Do you want to take your practice to the next level?

Do you want to deliver on time and on budget?

Are you ready to deliver more effectively on client expectations?

Are you ready for world-class CPD training that will give you a competitive edge?

This CPD unit is designed and delivered by Therese Linton, a global leader in Legal Project Management and Legal Process Improvement. Over the last decade, she has worked with thousands of lawyers to transform their ways of working. 

You can gain your CPD points and learn practical skills that will make a real difference to the way you approach your work

That's amazing value for $97 USD

You can add on a second CPD Unit for $47 USD after you've checked out!
That's 2 world class learning units for $144 USD 
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What's covered in the Legal Project Management CPD Unit?

Introduction to Legal Project Management

This first section covers critical context and definitions, as well as the driving forces that are making LPM essential for any legal practitioner.

The tools and frameworks shared in this module will change the way you think about your work and the way you engage with colleagues and clients. Legal Project Management is becoming so embedded in major firms that clients won’t meet with Partners unless the Legal Project Manager is also present because they know it’s the role responsible for getting everything done on time and budget.
The Triple Constraint

The next section covers the Triple Constraint model from traditional project management is a powerful tool to manage expectations and the inevitable trade-offs that will be required at some point during a legal matter. 

It is an amazing tool that can be used to – 1. Set expectations around scope, cost, and timeframe with both clients and the legal team at the start of a matter; 2. Provide alternate scenarios for matter delivery based on different cost, time, and quality preferences; and 3. Monitor for any variations along the way so these can be discussed ad approved by clients before undertaking the work

Matter Scoping Concepts

Defining the scope of a matter involves the agreement of the specific objectives and identifying the work required to create all the deliverables, as well as the underlying activities, required to meet the objectives.

Inadequate matter scoping can lead to additional scope items along the way, leading to extra costs and schedule delays. If you get started on the deliverables too soon, then you will likely forget to plan for, and more importantly include effort and costs for, some of the critical deliverables and activities. This means you'll always exceed original cost estimates and either deliver late or need to put in some superhuman effort to deliver on time.
Matter Scheduling Concepts

Matter scheduling is where the detailed planning of the matter occurs. You take all the deliverables from Matter Scoping and identify all the activities required to create each deliverable. It’s critical that you also include time and effort for review and rework – too many lawyers forget these activities when planning and costing legal work.

Matter Scheduling concentrates on the identification of all the activities that must be performed in order to produce the deliverables that have been defined as part of the matter scope. 
Matter Costing Concepts

Matter costing is the process of determining an approximate value of the monetary resources required to undertake a legal project or legal matter. The cost of a deliverable is simply a function of the effort required and the cost of the resources assigned to perform the underlying activities.

Once the budget is estimated and locked in, it is critical to monitor and control the costs to ensure that the legal matter is progressing according to plan. Cost overruns are one of the most common sources of complaint from legal clients.
Next Steps

The last section looks at some common questions around Legal Project Management and some common mistakes that can be prevented through the application of the tools and techniques. 

It also covers a change management model that will support the adoption of Legal Project Management by a legal team or firm, as well as the LPM Competency Framework that is a useful reference for the new non-negotiable skills required by lawyers at different levels of experience.
Get a competitive edge and transform the way you work...

You can add on a second CPD Unit for $47 USD after you've checked out! 
Hi, I’m Therese Linton, a global leader in legal project management and legal process improvement. 

Over the last decade, I’ve worked with thousands of lawyers to introduce innovative ways of working that delights clients, reduces stress, improves work-life balance, and leads to better legal outcomes. 

I've got the practical experience and academic credentials to support you to adopt new ways of working. I'm one of the founders of the field of Legal Project Management and literally wrote the book in 2014. 

Legal Project Management can give you a competitive edge. You'll be more engaged, more organised, more productive, and more successful. You'll be less overwhelmed and less stressed. 

My approach to Legal Project Management is tailored to the practice of law and equally beneficial to all practice areas; in-house legal teams; and external counsel. 

You don't need to waste time studying general project management concepts to figure out which are most effective. I've done all the work for you!

My purpose is to inspire you to transform your working life and achieve great things.

Take control of your work and deliver better legal outcomes... 

You can add on a second CPD Unit for $47 USD after you've checked out! 


YES, YES, YES it does. I've got so many examples of the amazing outcomes and improved delivery that can be achieved by individual lawyers, as well as legal teams. I've only got room to share one with you now.

In 2011, I was working with my first legal project management client, a boutique law firm that is a recognised regional leader in aviation law. I worked with everyone in the firm for several months to understand the way they worked and to develop specific LPM tools they could apply to their legal matters. I delivered short team-based theory sessions and then spent time coaching each team member. The intention was to create innovation by doing what they already did better!

Over the years, I've continued to work with them to provide LPM continuing professional development opportunities for staff, and also their prominent aviation clients. I also come back every year to support the induction of new team members. 

Here's my favourite example of how Legal Project Management made a material difference to firm performance and led to the appointment of two new partners...


Back to my first client above, when I was briefed on the engagement by the Managing Partner he outlined the following challenges - 

- new lawyers were not meeting delivery timeframes

- junior lawyers were spending far too long on basic activities

write-offs were higher than acceptable

- all Partners were overwhelmed, leaving little time for supervision 

Over a period of several months, I provided introductory Legal Project Management for all fee earners and paralegals that consisted of short theory sessions covering - Matter Scoping; Matter Costing; Matter Scheduling; and Matter Resourcing. During this time I conducted several one-on-one coaching for all fee earners to identify the key Legal Project Management concepts and tools that would be most beneficial. I then worked with senior lawyers to tailor these tools for their specific matters, clients, and preferences. 

Finally, I conducted follow-up sessions with each Partner to review progress with the adoption of LPM and to discuss recommendations for changes to their individual supervision approaches that would best support their teams and resolve the challenges outlined in my engagement. They still remind me of the breakthroughs they achieved by adopting some of the basic tips that I gave them in those sessions! 

The two favourite tips are - 1. when you assign a piece of work to a junior lawyer always indicate how long you expect it to take and when they should check in with you for a progress update and receive further guidance, and 2. always share the letter of engagement with the entire team and brief them to ensure alignment around the approach to the matter and expectations of the client.

Several years later when I came in for the annual refresher workshops, I received the incredible news that two of the senior lawyers that I had worked with initially had gone on to become advocates for LPM within the firm and had recently been promoted to partner. The specific situation that led to the promotions was as follows...

One January there was a totally unexpected doubling of volumes of matters. The lawyers who had successfully adopted LPM were able to handle the increased volumes with ease. They still put in some extra hours but they were organised, planned their workload, and were calm in their approach. Never missing any critical client delivery. That's such a great endorsement for the power of Legal Project Management!

It is also interesting that shortly after this, the firm was able to survive the loss of several non-performers with no impact on client outcomes. These non-performers had continued to push back on the LPM ways of working that were favoured in the firm. So, can you afford NOT to understand and adopt Legal Project Management?
Legal Project Management can be a path to partnership...

 You can add on a second CPD Unit for $47 USD after you've checked out! 


Where did it all begin?

I am one of the founders of the Legal Project Management movement that has changed client expectations forever and led to new ways of working for lawyers. As a result of my work (and the work of other leaders in the field), it is now possible for lawyers and non-lawyers to embark on a new career path as a Legal Project Manager

It all started when I joined Herbert Smith Freehills (then Freehills) in 2009 to head up their Project Management Office for Business Services. I was their first new hire post the Global Financial Crisis so it was a big deal for them and a big deal for me!

Becoming one of Australia's leading project management educators...

By this time, I had over 20 years of experience as a project delivery professional and had spent the last few years developing and teaching the Certificate of Project Management and Diploma of Project Management for the Institute of Tertiary and Further Education in Northern Sydney. 

My path as an educator of project managers all started with my frustration with the lack of formal project management offerings that led to practitioners who could successfully apply the techniques. If you could say project management then you could call yourself a project manager even if you had no skills or in-depth knowledge of established frameworks and methodologies. So I thought I should 'put my money where my mouth was' and contribute to my profession by setting out to develop genuine project management practitioners. 

Only a few months earlier I had started as an Adjunct Lecturer for Sydney University's groundbreaking Masters of Project Management. A role I loved and did for 7 years before deciding to concentrate on Legal Project Management. 

It is within this context that I start my exciting new role and I am firmly on my path to being one of Australia's leading educators of project managers.

Wondering why lawyers didn't use project management...

I'd never worked at a Law Firm before and this was such a refreshing change for me. After a few short weeks, I began to understand that legal matters had the same characteristics as projects...

So I started to wonder why lawyers hadn't woken up to the possibilities of project management and how these proven frameworks could help reduce stress, gain a competitive advantage, and deliver better legal outcomes.

I dug into the internal training program for lawyers and found there had been an attempt a few years previously, to introduce project management skills to Senior Associates. The basic one-day Project Management course had been run a few times and then deleted from the training program due to lack of interest. I could see why! 

None of the content had been tailored for the legal profession and there were no legal examples. I bet the Senior Associates left the training day scratching their heads as to why they had been sent on the training and thinking that it could possibly assist them when they decided to build or renovate a house. It probably increased their stress levels as they had missed a day working on critical deadlines!

At that time there was a lot of discussion within the firm and on blogs by prominent consultants to the legal profession, that lawyers were often extremely reluctant to acknowledge the professional expertise of others, and to adopt good practices from other industries. They simply had no idea how directly applicable and beneficial the adoption of project management practices could be to the conduct of legal matters...and they were TOO BUSY to figure it out for themselves.

Unexpected interest from in-house counsel...

I had been sharing articles from leading thinkers about the future of the legal profession and having discussions with the Managing Partner and Chief Operating Officer about Legal Project Management. I knew these emerging concepts would give the firm a competitive advantage by ensuring on-time and on-budget delivery that BOTH reduced write-offs and provided more effective client engagement.

Finally, I was allowed (yes that's how it felt) to deliver a one-hour CPD session on Legal Project Management for clients. These clients were mostly in-house counsel and often looked to their external counsel to provide value add through CPD and CLE sessions. 

I had been so busy developing the business services project delivery methodology and running the project management office that I hadn't had time to check in to assess enrollments prior to the session. So I was rather astounded when I walked in to find I was presenting to a room of over 120 clients in the Sydney offices! I went down to Melbourne the next week and we had over 90 attendees. It was a good thing that I am a confident public speaker with experience delivering lectures to large groups of students.

The feedback from attendees was amazing! I was BLOWN AWAY!! Comments like 'the best CPD training I've ever attended' were on repeat.

My first pilot course in Legal Project Management...

At the same time, there were a few innovative partners that had started to approach me to find out more about Legal Project Management. 

This was mostly due to pressure from clients, such as major banks and property development companies, who were applying pressure on our legal teams to adopt project management techniques and would often send in GANTT charts of the matters from their perspective and expect our legal teams to understand these and respond with similar structure around the legal work.

After a specific request for Legal Project Management training (that didn't exist at the time) I was asked to develop Freehill's first course in this area. It was a two-day introduction to Scoping, Costing, Scheduling, and Team Delegation principles that are core to project management. I had spent time before the course reviewing the Letter of Engagement produced by the team. This allowed me to understand their matters and to build Matter Structures (core LPM tool) for their major types of matters to include in the training. 

I tend to prefer the Socratic method of teaching that relies on asking questions to help students learn. My take on this is to ask lots of questions and to get students to undertake lots of activities to test their understanding of the concepts. Otherwise, they walk away with some great theories and no idea how to apply them to their work. 

They couldn't believe that I had been able to create visual tools to represent the scope for their matters and could immediately see how these would support their client conversations, as well as become precedents to use for future matters of the same type.

At one point I asked them challenging questions like - 

Why don't you have regular team meetings?

Why do you write off so much of the fees? 

How do you share knowledge with new team members?

What is the difference between a deliverable and an activity?

Some of the answers were truly surprising and all could be resolved through the application of legal project management techniques and the introduction of small disciplines across the team. Once again, the feedback was excellent and I knew that I was onto something!

That's when I decided to develop the world's first Legal Project Management framework!

Sure, there were a few post-GFC examples of innovative approaches by forward-thinking law firms that could see other firms going out of business. Seyfarth and Shaw decided to adopt Lean Six Sigma across the firm and these frameworks are now more broadly known as Legal Process Improvement (another of my specialist areas). 

Several leading US consultants started to use the term Legal Project Management and the first book on Legal Project Management was published - a light and easy collection of stories with no formal frameworks and only a few tools that could be applied in practice.  

None of them had approached LPM from a holistic perspective, and none of them had my academic experience in designing, developing, and delivering effective training content. Just after I finished writing my first university textbook - Project Management Essentials, Cengage, 2014...

I started writing the first practice management book on Legal Project Management, LexisNexis 2014.

Now it's time to create momentum and share Legal Project Management

I left Freehills shortly after delivering their first, very successful Legal Project Management training course, mostly because I wanted to share Legal Project Management across the entire legal profession. 

And that's why I am here give this information and knowledge to you!

Are you ready to transform your working life and achieve great things? 

You have the power to use Legal Project Management to deliver on time, on budget, delight your clients, and delight your boss...

And be able to plan better, achieve more, and stress less!

You're invited to take control of your working life... 

You can add on a second CPD Unit for $47 USD after you've checked out! 


I've been working with Therese for years, during that time she worked with us to create Ashurst's Legal Project Management Framework and introduced my team of Legal Project Managers to amazingly simple tools that have increased their productivity.
Rachael Moore, Former Global Head of Legal Project Management, Ashurst
The number of our matters doubled unexpectedly one January. The lawyers who were actively using the frameworks and tools introduced by Therese sailed through it and the others really struggled to keep up.
Ben Martin, Joint Managing Partner, Norton White
Therese has delivered training for me when I was at Gilbert + Tobin and again in my role at McCabes, where we also engaged her to provide on the job coaching to our practice groups. In the coaching she is gently persuasive, and is such an expert that she is able to select exactly the right tool for every situation and every individual. 
Jane Hogan, Quentin Bryce Scholar & Former Head of Knowledge & Transformation, McCabe Curwood
It's easy to take the first step to transform your working life... 

You can add on a second CPD Unit for $47 USD after you've checked out! 

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