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Providing you with information on the IT and Digital marketplace.


  Why are Law Firms Hiring Project Managers?
Lawyers plan, execute matters against scope, have deadlines, manage budgets, manage teams, manage stakeholders, remove obstacles, ensure efficient communication between clients and internal groups, and review the matter at the end to determine lessons learned before closing cases.
Sounds familiar? 

These are all project management tasks performed by lawyers on a daily bases. Nevertheless, a project that is titled a legal matter is still a project.

The Dilemma
Although Lawyers perform project management tasks, it does not make them accomplished Project Managers. Lawyers are subject matter experts. They specialize in a specific type of law, e.g. labour, criminal, corporate, property etc. Lawyers perceive any other work to be a distraction to their business. Lawyers also manage case files by doing the proverbial deep dive looking for the small letter of the law that will give them an upper hand in the legal case. They seldom look at the big picture to understand the external risk factors or have an appreciation for keeping all the stakeholders and clients informed about process and cost.

The Solution

Hire a dedicated Project Manager to work side-by-side with a lawyer! The Project Manager can focus on the processes associated with a legal case or matter. The lawyer is unhindered to focus on the legal work only. No distractions. Project Managers are natural leaders that enjoy working at the process level, and lawyers are book smart savvy academics that work with theory and stay at the policy level.

  1. There are various benefits linked with hiring a dedicated PM, including;
    Being Cost Effective – By assigning PMs to run legal processes, the legal firm is releasing lawyers to do other core legal work. Clients benefit because they are charged the lower PM rate as opposed to the higher lawyer rate for non-legal work. Lawyers are unrestricted to increase billing hours for core legal work.
  2. Separation of Duties – since PMs are not schooled lawyers, there is a clear distinction between duties. The lawyer does the legal work, and the PM does the planning, and process work.
  3. Leadership Skills – The law firm attains another leader in an organization that is a divided between lawyers and administrative staff. Legal cases are managed as projects with clear expectations, dates, and cost.
  4. Client Satisfaction Leads to Repeat Business – Clients are managed as stakeholders and are informed promptly about budgets and timeline changes. Project management is after all 90% communication. The Project Manager monitors the case, communicate more readily with the client and make sure expectations are clear and don’t suffer from too much legal jargon.
  5. Help with Technology – Lawyers live in a world where Artificial Intelligence (AI) and Big Data are growing exponentially. AI has already assisted lawyers to work more efficiently, providing legal research through automated hunts of case law and statutes, proofreading, error correction, finding missing information, document formatting and correcting inconsistent linguistic use. Data mining, pattern recognition, and matching can be applied for many purposes, including digital forensics, fraud and insider trading investigations.  With the assistance of a technical savvy PM, it helps the lawyer process information that at a manual level would be unworkable. With DNA matching, historic cold case crimes can be resolved, not to mention the impact of present-day techniques of validating evidence.
  6. Certified Professional – In addition to the PMP certification, the PM working at a legal firm, can obtain the Legal Project Professional™ (LPP) certification that recognizes a person with practitioner expertise about Legal Project Management and can lead legal matters as a legal Project Manager.
  7. The Competitors are Hiring PMs – Large Legal firms are hiring PMs. A Washington DC firm, Dunlap Bennett & Ludwig, which focuses primarily on corporate and business law, recently brought on Ms. Deanna Burke, PMP as its first COO. Deanna has over 15 years of experience in IT project management, primarily in the aviation industry, where she led initiatives such as implementing air traffic management solutions.

The Opportunity
Hiring PMs to work with Lawyers is a win-win for Law firms. Lawyers are free to do legal work, and PMs has a new industry to influence and optimize the industry.
Go out there, my fellow colleagues. Opportunity knocks for you to sell your capabilities! It will be nice indeed to be on the same side of a Lawyer

Written in collaboration between Jim Carlson and a Consultant Program Principle


40% Job Offer Acceptance Rate on Millennials

I have witnessed many changes working in the World’s most culturally integrated and growing City over 30 years in Technology recruitment. The first in a series of topics I will be sharing in a series of posts, on a recent phenomenon that is mind boggling –  I was recently in a meeting with a VP and they are at a 40% close rate on Millennial candidates! Are you kidding me! What is happening to our corporations, mid-sized and start-up companies in the recruitment cycle? Without doing a thing, the close rate should be 75%. In the Agency world we look hard at individual performance if a Recruiter falls below 85% on close rate.

So it has to be the Millennial candidate - right? ... Wrong, our stats show no difference in closing on millennials vs baby boomers.

I was taught by an industry veteran that people look very hard at 6 items even before they consider salary; over time, nothing has changed.  If you understand the needs of a prospect and create a narrative over the full recruitment life cycle, then the offer closes if salary is market reasonable. After 17 years of statistic accumulation, we see a close rate over 90% as being acceptable.  

The General Manager in Sports, Director in Entertainment productions and VP level in business are responsible for the composition of their teams. As we see in current affairs; the bright light in Sports is on capable Managers recruiting and retaining key talent to win; and dark side – the Entertainment industry’s decision makers (Directors and Producers taking advantage of their status), are heavily involved in the process of selection and offer. This leads to simple questions – “Are you involved in every selection in your team?” and “Have you developed a recruit and retain process that works for you?” Not what your company does, not what HR recommends, not what someone in company down the street does, but what works for you?

The Millennial needs are no different than other demographic categorizations. They want interesting and challenging work that makes sense to them in their career progression. Working in an Industry for a company that is either a leader or an up and comer. That the people & managers, technology and location of the suitor meet their individual needs. This is standard closing material. However, I very rarely see this over the vast number of clients with who we have worked with over the decades. 

My recommendation is to use what we do in the Agency world. Constant feedback with the candidate. This is exceptionally difficult to do if you are not using some sort of 3rd party service. Justification of using in-house recruiters versus Agency costs has been around forever. It`s not going away. Therefore how does one get a 3rd party involved? The answer is to both bite the bullet and select your Agency that you have a relationship with (not a company that Purchasing or HR or Administration has chosen) and get on with it, or bring in an outside Consultant versed in closing. The objective is to receive and give feedback through each step and delay in the process. Your favourite sports team didn`t just land the key free agent by putting an offer on the table. They worked the deal from the time they identified the opening to the time when actual ink went on the contract. You must follow the same steps. 

Otherwise 40% is the reality.

In conclusion, the 40% Millennial close doesn’t have to be your reality. If your objective is to build, lead and retain the talent that works for you, then you have to be involved. Develop a process. Like everything else, ask an expert. Make sure you know the 6 non salary related reasons for change (needs). Get an independent 3rd party involved to assist with the feedback. Be bold, sell the opportunity and always be closing.