Buch, Englisch, 98 Seiten, Format (B × H): 155 mm x 235 mm, Gewicht: 322 g
Buch, Englisch, 98 Seiten, Format (B × H): 155 mm x 235 mm, Gewicht: 322 g
ISBN: 978-1-78358-179-5
Verlag: Globe Law and Business
With contributions from leading law firms, consultants, and internationally renowned experts on legal process improvement and project management, this report:
Provides in-depth, strategic, and tactical guidance on the application of process improvement in law firms;
Outlines the different approaches firms are taking, and includes case studies highlighting what the results have been for those who have already adopted process improvement techniques;
Includes practical guidance on implementing process improvement - from gaining buy-in through to process mapping and devising different strategies; and
Explains the relationship between legal process improvement and related disciplines and key methodologies such as Lean and Six Sigma, project management, and KM.
Autoren/Hrsg.
Weitere Infos & Material
Executive summary.VII Part 1: Introduction The case for process improvement: A Lean Six Sigma perspective.3 By Catherine Alman MacDonagh, CEO and founder, Legal Lean Six Sigma Institute Most processes fall far short of their potential.3 Understanding changing client expectations.3 The profession is changing.5 The risks are greater than the challenges.6 The pressure to deliver value.7 Gaining buy-in for process improvement.7 Linking quality and performance.8 Technology and process improvement.9 The DuPont Legal Model.10 Clients expect efficient processes. 11 Uptake of Lean Six Sigma in law firms. 12 Award-winning examples of process improvement in action. 13 Dissecting processes: How to create a legal process improvement program. 17 By Kim R. Craig, global director, legal project management office, and Andrew M. Baker, global director, legal technology innovations office, Seyfarth Shaw Understanding processes.17 Supporting other strategic foci.19 Introducing LPI internally.20 Taking it to the next level.20 Getting started with process improvement. 21 Part 2: Process improvement approaches Mastering complexity: Current and future tools for legal process optimization.25 By Tim Hanson and Simon Thompson, directors, Change Harbour, and Robert Millard, partner, Moller PSF Group Legal process workflows.25 Future disruptive technology.27Contents IV Tools for the present.28 Improving legal processes.28 Building a simple process map of your organization.31 By Chris Bull, executive director, Kingsmead Square Use a process reference model. 31 The electronic discovery reference model. 31 5S.35 By Chris Bull, executive director, Kingsmead Square Process principles of 5S.35 Implementing 5S.36 Part 3: Project management, Lean Six Sigma, and KM DMAIC: The framework.41 By Catherine Alman MacDonagh, CEO and founder, Legal Lean Six Sigma Institute The five steps of DMAIC. 41 Step 1: Define.42 Step 2: Measure.42 Step 3: Analyze.44 Step 4: Improve.45 Step 5: Control.45 The Kaizen approach.46 Creating valuable knowledge in the firm through legal project management.49 By Lann Wasson, senior manager of knowledge management, Husch Blackwell LLP Launching the legal project management program.50 Creating knowledge that has competitive value.51 A simple legal project management framework.55 By Barbara J. Boake, partner, McCarthy Tetrault, and Rick A. Kathuria, national director, project management office and legal logistics, Gowlings Legal mandates are projects.55 Legal mandates have four project stages.55 Each project stage has two project management tasks and one project management deliverable.56 Your client participates at every stage of the project.56 A project manager's responsibilities can be delegated.57 Designing a framework that works.57The Lawyer's Guide to Legal Process Improvement V Linking project management to pricing strategy.59 By Barbara J. Boake, partner, McCarthy Tetrault, and Rick A. Kathuria, national director, project management office and legal logistics, Gowlings Basic practice economics.59 Maximize profitability through efficiency and leverage. 61 Managing AFAs.62 How KM staff can help drive successful legal project management initiatives.65 By Antony Smith, founder, Legal Project Management Limited What is legal project management?.65 How to start improving LPM capability.66 Aligning LPM with law firm strategy.67 Securing support of senior business owners and managers.67 Break projects down.68 Some tactical ideas for LPM implementation.69 Rethinking workflows: Re-engineering case management processes.71 By Scott Rechtschaffen, chief knowledge officer, Littler Mendelson Challenge and opportunity.71 Creating a new approach.72 Lessons learned. 74 Part 4: Online delivery for process improvement and client satisfaction Why deliver services online?.79 By Stephanie Kimbro, fellow, Stanford Law School Center on the Legal Profession and co-director, Center for Law Practice Technology What is the competition?.80 What are the benefits for the public?. 81 What are the different structures of online delivery?.82 Who will be in charge?.83 Case study: Samuel Phillips.83 Establishing a clear and achievable strategy for online delivery.84 Pricing models.86 Creating the client portal.88
