivity.