This week The New York Law Journal featured a great piece, “A Practical Approach to Legal Project Management“, making a compelling argument that LPM is more than a fad, it’s a trend. “Trends matter,” the authors write.

We completely agree with the authors that downward price pressures on legal services and alternative fees are driving the need for law firms to become more efficient. Authors Pamela H. Woldow and Douglas B. Richardson provide one of the best cause-and-effect descriptions of this relationship I’ve read.

The trick, they argue, will be successful implementation. And one of the hurdles is taking the mystery out of it. For starters, they provide a general outline and a succinct description of LPM that’s worth taking a look at:

LPM is a logical sequence of activities in which law firm and client agree on goals and the value of service and then create clear and consistent process pathways to get stuff done on time and on budget. In all LPM models, we see a common series of steps:

1. scoping the engagement (with the client, please);

2. identifying resources and constraints;

3. building an action plan that guides all team members;

4. implementing the plan;

5. monitoring and fine tuning; and

6. after-project review, to see how everybody did and what could be done better next time.

In other words, amid all the bells and whistles, LPM is structured common sense.

To read the full article, “A Practical Approach to Legal Project Management”, click here.