This Webcast Will Begin Shortly If you have any technical problems with the Webcast or the streaming audio, please

contact us via email at: webcast@acc.com

Applying Project Management to Legal Matters May 13, 2010

Presented By:

Elizabeth Jaworski Director, Law Department Business Operations

Motorola, Inc. Elizabeth.Jaworski@motorola.com

Nancy Jessen Managing Director

Huron Consulting Group njessen@huronconsultinggroup.com

Applying Project Management to Legal Matters

Agenda •  Motorola Overview •  Trends in the Legal Industry •  Definitions and Best Practices •  Project Management Case Study -- Discovery

2

Motorola Businesses

Mobile Devices

Enterprise Mobility Solutions

Home & Networks

Motorola, Inc.

•  Founded in 1928 •  53,000 Employees •  2009 Revenue: $22 Billion •  3 Business Units: Mobile Devices, Home and Networks

Mobility and Enterprise Mobility Solutions •  <50% of Revenue outside U.S. •  Spin-off of Mobile Devices Business Unit announced in 2008

4

Challenges & Trends •  Defining and articulating the department’s value in business terms to the CEO,

CFO and other executive management. •  Justifying increasing legal costs related to issues such as changes in regulatory

compliance, SEC investigations and Sarbanes-Oxley compliance issues. •  Focusing already overburdened legal staff away from traditional outside counsel

management and supervisory duties to more business risk management and specialty practice.

•  Finding the right service delivery model; the right mix of internal and external resources.

•  Setting the standard for outside counsel management and utilization. •  Fully leveraging knowledge capital through work product re-use and collaboration

with outside counsel. •  Establishing appropriate metrics and measurements to drive the desired

behavior.

5

Top Two GC’s challenges driving change in how legal services are delivered

Historic Future

Reactive legal service delivery Proactive legal service delivery

Limited accountability and controls Performance driven decisions & results

Disparate approaches and fragmented processes

Defined operational strategy with collaborative & standardized solutions

Event driven resource assignment Defined alternate leverage & fee models

Risk of duplicate matter work effort Clearly defined internal/external roles

Technology implemented for tracking Technology implemented to govern process

6 Source: 2008 Chief Legal Officer Survey

Why is Project Management needed now? Cost Reduction Pressures

+  Unbundling legal services +  Internalizing work +  Multiple players involved +  Outside Counsel no longer the General Contractor

=  Legal Departments must take on Project Management to provide direction, continuity and oversight

7

Definitions

Project Management: –  The application of knowledge, skills, tools and techniques to

specific project activities to meet project requirements. Project:

–  “A temporary endeavor undertaken to create a unique product, service or result”

–  In legal terms, a matter or a case Program Management:

–  A group of related projects that are working towards a common initiative

Source: PMBOK

8

Project Management requires specific tools and can leverage existing Law Department tools

Component Best Practice PM Tools Existing Law Department Systems

Scope Align business needs and objectives with company/department program objectives

Project Initiation Conduct a kick-off meeting to set expectations of all team members

Task and Activities Establish the major phases, milestones and supporting tasks

Work Plan Excel MS Project

Resources Define roles and responsibilities for involved stakeholders

RASCI Excel MS Project

Time Use past experiences, estimates, assumptions and a contingency to estimate time

Work Plan Matter Mgmt/eBilling Law Firm Billing System

Cost Develop budget after estimating time and resources to manage actual costs and remaining effort

Work Plan Matter Mgmt/eBilling Law Firm Billing System

Communications Develop a communication plan by stakeholder group

Communication Plan

9

Role of a Project Manager

•  Upfront planning to define and gain consensus on scope and effort •  Coordinate resources •  Establish communication mechanisms •  Manage work plan and updates •  Identify interdependencies between tasks and resources •  Connect people with questions to appropriate people with answers •  Balance project scope, time and cost to mange quality delivery and

hedge risk

10

Facilitator Decision Maker ?

Law Department Operations Group can provide Project Management capabilities and resources

68%

33%

Law Departments with a Position Dedicated Solely to Law Department Operations

Yes No

Source: The Second Annual Law Department Operations Survey

If you don’t have a Law Department Operations Group, other corporate groups that might already have project management resources and tools such as IT, Quality Control, Six Sigma, Process Improvement, quality.

11

Do you have dedicated Legal Operations group in your Legal Department?

1.  Yes 2.  No 3.  Don’t Know

12

Law Department Project Management Resources

Source: The Second Annual Law Department Operations Survey

36%

64%

Do you have a resource dedicated to PM?

Yes

No 56%

44%

If Yes, where do they report?

Solid-line report to legal operations

Solid-line report elsewhere

13

Do you have dedicated Project Managers in your Legal Department?

1.  Yes 2.  No 3.  Don’t Know

14

If yes, do you go to them for Project Management on substantive legal matters?

1.  Yes 2.  No

Program and Project Management Discovery Case Study

Outsourcing

Strategy

Implementation

Records Management

Identification Preservation Collection Processing Review Analysis Production Presentation

Discovery Assessment and Process Design

Discovery Process and Technology Implementation

Litigation Hold Program Development

Litigation Hold Program Development

Discovery Process Support

Discovery Strategy

Discovery Workflow Design

Discovery Project Management

Unstructured Data Collection

Data Analysis and Extraction

Forensic Analysis

Expert Testimony

Data Preservation and Collection Program Development

Data Source Mapping

Discovery Spend Analysis

Legacy Data Remediation

Backup Tape Restoration

Structured Data Handling

Discovery Process Outsourcing

15

Project Management is the connection between the key players involved in Discovery

Roles: Attorneys, Paralegals, Custodians, Business Liaisons, IT, Records Mgmt

Tasks: Case strategy and objectives, discovery, collections, IT tools

Roles: Attorneys, Paralegals, Litigation Support

Tasks: Case strategy and objectives; discovery; document review

PM

In-House Law Firm

Roles: Various

Tasks: Collections; Processing; Review Platform (analytics); Review Contract Attorneys; Experts

Vendors

16

Project Plans help develop estimates for cost, time and resources and show project scope

17

Project Stage % Complete Budget Actual Variance

Planning & Administration 100% $500 $450 $50

Collections 100% $800 $825 $25

Data Intake 100% $600 $595 $5

Processing 96% $2,000 $1880 $200

Immediate Case Assessment 97% $5,000 $4,250 $750

Document Review 30% $10,000 $3,000 $7,000

Production 0% $15,000 $0 $15,000

Total 75% $33,900 $11,000 $23,030

A “RASCI” Chart provides clarity around primary roles and responsibilities

“RASCI” (R) Responsible (A) Accountable (S) Supportive (C) Consulted ( I ) Informed

18

Communication Plans help keep stakeholders sufficiently informed

19

How do you rate your in-house Project Management capabilities?

1.  2.  3.  4.  5. 

20

How do you rate the Project Management capabilities of Outside Counsel?

1.  2.  3.  4.  5. 

21

Do you have an initiative in place or are you considering establishing formal Project Management throughout your Law Department? 1.  Yes 2.  No 3.  Don’t Know

22

Closing Thoughts

•  Define the Project Management role instead of assuming someone will take it on

•  Define criteria for when formal Project Management is expected –  e.g., size of case, type of work, number of stakeholders,

duration •  Make Project Management an explicit process within the

expected case management activities •  Provide Project Management training •  Provide Project Management tools

23

Questions?

24

Elizabeth Jaworski Director, Law Department Business Operations

Motorola, Inc. Elizabeth.Jaworski@motorola.com

Nancy Jessen Managing Director

Huron Consulting Group njessen@huronconsultinggroup.com

Thank you for attending another presentation from ACC’s Desktop Learning Webcasts

Please be sure to complete the evaluation form for this program as your comments and ideas are helpful in planning future programs.

If you have questions about this or future webcasts, please contact ACC at webcast@acc.com

This and other ACC webcasts have been recorded and are available, for one year after the presentation date, as archived webcasts at

http://webcasts.acc.com. You can also find transcripts of these programs in ACC’s Virtual

Library at http://www.acc.com/search/cfm

25