1. Presented by: Kraft Kennedy - Natalie Alesi Set the Foundation for Legal Process Management - A Roadmap

2. Agenda LPM Background Identifying What Processes to Improve Foundation and Planning Creating a Statement of Work The Process Grid

3. Background

4. 5 Phases of PMBOK Initiation Planning Execution Monitor and Control Closing 5 Phases of Lean Six Sigma Define Measure Analyze Improve Control Methods with LPM At Kraft Kennedy, we like to combine the two methods to work within a practice area and/or firm to create viable workflows and processes that streamline their legal processes for maximum profitability of the practice.

5. (1) a proactive, disciplined approach to managing legal work that involves defining, planning, budgeting, executing and evaluating a legal matter (2) the application of specific knowledge, skills, tools and techniques to achieve project/matter objectives (3) the use of effective communication to set and meet objectives and expectations The Power of Legal Project Management, A Practical Guide, published by the American Bar Association Defining Legal Project Management

6. Legal Project Management Legal Process 3 Legal Process 2 Legal Process 1 How It Works

7. Legal process management is the ability to systematically monitor and control the quality, efficiency, and predictability of workflows to improve repeatability of legal work. Deliverables Checklists Process mapping Work breakdown structures Strategic workflows Templates Defining Legal Process Management

8. Identifying What Processes To Improve

9. LPM Maturity Model

10. What?

11. Legal Process Management in Practice Foundation RFPsBilling PracticesHistorical InformationCommunicationsClient Engagements Plan Process Mapping Workflows Cost for TasksMap to Billing Design Future Process State Waste/Risk IdentificationCommunications Execution Conducting legal workTiming/ResourcesTracking WorkCommunications Analysis Monitor/Control Billing/BudgetScopeProcess/Waste MonitoringCommunications Improve/Lessons Learned Consistent review of matter workflows Consistent review of processes Training/RetrainingCommunications Marketing Finance Practice Group A Practice Group B Conflicts Finance

12. Foundation and Planning Processes

13. Legal Process Management in Practice Foundation RFPsBilling PracticesHistorical InformationCommunicationsClient Engagements

14. Preventing write-offs Assumptions, Risks defined up front Enhanced client communications Identifies areas of potential cost increases Defines timeline and establishes budget Sets tone and strengthens client relationships Why Create a Statement of Work?

15. Poll: How many firms utilize a SOW?

16. Goal: To develop a standard statement of work to be used along with client engagement letters as a means for preventing write-offs, any out of scope deliverables while refining client communications and managing expectations Engagement Letter vs Statement of Work Defining Matter Objective Determine what is in and out of Scope Defining assumptions, risks, deliverables, timeline and budget Determine frequency of client communications for matter status Creating a Statement of Work

17. Poll: How many firms are currently analyzing their processes within…

18. Legal Process Management in Practice Plan Process Mapping WorkflowsCost for TasksMap to Billing Design Future Process State Waste/Risk IdentificationCommunications

19. Process Mapping Why Map? Types of Process Maps Process Grid Value Mapping Process Mapping

20. Streamlined workflows within practices and communication to clients to provide more predictable pricing and timelines Reduction in costs to clients to maintain competitive advantage Profitability Goals

21. Process Grid – Defines the Process DEFINING General Counsel Litigation Manager Opposing Counsel Case analysis Position Statement Litigation Holds Defending a pharma company in prescription drug side effects Medical Files Related documents Depositions Litigation Manager General Counsel Opposing Counsel

22. Poll: How many firms use a Process Grid?

23. Mistakes, missing court and filing dates, incomplete forms or drafting, data entry errors, document corruption Defects Including too many people, printing too many copies, preparing invoicing in advance, starting work on a matter before it’s cleared, scope creep not initiated by a client Overproduction People late to meetings, documents waiting to be worked on, warm up time for printers, interruptions, late responses from clients, slow replies to emails Waiting Extra counsel completing work that is best done by a client, work being done by partners rather than associates or paralegals, under utilizing paralegals, low technical competence Non-utilized Talent Excessive paperwork handoffs, multiple deliveries to one client, paper rather than electronic, records retrieval Transportation (of things) Documents waiting for signatures, Unanswered/unread emails & voicemails, files sitting on desk awaiting work, conflicts awaiting clearance Inventory Looking for files, poor office layouts, Unnecessary travel for meetings, too many keystrokes in document production, too many trips to a printer/copies Motion (of people) Too much research, overstaffing a file, too may reviews/turns of a document, duplicate data or case management, overstaffing Extra Processing Areas of Waste = DOWNTIME

24. Sept 24, 2015 Expand on DOWNTIME Value Mapping Session Next LPM Roadmap Webinar

25. Natalie Alesi Connect with me! alesi@kraftkennedy.com @kraftkennedy @legalerswelcome Linkedin.com/in/nataliealesi d.212.692.5619 Q & A - Thank you!

26. Profile of Kraft Kennedy Founded in 1988, 27 Years of Experience Long Standing Commitment to Legal ILTA Platinum Sponsor/ALA Sponsor Experienced, Highly Trained & Certified Consultants

27. Practice Groups at Kraft Kennedy Legal/Project Management Management Consulting Information Security & Governance Enterprise Client Systems Infrastructure Enterprise Systems Enterprise Content Management Support Practice Group

28. Client Base