Edited by Aileen Leventon - By Meredith Wise Mendes; Randall Brater; Katie Heilman; Byron S. Kalogerou; Todd Hutchison; Thomas Agostinelli; Dennis J. White; Kathleen Thompson; Kevin Bielawski; Lann Wasson; Sam Davenport and Brian Fanning
Inhaltsangabe
Chapter 1: Making legal project management work - a custom approach inspired by Einstein By Meredith Wise Mendes, executive director and chief operating officer of Jenner & Block Chapter 2: Innovations in legal project management - a law firm case study that focuses on client needs By Randall Brater and Katie Heilman, practicing lawyers at Arent Fox LLP Chapter 3: Putting legal project management principles into practice for M&A By Bryan S Kalogerou, partner at McDermott Will & Emery LLP, and Dennis J White, senior counsel at Verrill Dana LLP Chapter 4: Innovations in professional development for legal project development skills By Todd Hutchison, founder and leader of the International Institute of Legal Project Management Chapter 5: Daily management - meetings that matter By Thomas Agostinelli, director of practice management at Butler Snow LLP Chapter 6: Increasing profits with LPM practices By Kathleen Thompson, formerly senior manager of client value and matter at BakerHostetler Chapter 7: Close collaboration drives successful outcomes By Kevin Bielawski and Lann Wasson, director and associate director of legal project management at Husch Blackwell Chapter 8: Legal service delivery innovation By Sam Davenport and Brian Fanning, director of legal business solutions and director of practice economics at Davis Wright Tremaine Chapter 9: How law departments use LPM to improve the corporate bottom line By Aileen Leventon, principal of Edge International management
Chapter 1: Making legal project management work - a custom approach inspired by Einstein By Meredith Wise Mendes, executive director and chief operating officer of Jenner & Block Chapter 2: Innovations in legal project management - a law firm case study that focuses on client needs By Randall Brater and Katie Heilman, practicing lawyers at Arent Fox LLP Chapter 3: Putting legal project management principles into practice for M&A By Bryan S Kalogerou, partner at McDermott Will & Emery LLP, and Dennis J White, senior counsel at Verrill Dana LLP Chapter 4: Innovations in professional development for legal project development skills By Todd Hutchison, founder and leader of the International Institute of Legal Project Management Chapter 5: Daily management - meetings that matter By Thomas Agostinelli, director of practice management at Butler Snow LLP Chapter 6: Increasing profits with LPM practices By Kathleen Thompson, formerly senior manager of client value and matter at BakerHostetler Chapter 7: Close collaboration drives successful outcomes By Kevin Bielawski and Lann Wasson, director and associate director of legal project management at Husch Blackwell Chapter 8: Legal service delivery innovation By Sam Davenport and Brian Fanning, director of legal business solutions and director of practice economics at Davis Wright Tremaine Chapter 9: How law departments use LPM to improve the corporate bottom line By Aileen Leventon, principal of Edge International management
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