Legal project management webinar

APM:
Legal Project
Management
Adj.Assoc.Prof. Peter Dombkins
Director, NewLaw
22nd October, 2020

PwC
Legal Project Management (LPM) training 2020
2
World Economic Forum: Future of Jobs Report 2018:
https://www.weforum.org/reports/the-future-of-jobs-report-2018
2018-2022

PwC
Managed Legal
Services
Legal operations
transformation and
outsourcing
LegalTech
NewLaw helps clients
benchmark the cost and
effectiveness of their legal
function, using proven PwC
consulting methodologies,
business analytics and in-depth
legal knowledge to assist clients
in identifying, quantifying and
implementing improvement
opportunities in their legal
function.
.
Contract preparation and
negotiation
NewLaw teams bring together
the expertise of a law firm
with best in class technology
and process excellence, to
provide clients with a managed
service that prepares and
negotiates contracts, acting as a
seamless extension of their in-
house team.
Due Diligence and contract
review/remediation
NewLaw teams deliver large-
scale contract review and
remediation projects, which
clients often undertake in
response to regulatory, market,
or internal policy changes.
NewLaw teams of diligence
lawyers can support these
projects, and also provide a full-
service, tech-enabled client
outreach service on both
domestic and cross-border
deals.
Law firms and legal departments
are increasingly looking to
technology as an efficiency
driver. NewLaw legal
technologists help clients
navigate the crowded, fast-
moving market to assess,
procure and configure the right
LegalTech to achieve their goals
and return on investment.
Additional
Integrated Services
Our specialist compliance
lawyers and professionals
harness technology to monitor
ongoing legal and regulatory
changes across 97 countries to
help clients meet new and
existing challenges.
For example, data protection
capabilities are available to
augment wider offerings by
providing market- leading data
protection advisory services,
across the wider privacy
spectrum or a data protection
officer managed service.
PwC’s e-discovery service helps
clients manage vast amounts of
electronic data and navigate
legal and business processes as
well as helping clients’ optimise
their spend in this area.
Legal SME
MLS
Tampa
Legal SME
NewLaw SME
MLS
London /
Belfast
Sydney /
Melbourne
Legal SME
NewLaw SME
BPO & MLS
Kolkata
Legal SME
Hong Kong,
Tokyo, Singapore
US
UK
India
Hong
Kong
Japan
Singapore
Australia
Legal SME
NewLaw SME
New York / Boston
/ Chicago
Legal SME
NewLaw SME
BPO & MLS
Barcelona /
Malaga
Legal SME
BPO
Katowice
Poland
Legal SME
NewLaw SME
Germany /
Switzerland /
Austria
EU
Legal SME
NewLaw SME
Legal SME
BPO
Manilla
Philippines
Spain
PwC NewLaw: our global footprint

PwC
NewLaw
Shared Services
Outsourcing
Tech Advisory;
Intelligent
Automation
Governance, Risk
& Compliance
CFO Advisory;
Tax Reporting
Services (TRS)
People &
Organisation
Data and
Analytics
Legal; Forensics
Services
The Difference;
Strategy &
Right-sourcing your work
• Managed Legal Services
• Outsourcing of legal operations & CoSec
• Vendor management
• Centralised internal support services
What should be automated?
• Legal AI and tech platforms
• Process optimisation and workflow automation
• Robotic Process Automation
• Continuous Improvement
What should we measure?
• Legal decisions, metrics and data
• Data governance
• Reporting frameworks
How should we work together?
• Team structuring and
optimisation
• Ways-of-working (including agile)
• Legal Project Management
• Leadership
Where should we be heading?
• What value does legal provide?
• Strategic planning
• Stakeholder alignment
• Benchmarking
Can we afford this?
• Target Operating Model
• What is the ROI?
• Aligned transformation across
corporate support functions
Are we allowed to do this?
• Compliance frameworks and audit
• Defining the role of GC/CCO
Delivering legal services
• Legal advice
• Digital forensics

PwC 7
A tale of two professions...
1700’s
2020
Legal Project Management (LPM) training

PwC
• A ‘fixed mindset’: lawyers spend significant amounts of time doing repetitive
tasks that could be done more effectively via automation or outsourcing
• As knowledge workers we spend ~30% of our work day manually
searching for information (co-locating tasks, emails and documents)
• We constantly recreate information and advice that could be reused if we
had systems that enabled it
• Poor communication and siloed approaches
• We make many work choices through gut feel judgement rather than data-
driven decision making or pre-defined processes
• ‘Ready-fire-aim’ approach
• Pessimistic, sceptical and low-trust mindset
The old mindset of our old profession…
manifests in inefficient behaviours
• We have difficulty quantifying the value that we
contribute to our clients – there is a lack of structured
data (NewLaw Legal Department Metrics Report)
8

PwC 9
Our evolving legal profession and industry
• Law Hackers Weekly
• Legal Tech Buyer’s Guide
• UK Society for Computers and Law
• Australian Society for Computers and Law
• Australian Legal Technology Association

PwC
10
COVID-19 CFO Pulse, 1-11 June 2020https://www.forbes.com/sites/markcohen1/2020/03/24/covid-19-will-
turbocharge-legal-industry-transformation/#34429b531195

PwC
11
Our professional competencies: the t-shaped lawyer
LPM CI CM I&PD BD&S LD RM T&DLAW
LegalExpertise
New NewTraditional
LegalProjectManagement
ContinuousImprovement
Changemanagement
Innovation&ProductDevelopment
BusinessDevelopment&Strategy
Leadership
RiskManagement
Technology&Data
R. Amani Smathers: http://www.amanismathers.com/technolawgic/2014/2/21/t-shaped-lawyer

PwC
Lawyers are project managers
Every legal matter is a project – with a start
point, a deliverable and an end-point
“A project is a temporary endeavour undertaken to create a
unique product, service or result”
Every lawyer is a project manager or project
team member
“Project management is the application of knowledge, skills,
tools and techniques to project activities to meet project
requirements”
Legal Project Management “adapts proven management
techniques to the legal profession to help lawyers achieve
their business goals”
PMBOK Guide, Sixth Edition, 2017
Hassett (2013) Legal Project Management, Pricing, and Alternative Fee Arrangements
12

PwC
13
PMBOK
http://rvarg.as/pmbok6en

PwC
14
Scope
CostTime
Managing expectations: the Triple Constraint

PwC
First understand the ‘big picture’…
• Objective: what are we trying to achieve? What does ‘good’
look like?
• Priority: is this a team priority (considering risk, effort, urgency
and strategic alignment)?
• Knowledge: have we have done something similar before?
…before you undertake more detailed planning:
• Delivery Strategy: what are the project’s work streams,
dependencies and timeframes?
• Stakeholders: who do I need to access and when?
• Budget: are there cost constraints and assumptions?
• Communication: how will we track and communicate progress?
How will we address changes and resolve disagreements?
Preparing for your legal project’s kick-off meeting
15

16PwC
In your teams, imagine that you have been given a puzzle toy
and asked to build a pyramid as quickly as possible. There is
some good-natured competition between the teams as you tip
the pieces out onto the table and get started. You are
reminded to ask any questions that you want.
Q. As you start to try and put the pieces together, what are
some of the questions that you could ask?
Q. Would it be ok to look at what the other teams are doing?
After a few minutes, most teams are still struggling to solve
this simple toy…
Q. Is there anything else that would help you right now?

PwC
Competence, and Efficient and Affordable Access to Justice:
LPM approaches ensure effective strategic/detailed planning, cost control, resource allocation and risk
management: ‘deliver legal services competently, diligently and as promptly as reasonably possible’ (SR
4); ‘must act reasonably to avoid unnecessary delay resulting in increased legal costs’ (LPUL s173)
Challenge scenarios:
– Should a lawyer undertake out-of-scope work to deliver a successful outcome?
– Should a lawyer deliver lower quality work when directed?
– Charging clients for LPM?
Client Interests, Empowerment and Education, Fair and Reasonable Costs:
LPM (strategic planning, detailed planning, tracking and reporting) reduces information asymmetry and
increases both transparency and governance: ‘empowering clients… to make informed choices about the
services they access and the costs involved’ (LPUL s3) – similarly for SR7
– Does the client understand what scope they really need?
– Accurate estimates, and writing-down time of lawyers to meet unrealistic estimates?
– Under-playing risks/effort/costs to secure work?
17
Summary: your professional obligations under the
Legal Professional Uniform Law and Solicitors Rules
Developed in collaboration with Dr Justine Rogers, UNSW.

PwC
Communication, Disclosure, Confidentiality and Privilege:
LPM encourages communication that is timely, responsive and complete: ‘provide clear and timely advice
to assist the client… to make informed choices about action to be taken’ (SR 7)
– ‘Watermelon reporting’ is the most commonly reported ethical breach by project managers
– Balancing the risks of data disclosure against the benefits of online collaboration
– Is privilege waived for in-house lawyers undertaking non-legal roles on non-legal projects?
Collegiality, Diversity and Wellbeing:
LPM helps establish self-managing work teams with improved trust, morale and effectiveness, and
reduced conflict and re-work; and diverse teams are more creative: ‘a solicitor with designated
responsibility for a matter must exercise reasonable supervision over solicitors and all other employees’
(SR 37); the Fair Work Act 2009 (Cth) and Workplace Health and Safety Act 2011 (Cth)
Challenge scenario: Does increased standardisation/managerialism reduce lawyers’ capacity and
responsibility for independent professional/ethical judgement?
18
Summary: your professional obligations under the
Legal Professional Uniform Law and Solicitors Rules
Developed in collaboration with Dr Justine Rogers, UNSW.

PwC
19
LPM
Case
management
Pricing
practitioner
Process
Improvement
Australia 416 1 700 1 000 2 500
UK 775 8 600 2 300 5 500
USA 2 400 44 000 11 000 27 000
All locations 5 000 61 000 29 000 46 000
Also lawyers (all
locations)
4 028 32 000 11 000 14 000
Per cent also lawyers
(all locations)
80% 52% 38% 30%
How many LPMs are there?

PwC
21
Work Breakdown Structure (WBS)
Workstream A: Initial planning Responsible Due Date Status and Comments
Finalise design ofinfrastructure and proposed location offacilities Peter Not started
Obtain consentto licence agreement Krisson In progress
Obtain approval on survey costs Marlo Paused
Finalise heritage agreement Mick Completed
Obtain ethnographical survey
Obtain archaeological heritage report
Obtain all consents required to seek licence
Environmental surveys over proposed deviation area
Apply for amendmentofproposed deviations areas
Workstream B: Tax Responsible Due Date Status and Comments
Confirmation ofcapital expenditure
Identify withholding tax issues
Commence discussions with ATO
Preparation of guarantor documents
Workstream C: Finance Responsible Due Date Status and Comments
Project sponsors approve projectfeasibilitystudy
Appoint projectlegal,financial and technical advisors
Agree borrowing structure and negotiate additional equity
Establish projectvehicle
Agree project documents with contractors/operators/suppliers
Develop financing term sheet
Prepare information memorandum

PwC
22
Gantt charts (Excel)
Work-Breakdown Structure Calendar
Tasks Status Resource
Task start
date
Task
completion
date
1-Jan-20
8-Jan-20
15-Jan-20
22-Jan-20
29-Jan-20
5-Feb-20
12-Feb-20
19-Feb-20
26-Feb-20
4-Mar-20
11-Mar-20
18-Mar-20
25-Mar-20
Phase # - Insert
1. Insert task Complete Senior Lawyer 1-Jan-20 29-Jan-20
- Insert sub-task Complete Lawyer, Partner 8-Jan-20 22-Jan-20
- Insert sub-task Not started Lawyer 15-Jan-20 5-Feb-20
2. Insert task In Progress Project Manager 15-Jan-20 26-Feb-20
- Insert sub-task Not started Junior Lawyer 12-Feb-20 18-Mar-20
- Insert sub-task On hold Paralegal 22-Jan-20 25-Mar-20
Phase # - Insert
1. Insert task Complete Project Manager 1-Jan-20 8-Jan-20
- Insert sub-task Not started Senior Lawyer 8-Jan-20 5-Feb-20
- Insert sub-task In Progress Junior Lawyer 29-Jan-20 26-Feb-20
2. Insert task In Progress Paralegal 5-Feb-20 12-Feb-20
- Insert sub-task On hold Partner 19-Feb-20 26-Feb-20
- Insert sub-task On hold Lawyer 19-Feb-20 25-Mar-20
Phase # - Insert
1. Insert task In Progress Senior Lawyer 1-Jan-20 5-Feb-20
- Insert sub-task On hold Lawyer 22-Jan-20 26-Feb-20
- Insert sub-task Not started Junior Lawyer 22-Jan-20 26-Feb-20
- Insert sub-task Not started Senior Lawyer 4-Mar-20 11-Mar-20
- Insert sub-task Not started Paralegal 4-Mar-20 25-Mar-20
Tasks Status Resource
Task start
date
Task
completion
date
1-Jan-20
8-Jan-20
15-Jan-20
22-Jan-20
29-Jan-20
5-Feb-20
12-Feb-20
19-Feb-20
26-Feb-20
4-Mar-20
11-Mar-20
18-Mar-20
25-Mar-20
Phase # - Insert
1. Insert task Complete Senior Lawyer 1-Jan-20 29-Jan-20
- Insert sub-task Complete Lawyer, Partner 8-Jan-20 22-Jan-20
- Insert sub-task Not started Lawyer 15-Jan-20 5-Feb-20
2. Insert task In Progress Project Manager 15-Jan-20 26-Feb-20
- Insert sub-task Not started Junior Lawyer 12-Feb-20 18-Mar-20
- Insert sub-task On hold Paralegal 22-Jan-20 25-Mar-20
Phase # - Insert
- Insert sub-task Not started Senior Lawyer 8-Jan-20 5-Feb-20
- Insert sub-task In Progress Junior Lawyer 29-Jan-20 26-Feb-20
2. Insert task In Progress Paralegal 5-Feb-20 12-Feb-20
- Insert sub-task On hold Partner 19-Feb-20 26-Feb-20
- Insert sub-task On hold Lawyer 19-Feb-20 25-Mar-20
Phase # - Insert
1. Insert task In Progress Senior Lawyer 1-Jan-20 5-Feb-20
- Insert sub-task On hold Lawyer 22-Jan-20 26-Feb-20
- Insert sub-task Not started Junior Lawyer 22-Jan-20 26-Feb-20
- Insert sub-task Not started Senior Lawyer 4-Mar-20 11-Mar-20
- Insert sub-task Not started Paralegal 4-Mar-20 25-Mar-20

PwC
DO IT LESS
DO IT FASTER
DO IT CHEAPER
DO IT MORE
duration
Value(totheclient)
STRATEGIC VALUE
Prioritise to deliver strategic outcomes
EFFICIENT & EFFECTIVE
Outsource to a lower-cost resource
TEMPLATE & AUTOMATE
Standardise so delivery is accelerated
QUALITY ASSURANCE
Get this right the first time, avoid re-work
23
Evaluating where to start on your optimisation journey

PwC
XS S M L XL
Bottom-up estimating: when you know the resources and effort required
• use a work breakdown structure to quantify and calculate your estimate
Top-down estimating: when the tasks, resources and effort required are
unknown or difficult to assess
• tee-shirt sizing (ie. ask a colleague)
• reference-class forecasting
• Program Evaluation Review Technique
Project estimating
Reference-class forecasting: Bent Flyvbjerg (2007) ‘Eliminating Bias through Reference Class Forecasting
and Good Governance’, Concept Report No 17, Norges teknisk- naturvitenskapelige universitet, Trondheim.
Workstream A: Initial planning Resource
type
Resource duration /
quantity
Rate External cost
Finalise design of infrastructure and proposed
location of facilities
Role A
Role B
Role C
A hours
B hours
C items
$/hour
$/hour
$/item
=(Duration or Quantity) x Rate
Obtain consent to licence agreement
Obtain approval on survey costs
24
Weighted average = (worst outcome + (4 x most likely outcome) + best outcome)
6

PwC
Why is communication important?
• Good communication is critical for project success:
– 40% of projects do not meet their original goals and business intent, and one-half of those
unsuccessful projects are related to ineffective communications
– 80% of projects that have good communication (with sufficient clarity and detail, and using the
language of their audience) do meet their original business goals and intent
• Good communication is a leading complaint against NSW lawyers
– According to the Office of the Legal Services Commissioner (NSW), the most frequent complaints
against NSW lawyers involve negligence, poor communication and ethical matters
– 2016/17 OLSC Annual Report: “So as to be able to most effectively serve their clients’ best
interests within the over-riding context of safeguarding the system of justice, I believe that
improvement in the skill of communication, in all its facets, will be required by lawyers in the future.”
• PMI – The Essential Role of Communication: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/the-essential-role-of-communications.pdf
• http://www.lmhub.com.au/wp-content/uploads/2018/07/ALMJ-June2018-TrishCarroll-PDF.pdf

It is your first week as a junior lawyer at a law firm. A
team member has accidentally forwarded a client’s
confidential information to a different client:
• Who are the relevant stakeholders (both internal
and external)?
• Draw an influence/interest matrix (as below),
and place each stakeholder into an appropriate
quadrant
INTEREST
INFLUENCE
LowHigh
Low High
Manage
closely
Keep
satisfied
Keep
informed
Minimal
effort
26PwC

PwC
Project team formation
• Tuckman, B.W. (1965) "Developmental Sequence in Small Groups" Psychological Bulletin 63: 384-399
• https://smallbizclub.com/leadership/best-practices/leadership-lessons-from-jeff-bezos/
FORMING STORMING NORMING PERFORMING
Team behaviour:
• Unclear objectives
• Poor communication
• A few dominate
Leader’s role
• Build a shared vision
• Clarify expectations
• Account resources
Team behaviour:
• Role confusion
• Disagreement over
approach or process
• Faltering
communication
Leader’s role
• Clarify objectives
• Engage everyone
• Raise and resolve
difficult issues
Team behaviour:
• Growing momentum
• Relationships
established
• Growing inter-
dependency
Leader’s role
• Seek feedback
• Shared planning
• Servant leadership
Team behaviour:
• Role clarity
• Agreed approach
• Cross-functional
communication
Leader’s role
• Continuous
improvement
• Review outputs
• Celebrate
achievements
27PwC

PwC
Psychologically Safe Teams
Amy Edmondson – Building a psychologically safe workplace: https://www.youtube.com/watch?v=LhoLuui9gX8
• Do I feel comfortable asking for help?
• Am I able to mention and discuss difficult problems?
• Am I able to take risks?
• Will I be judged for making a mistake?
• Will the team support or undermine me?
• Will my differences and unique talents be accepted and valued?
28
https://lsj.com.au/articles/the-burnout-profession/

PwC
What went
well?
What didn’t
go well?
What could
we do
better?
Atlassian play book: https://www.atlassian.com/team-playbook/health-monitor/project-teams
Project health checks
Some potentially relevant questions:
• How are we onboarding team members?
• Does everyone understand the overall objective and strategy?
• How are we prioritising, tracking and delegating our work?
• Are we using appropriate collaboration platforms, tools and templates?
• How are we managing and communicating changes?
• Have we requested or received any client feedback?
• Is everyone OK?
29

PwC
Delegation is a two-way dialogue
2. Explain what ‘good’ looks like
3. Show what ‘good’ looks like
1. Describe what needs to be done
4. Check their approach (they describe it)
5. Optional: reporting and boundaries
30
Reference: Anna Hinder, Searl Street Consulting

PwC
Risk assessment
31
“Risk is the effect of uncertainty on objectives”
AS/NZS ISO 31000:2009
How do we define risk?
How do we assess risks?
How do we identify risks?
Project risks:
• Political
• Economic
• Social/Cultural
• Technology
• Legal
• Environmental
Legal risks (Lawcover claims):
• Client identification and communications
• Record and confirmation of client instructions
• File management
• Conflict of interests
• Drafting errors
• Managing critical dates and timelines
• Costs disputes
• Cybersecurity and online service platforms
• Self-management

PwC
Risk assessment for legal matters
Type of risk Option A Option B Option C Option D
Regulatory
Discuss with
regulators
Discuss with
regulators
Discuss with
regulators
None
Tax None Potential issues Potential issues None
Communication None Complex Moderate None
Potential for delay None Moderate Minimal Minimal
Agreement between parties None Highly unlikely Potential issues None
Corporate None Multiple issues Potential issues None
Finance None Potential issues Potential issues None
32

PwC
34
The Plateau of Productivity
• Content Collaboration Platforms
(Microsoft Exchange/SharePoint -
45% market share)
• Continuous Data Protection
On the rise
• AI Governance
• Decision
Intelligence
• Explainable AI
The Peak of Inflated Expectations
• Supplier Risk Monitoring
• Decision Management
• Intelligent Applications
• Smart Contracts
• Advanced Contract Analytics
• Augmented Analytics
• BI Search/Natural Language Query
• Chatbots
• Digital Ethics
• Deep Neural Networks (Deep Learning)
• Embedded Analytics
• Integrated Risk Management
• Prescriptive Analytics
The Trough of Disillusionment
• Data and Analytics Governance
• Robotic Process Automation Offerings
• Digital Business Transformation
• Robotic Process Automation Software
• Predictive Analytics (Digital Marketing)
• Blockchain
• Corporate Social Responsibility
The Slope of Enlightenment
• E-Discovery Software ($11.2bn 2019)
• Predictive Analytics
• Contract Life Cycle Management ($1.1bn 2018)
• Enterprise Legal Management (LPM first coined in 2010)
• Text Analytics
Time
Expectations
https://www.gartner.com/en/documents/3975009/hype-
cycle-for-legal-and-compliance-technologies-2019
Gartner tech hype-cycle: legal and compliance 2019

PwC
Overlapping areas of functionality
Techplatform
Website
BusinessIntelligenceandanalytics
Legalcasemanagement
Client/vendor/panel
management
Collaboration
Configure-Price-Quote
andMatterPricing
DealManagement/
Contractlifecyclemanagement
Documentautomation
Documentmanagement
eBilling
eDiscovery/
AI-enableddocumentreview
eSignature
Expertsystems/triage
Knowledgemanagement
Legalresearch
Legalriskidentification
Matter/spendmanagement
PracticeManagement
Predictivetechnology
Smartcontracts/chaincode
Task/projectmanagement
Virtualdatarooms
Workflowautomation
Apttus https://apttus.com/ M M x x x
Bryter https://bryter.io/ x x x x M
CheckboxAI https://www.checkbox.ai/ x x M x
DocAssemble https://docassemble.org/ M
DocuSign (SpringCM) https://www.docusign.com.au/ x x x x x x M x x x
Google suite https://gsuite.google.com.au/intl/en_au/ M M M M x
Josef https://joseflegal.com/ x M x
Microsoft O365 suite https://www.office.com/ x M M M x x M M
Neota Logic https://www.neotalogic.com/ x M x
NewGen https://newgensoft.com/home-australia/ x x x x M x x M
Nintex https://www.nintex.com x x x x M
Onit https://www.onit.com/ x x M x x x x x M M
Parampara https://getparampara.com/ M
UIPath https://www.uipath.com/ x M
Xakia https://www.xakiatech.com/ x x x x x x x M x x
35

PwC
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Macquarie Bank: 2020 Legal services industry pulse check

PwC
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https://cloc.org/blog/cloc-announces-the-results-of-
their-3rd-annual-state-of-the-industry-survey/
Altman Weil 2019 CLO Survey
ACC Australia 2019 In-house Counsel Trends Report
Most common in-house legal tech platforms

PwC
Adj.Assoc.Prof Peter Dombkins
Director, NewLaw – PwC Australia
+61.416.940.875
peter.dombkins@pwc.com
www.linkedin.com/in/peterdombkins
38
For further information, please contact

pwc.com
Thank you
© 2020 PwC. All rights reserved. Not for further distribution without the permission of PwC. “PwC” refers to the network of member firms of
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firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL
is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind
them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of
another member firm’s professional judgment or bind another member firm or PwCIL in any way.

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