Can legal project management succeed in the unpredictable world of litigation and transactions?

Outlining the arguments against LPM

In mid-2013, it’s fair to say that we have now arrived in a world in which legal project management (LPM) is here to stay. In a recent survey by American Lawyer Media, fully 51 percent of managing partners, attorneys and top staff at major law firms said their firm was employing LPM in some manner. As recently as 2008, that number would have been much smaller. Project management just wasn’t on the radar screen of the legal industry, but it is now.

It’s clear that for a number of reasons that stem largely from client demands for greater predictability, accountability and transparency around the cost of legal services, major law firms are now embracing LPM, whether they want to or not. The demand has come, of course, from corporations and their in-house legal departments, many of which already employ LPM in their operations.

Contributing Author

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Samuel Goldblatt

Samuel Goldblatt is a Boston-based litigation partner at Nixon Peabody who represents domestic and foreign companies in a wide variety of cases, including commercial cases,...

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