Through convergence programs, RFPs and value-based alternative fee arrangements (AFAs), many general counsel are significantly altering the balance of power between client and legal department. Among law firms that understand the implications of this sea change, there has been a rush to embrace legal project management (LPM) as a discipline to manage legal tasks efficiently, consistently and predictably –and deliver on the promises they are making to clients in their AFAs.

Properly implemented, LPM is a discipline that yields efficiently planned and delivered legal services and permits more accurate costing and budgeting. However, many law firms still regard LPM primarily as an internal approach to work process management, quality assurance and cost control. They resist the idea that LPM can create a powerful bridge to better communication and better relationships between the legal department and clients.

Read the whole article by Pamela H. Woldow of Altman Weil Inc.

LPM works, and frankly it is not all that hard to master given the determination to work more efficiently in today’s legal environment. As one attorney recently observed, “it’s not rocket science, but we are not doing it.” It’s time for in-house counsel to buckle up, dig in and put the LPM engine to work.