Legal project management (LPM) has come a long way in a short time. Already, law firms are seeing a wide variance in the types of skills they are looking for in their LPM teams. In those teams that are less established, the focus is more likely to be on change management and relationship and trust building. More mature teams, meanwhile, that have been involved in practice groups for some time, tend to require project managers who can act as senior members, working hand in hand with lawyer teams to improve efficiencies.
The evolution of LPM
In this interview, Kevin O’Sullivan, Head of Project Management, London, at Baker McKenzie, talks to Totum Consultant Julius Reeves about the development of the LPM role, the likely trends ahead for this ever-more critical legal function, and ways in which LPM might polarise into senior and coordinator roles in future. O’Sullivan also addresses some of the typical questions that arise around LPM roles in law, including:- Who makes the best LPM candidate – an ex-lawyer or project management specialist?
- What is the typical job remit? The importance of control, visibility, transparency and communication.
- Where is the function likely to go next – a future of standardisation?
- And ultimately could the LPM function be the means for tackling competition arising from alternative service providers?
