Law firms support a variety of clients with a wide-ranging suite of matters, making it increasingly difficult to roll out a “one size fits all” project management solution. Law firms with their own mature Discovery practice groups have different needs than firms that primarily outsource those functions. Different practice groups within law firms also have different needs. For instance, pharmaceutical end-clients facing class action plaintiffs will have different strategic considerations compared to a telecom merger undergoing an HSR second request. Supporting a law firm requires that the project management team be able to identify and meet each client’s specific needs and goals, while keeping an eye on the larger law firm best practices and preferences. The ideal project manager (PM) for a law firm will be able to juggle all of this, while still meeting deadlines and managing cost expectations. These four key traits capture the skills and approach that will make for an ideal law firm PM.
What should law firms look for in eDiscovery project managers?
- Agile and adaptable
- Keenly consultative
- Able to anticipate needs
- Easy rapport
1. Agile and adaptable
The ideal law firm eDiscovery PM will have one foot rooted in the firm’s preferences, with the other ready to step into innovation and creative problem solving. The discovery plan for any one matter is likely to evolve with time and as scope changes. The PM is familiar with alternatives and ready to drive for a creative solution when needed, but always with the larger firm needs in mind. The industry is inherently fast-paced, and a good PM has the agility to keep up with changes and adapt swiftly as the situation warrants. eDiscovery can be a truly dynamic working environment, and a skilled law firm PM is able to adjust to these changes smoothly. Whether it’s the DOJ requesting 50 more custodians in an HSR Second Request, or a settlement agreement being reached after months of negotiations, they are ready to roll with the punches.
2. Keenly consultative
In all challenges, there is opportunity. And the ideal project manager understands this. It is not a matter of simply executing tasks as asked, but truly understanding the needs of the case and identifying the best solutions at the right time. They have a willingness to dig deeper and ask follow-up questions when tasked with a project that may be antithetical to the law firm or underlying client’s overall goals, which ensures the method requested is truly the best approach. There are likely many different tools and workflows a PM can suggest to the law firm as part of the engagement. By staying close to the matter needs, they can meaningfully consult with a keen eye towards finding optimal solutions, and for the right price. For example, deploying a TAR model over a small, curated set of documents might not be the right solution, and a keenly consultative PM will be excited to offer innovative alternatives to achieve the same review goals.
3. Able to anticipate needs
By leveraging practical experience, a great law firm eDiscovery PM can anticipate the case team’s needs and respond automatically and instinctively. Think of this as the reason the server brings ketchup with French fries. Human experience has shown that often you’re going to be asked for ketchup. So why not anticipate the needs of your customer and offer it before they have to ask for it? This same partnership approach to client service applies well to eDiscovery project management and becomes muscle-memory for good project managers. Do you have a large promotion of documents for a review kickoff? We’re going to need users accounts, batches, coding layouts, and a second-level workflow. Is there processing data for a medical device company’s clinical research department? There are tools that can help identify and address HIPAA and PII concerns. A good project manager knows and understands these needs and can respond automatically because of that anticipation.
4. Easy rapport
The reality of eDiscovery is that there will be late nights, busy weekends, and tough conversations. Things are not going to go perfectly. How folks respond in those moments is really the secret to success, and the ideal law firm PM is someone you can talk to and trust in these moments. There should be an ease of rapport among the teams, allowing for ever-growing trust and camaraderie.
Law firms and their project managers are going to be spending a great deal of time together, some of which will inevitably be under rushed timelines and intense pressure. We all want to feel that we’re on the same team. Having a solid relationship foundation is essential in driving through those tough moments with grace and professionalism.
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