As the demands of e-discovery continue to expand, litigation teams seek a special kind of project manager—an “e-discovery unicorn” who seamlessly combines technical expertise, leadership, and an ability to communicate complex processes in an accessible way. This evolving role was the discussion of a recent webinar for ACEDS, which you can listen to here. The consensus was that it requires more than a grasp of technology. Instead, it needs a savvy professional who can navigate organizational constraints to excel.
Mastering the Basics is the Foundation of Success
Successful project managers focus on the foundational elements of e-discovery to ensure they are handled so seamlessly that they often go unnoticed. This type of silent efficiency builds trust and reliability, essential qualities for strong project managers.
Resource Allocation is Essential for Project Management Success
Time, budgets, and human resources are finite, so effective e-discovery project managers must operate within the constraints of any given matter. “You can’t break the laws of physics, and sometimes project management is just math; you have a certain amount of people, a certain number of tasks, and a certain amount of time, and understanding that calculation is an important part of the process,” explained Jeff Jacobson, a partner at Faegre Drinker. Balancing these different elements to meet specific goals while avoiding costly mistakes is a hallmark of savvy leaders.
The Project Manager as Conductor of the E-Discovery Orchestra
In e-discovery, the project manager often serves as the orchestra’s conductor, guiding the entire team while simultaneously attending to each component to anticipate potential challenges better and identify and mitigate risks early. “They don’t necessarily make the music themselves, but project managers help facilitate the transfer and the handoffs to ensure everything happens correctly; the most successful professionals are orchestrators, who help design the music that is performed,” said Dera Nevin, a Managing Director at FTI Consulting.
This proactive approach requires project managers to lead without necessarily being in charge. They must make the critical calls that keep the project on course while ensuring their processes remain effective and adaptable.
Applying Technical Acumen and Case-Specific Knowledge to Thrive
While technology alone will not yield project management success, knowing how to use e-discovery tools efficiently is invaluable. Ultimately, e-discovery leaders combine technical knowledge with process improvements and quality control protocols to ensure accuracy and defensibility. “E-discovery is full of pitfalls for the unwary, so it is important to rely on a team of experts and memorialize everything,” advised Al Lindsay, a partner at Hogan Lovells.
Becoming the E-Discovery Unicorn
To remain effective, e-discovery project managers must continuously develop their skillsets and elevate their approach to stay competitive. The most successful project managers routinely seek certifications and industry knowledge but also work in organizations that foster professional and personal development. Forward-looking organizations build resilient teams that thrive by equipping project managers with the skills to advance, the tools to adapt, and the autonomy to innovate.
Conclusion
The e-discovery unicorn often serves as a universal translator, bridging the gap between the legal, technical, and operations teams. “It is crucial to be able to work across the business lanes, whether in HR, marketing, or legal; understanding the intersections is a hallmark of e-discovery unicorns,” said Sonya Judkins, Senior Manager of Discovery & Information Governance at T-Mobile.
As a result, the role requires a unique balance of expertise and humility, as leaders with whom they work rely on them for complex guidance. They also trust that their workflows are optimally efficient and designed to produce the best results.
