Turning Legal Profession into a Business: Project Management

A panel of true believers spoke to legal project management and how it can make the legal profession more efficient and more profitable, can lead to the adaptation of best practices and can lead to a more disciplined approach to doing business.

As part of the ABA presidential showcase program, “Back to the Future: Value Billing for the Legal Profession,” sponsored by the Tort Trial and Insurance Practice Section, several general counsel and partners spoke to the emerging trend made all the more timely with client concerns in a down economy.

Susan DiMickele, partner, Squire, Sanders & Dempsey LLP, cautioned that when implementing project management, no one size fits all.  In her firm, a project management committee that meets weekly was formed.

Steve Barrett, principal, LegalBizDev, teaches project management.  “We’ve evolved as we’ve taught clients these last 12-14 months.”  It’s about small increments of efficiency.  While project management can be instructed by mass training, Barrett does not believe that is as effective as training six or so thought leaders within a firm.  DiMickle agreed that it’s helpful to have champions, and that the new way of doing things is supported at the top.

Barrett also pointed out that it’s helpful to conduct a “brain drain” initially:  What is the firm currently doing by way of project management?

Given the diversity of the panel, discussion also focused around how in-house and firm lawyers can work together.  Murray Garnick, vice president and associate general counsel, Altria Client Services, Inc., stated that his company doesn’t have specific forms relative to project management, but do communicate their expectations:  “This is where we want to be six months down the road.”  David Boies, managing partner, Boies, Schiller & Flexner LLP, stated that a firm can still utilize project management even if in-house counsel doesn’t buy into it, but “it’s not as effective.”

So how do true believers encourage others to adopt project management principles?  Thomas Sager, vice president and assistance general counsel, DuPont Company, emphasized that the tone of the topic is critical.  One’s passion will come through and be infectious.  People will see efficiencies; you have to walk the talk.

The question was posed as to whether project management extends beyond lawyers themselves to other persons within the firm. Garnick said that formal training of non-lawyers may not occur, but it becomes “part of the culture.”

If project management is so wonderful, why haven’t firms adapted it sooner?  “We’ve enjoyed an economy where we haven’t had to embrace it,” noted DiMickele.   That is certainly the case no longer.