Know Your Law Office Technology Options Something for Everyone

Transcription

1 Know Your Law Office Technology Options Something for Everyone Compliments of

2 Table of Contents Introduction: This guide's for you... 2 Case Intake: Cases benefit from a good start... 4 Conflict Checking: Protecting your firm quickly and with certainty... 7 Calendaring: It's vital, so make it foolproof... 9 Case Management: Keep your key information within easy reach Contact Management: Make a good impression, all the time Document Assembly: More automatic than you think For past, present, and future client communication Time, Billing and Accounting: Critical to every type of law practice Going Paperless: Just trying will save you money and time Smart Phones: If you're not there now, be aware of what you re missing Access Your Data 24/7: When you want to, and when you have to Computer Networks: Knowing the fundamentals can take you far Back-up: Your best protection Resources: Keep the momentum going Page 1

3 Introduction This Guide's For You Every law firm needs to make good technology decisions to stay efficient and competitive. Doing nothing (because it all seems confusing), or living with out-of-date solutions, (because it s inconvenient to research what s available today) work against the firm s best interests. This guide is based on expert advice of attorneys and technology consultants. It will help you understand your options. Each chapter covers a separate area, discusses different choices you can make, and the pros/cons of each. The decisions are yours to make. As you act on what you learn, your firm will see improved productivity, deliver higher levels of client service, and be more successful. Is technology only for firms of a certain size? Absolutely not. For a small firm, time is one of the most valuable resources and one of the scarcest. Inadequate or improper use of technology deprives a firm of sufficient time for more valuable activities, such as practicing law, marketing, growing the practice and, as hard as it may seem to achieve, having a reasonable amount of personal time. Because time and resources are limited, effective use of technology is critical to giving smaller firms the edge to excel while helping your staff maintain their sanity. For a large firm, because there is an abundance of concurrent activities and people involved, it's easy for important details, information and deadlines to fall through the cracks. Effective use of technology is essential to managing the high volume of interconnected data (case facts, people, events, documents, form and ) and streamlining the work flow to move cases along quickly and smoothly. Making changes takes time Why should a firm add technology? Law firms often find themselves in a Catch-22 scenario: current office procedures are inefficient and precious time is slipping away, yet, for this very reason there is no time to implement a better system. Being able to keep up with appointments, respond to emergencies, and answer the demands of clients, is time sensitive. It is critical to step back and look at the big picture. Spending all your time working in your practice leaves no time to work on your practice. Improving your firm needs to be made a priority. A firm that embraces technology will see better results. Page 2

4 The current system seems to work fine. Why change? If it s not broken, why fix it? This is a common justification for lack of change. The danger in believing the current system is good enough is that it is easy to overlook inefficiencies that cost the firm money as well as accept risks that jeopardize the practice. The first two sentences of Jim Collins' business best seller, Good to Great, summarizes this well, Good is the enemy of great. And that is one of the reasons that we have so little that becomes great." Small changes are sometimes avoided until a firm falls behind and outdated practices start to negatively impact efficiency, staff morale, client service, malpractice risk, profitability, and competitiveness. By the time these firms seek help, they are dealing with a full blown emergency. Avoid this trap and become great. Every firm needs to embrace change to stay competitive. Burned before? Why risk more change? Some firms say they ve been burned in the past by investing in promising technologies only to abandon those technologies when they don't work as expected. It s frequently the case that they didn t do their homework: invested in the wrong solution, failed to get full commitment from the staff, or didn t commit to proper training and implementation. Occasionally, they just got a bad product. Most firms appreciate the need for a system that addresses their underlying problems. Page 3

5 Case Intake Cases benefit from a good start Client intake is a critical starting point for new cases. For some practice areas, it's as simple as capturing names, addresses and new case information. In other practice areas, case information is considerable and complex. For example, personal injury cases require a wide range of data on damages, injuries, insurance companies, medical treatment and billing information, related parties, and more. Regardless of the practice area, most cases involve a series of events that must transpire in a sequential, timely fashion after completion of the initial intake. Conflict checks must be run, parties notified, records requested, letters prepared, civil procedure rules scheduled, and the remaining case work flow established. Common problems with case intake: Case intake is time-consuming: If your firm is re-entering information from a paper intake form, or has multiple people and systems for matter work flow (client interviews, data entry, conflict checks, event calendaring, file set up, etc. ), today s technology can speed up the intake process dramatically. Case intake is error-prone: Mistakes are common when your intake process includes potential problems: double entry, handwritten information, multiple people handling information, verbal communication, lack of data validation, or an undefined work flow. The consequences of mistakes can be significant, leading to embarrassment, delays, missteps, or malpractice. Case intake is incomplete: Capturing insufficient information in the intake process can lead to significant case handling, document generation, and reporting problems before the case can be closed. Basic Technology At a minimum, intake information should be entered directly into an electronic form. There should be one form for each practice area. This could be a template with all the right data boxes, questions and descriptions. If well done, this template could be sent to the client to complete before the initial visit or used by an assistant or paralegal, ensuring that all the relevant information is collected. Finding the appropriate intake form in the file system Typing/copy & pasting information into the intake form Sending( ing) the intake document to the staff for review to ensure no conflict of interest Scheduling the correct dates on the correct attorney s calendar to ensure deadlines are met Page 4

6 Not finding the conflicts Missing deadline details in the work flow on appropriate calendars Mid-level Technology The use of a practice management software program offers integrated, electronic intake forms that automate the intake process and are customized for each area of practice. Intake forms validate data at the point of entry. For example, if an address is entered without sign, it can be flagged for immediate attention, rather than having the mistake impact your case handling later on. Upon completion and acceptance of the intake form, practice management software automatically files and saves your case data, contacts, notes, and events, linking everything according to set protocol. Billing information can also be set up by the program as well. Typing/copy & pasting information into the correct intake form Quickly doing a conflict check within the PM system Scheduling the correct dates on the correct attorney s calendar to ensure deadlines are met Missed deadlines due to manual scheduling or incomplete delegation/communication High-level Technology A fully integrated (and utilized) practice management system with online intake forms and automated work flow will streamline the case sequence and help ensure actions happen. Online intake forms also allow a potential client to enter all the relevant data, increasing the likelihood that names and addresses are spelled correctly, and that the facts of the matter are verbatim. AbacusLaw allows you to place your intake forms on your network (for staff to complete) and/or on your website (for clients to complete). The software, with the information provided, can set into motion the subsequent steps of setting up a new case: drafting a client welcome letter, calendaring follow-up events, and assigning case tasks to staff members. Many firms waste time and delay cases by not establishing and standardizing case work flow following intake. For example, routine activities that follow, such as checking treatment status, requesting medical records, or sending discovery requests, can automatically flow without the need to micromanage or remind staff. Each firm has a unique set of steps that must occur after case information is entered, and these steps vary based on type of case and attorney preference. For example, family law cases involve a much different set of steps, documents, and events than bankruptcy cases. These steps (automated by rules) can be automatically entered into staff calendars to ensure reviews, notifications, and events are completed on a timely basis. Page 5

7 Check over the data entered by a prospective client, accept or augment data as needed. Once the file is properly established, matters, contacts, events and actions are automatically set up No major risk Final Thoughts Intake forms can also be used for marketing purposes, especially if put on your website. For example, how did prospect find your firm (an ad, internet, referral, etc.)? What factors entered into their choice? Capturing demographic information can also be important for marketing decisions. Make sure all prospects are on a follow-up plan, including them in such marketing tools as newsletters, to regularly educate and nurture them with compelling information. Page 6

8 Conflict Checking Protecting your firm quickly and with certainty Checking for conflicts of interest are an ethical responsibility of all law firms and protects both clients and firms. To this end, firms that rely on established conflict checking systems every time they talk to a prospective client or take on a new case are protecting themselves from embarrassment, wasted time, negligence and sanction. Consequences of incomplete conflict checking procedures include the possibility of malpractice suits and, at the least, wasted effort and potential financial loss. A good system includes searches for conflicts by checking a list of the firm s clients (current and former), a list of other parties, and a list of lawyers who have represented other parties involved in your client's matters. These searches must be conducted prior to the new client signing a retention agreement with your firm. A surprising number of firms depend upon their staff's collective memory for conflict checking. Accuracy is only as good as the staff s recall. While many attorneys claim to remember the details of every case, at some point this method is inadequate and incomplete due to staff turnover. Paper files are probably the biggest barrier to thorough conflict checking, because going through the files of all past cases is prohibitive. The best conflict checking system is one that search thoroughly each and every time, quickly and completely. Basic Technology The best someone can do with disparate software and a lack of automation, is to track matters in either a spreadsheet, contact manager or small database, and the search of all electronic documents, , calendars, time-tracking and billing systems. Even then, an or alert to staff members is in order, asking that they check records and memory for recalled names or case files. Creating a process with multiple systems and maintaining all of them Searching the multiple systems, documents, , etc. Search archived documents since keeping all past cases on active disk drives becomes unwieldy ing an overview document to staff members seeking possible conflict Delaying the start of a matter due to prolonged conflict search Page 7

9 Catching the conflict after being engaged with the client, due to search time requirements Evidence of conflict in scanned documents (when scanned as image, they are not search-able) Conflict exists in old documents on legacy systems (difficult to access) The larger the task and human interaction, the more error prone the process Not finding a conflict can have devastating consequences High-level Technology The conflict checking process needs to be as fast and accurate as possible. Since a computer-based conflicts system can conduct a thorough check rather quickly, it is more likely to be used routinely by the firm. Also, it is less likely to overlook a single name buried in a large database. In place of human recall and physical search, for faster results, a comprehensive, fully searchable electronic repository of past cases is a must. High-level technology dictates the use of an integrated practice management system that captures contact notes, contact records, case records and case notes. Immediately upon completion and acceptance of the intake information, the conflict checking system is effective. The system links all related data inextricably together forever, so cross-referencing is not needed. Practice management software provides a one-stop hub of comprehensive information for thorough conflict checks. Conflict checks search all text in the system quickly (depending on the size of the database, but should be only take minutes) Reviewing search results to scrutinize potential conflicts No major risks Final Thoughts Have clear procedures in place for handling possible conflicts that are found. Here is a "best practice" procedure: If a potential conflict is identified, the responsible attorney should be notified immediately. If it s clear that a conflict exists, send a non-engagement letter describing the conflict and the adverse affects to both you and the client if you proceed. If a possible conflict exists, analyze the pros and cons of taking the case. Make all necessary disclosures to the client and advise him to seek legal counsel to determine if he wants to proceed with your firm. If the client wants to proceed, obtain informed written consent in the form of a waiver. Send an engagement letter. Page 8

10 Calendaring It's vital, so make it foolproof Accuracy in calendaring is critical for every firm. Missing a deadline leaves one subject to sanction and malpractice. With statutes of limitations, pretrial motions, discovery and interrogatory requests, or any other court mandated deadline, there are plenty of opportunities for errors. In fact, the number one source of malpractice claims for law firms is calendaring mistakes. Most practices rely heavily on the accuracy of their calendaring system. Legal calendars are a complex series of frequently intertwined dates for numerous people and cases. All staff must stay on top of every event and every deadline. The more people that are involved in a matter, the more complicated the calendaring task will be. What is needed is a flexible and efficient system that adjusts quickly to changing circumstances, keeps everyone in and outside the office synchronized to the master calendar, and provides reminders and alarms that ensure everyone stays ahead of deadlines and case delays. Most firms find their calendaring system does not live up to their needs. If your firm is using the wrong tools or the right tools incorrectly you are vulnerable to delays, embarrassment, and even sanctions! Common errors include: 1. Dates are calculated or entered incorrectly 2. Important events catch staff by surprise or fall through the cracks 3. Events are calendared for the wrong person 4. Appointments aren t set correctly for other people 5. Civil procedure rules are not entered accurately 6. When events are rescheduled, related deadlines are not properly recalculated Basic Technology At a minimum, good calendaring software is needed. Appointments, deadlines, to-do lists and necessary calls drive daily activity. This system requires staff members to type appropriate appointments and events onto the calendar. Documents tied to events on the calendar must be tracked and are likely created using the favorite document templates of each attorney. Each event requires sufficient time for preparation. To do this effectively, the right reminders and alarms are needed. For example, it might require 5 minutes to prepare for a phone call, one hour to prepare and get to court, and one day to prepare a large document. Alerts can be programmed into the calendar with these lead-times, giving notice that the event is approaching. Page 9

11 It is getting easier all the time to set-up smart phones to have basic calendar access remotely. This can help keep the attorney on schedule when not in the office. If calendars of staff do not match, time is needed to keep everyone informed of changes. Setting the appropriate reminder time for each event to allow for prep time (this can differ for each attorney depending on staffing and delegation). Typing/copy & pasting information into the calendar that already exists in some system. Retrieving correct templates in word processing software that are needed for the upcoming event. Setting up calendar syncing to a smart phone. Using different versions of the same template. Each partner has a slightly different template, so when one gets updated because of a new ruling, the others may not (Managing multiple template directories). The attorney or his/her administrative help don t have the latest dates, since they changed, causing missed deadlines. Failing to preserve an audit trail for document production. Depending on basic smart phone syncing that is not tied to a central calendar can lead to missed appointments or double bookings. Mid-level Technology Mid-level technology dictates an integrated practice management system which allows the linking of events to cases, documents and s. Event types can be prepared for each practice area to make daily activities efficient and complete. For example, if there is a need to generate a medical records request, the document can be put together with matter-specific information in a couple clicks of the mouse because events, the forms needed for them, and case files are linked. Information already in the system (contact, dates, etc.) can directly populate the form, saving time and increasing accuracy. This is not possible with a generic calendaring system. A practice management system also has robust event reporting. For instance, one is able to identify open cases without any follow-up events, acting as malpractice alert report. Alarms generated by the calendar can alert staff that an appointment is imminent. Set -up the common practice specific events once One time creation of the templates that are tied to the events Training the staff to embrace these features Less common events are manually entered into the calendar with appropriate links Set up syncing to smart phones Not populating the calendar with all the dates for the matter and the relationships between the dates. Page 10

12 When an event is rescheduled, future deadlines need to be recalculated and will not be done automatically. A template has been updated and there is not a process to ensure the staff uses the updated form or template. (Staff tends to use the last form they remember using.) High-level Technology The highest level technology again uses practice management software, but allows other advantages. Since most documents are generated as part of a series of events, documents should be tied to the event and generated automatically when the event is triggered. This is faster, and minimizes the possibility of human error or oversight derailing the production of documents. Workflow Rules can automatically trigger the assembly of records requests and other routine documents. Workflow Rules should also trigger staff follow-up, confirmation of the generation and delivery of documents, and should eliminate errors that might delay the case. Using a rules-based calendaring system makes sense. Rules are a firm s best friend and not just for a litigation practice. They not only automate the calendaring of complex civil procedure timelines, but they automate routine tasks such as record requests, task delegation, demand letter responses, and new case tasks. Rules keep everyone on task and proactively moving the case forward. Rules automatically calendar a series of related events, checking for conflicts and court holidays. Rules not only plug necessary dates into the calendar, but assign them correctly to staff and give everyone appropriate reminders and alarms associated to each date. The other beauty of using rules is the ability to adjust a series of dates if an earlier date slips or is rescheduled. Just move one date and the linked events and reminders are moved as well. Successful, efficient law firms use rules based calendaring with their practice management software which includes state civil procedure rules (for litigation practices), new case rules, and practice area specific case handling rules. Generating deadline, status, and alert reports becomes a simple step. A report of all upcoming deadlines can be made routinely for staff review. These reports make certain there is ample time to delegate tasks and shift resources to meet deadlines. One time set-up the common practice specific rules for a series of events One time creation of the templates that are tied to the events Training the staff to embrace these features Less common events are manually entered into the calendar with appropriate links Set up on syncing to smart phones No major risks Final Thoughts The use of multiple calendars that don t share information puts a firm at risk of miscommunication and errors. The safest and most efficient way to maintain a calendaring system is to have one centralized calendar from which everyone can view their own events, other people s events, and group events. Page 11

13 Case Management Keep your key information within easy reach Most cases involve a high volume of interconnected data: Case facts People Events Documents Correspondence A firm s ability to efficiently organize and process this data is essential as it impacts the caseload, length of each case, malpractice risk and the firm s overall competitiveness. Successful firms understand the importance of good data management in the effort to keep cases moving along quickly and smoothly. Even with the best people and systems, case bottlenecks are commonplace. First, most firms tend to focus on the most urgent cases, often neglecting other cases in the pipeline. Second, firms generally don t have an adequate system in place for managing case work flow, alerts, and reporting for their open cases. This allows many cases to be ignored and to fly under the radar. Typically, neglected cases tend to accumulate in the pipeline, creating bottlenecks. Bottlenecks can be at the very beginning of a case: Prospective cases waiting for a decision on whether to be taken or not. They can be in the middle: Cases requiring the assembly of voluminous medical records and years of bills from multiple providers to move to the next step. They can be those with longer time schedules: Older cases requiring action to be settled. Regardless of when a bottleneck happens, it will build up and damage case handling effectiveness. Cash flow suffers as the number of new cases declines, the length of each case is protracted, and the number of cases settled each month declines. Basic Technology Basic technology involves tools and software that rely inherently on the organizational skills of attorneys and staff. Organizational failures will lead to firms playing catch-up, fixing poorly organized or poorly administered cases. Thorough intake procedures and forms must contain all needed information and be completely filled out. Bottlenecks are likely to occur in cases that fail to get calendared correctly, assigned the right follow-up steps, or are missing key information. The key is the initial case setup. Done correctly, firms will be setting into motion cases that are destined to flow smoothly. (Please review the case intake section earlier in this guide for more information). Page 12

14 It is imperative to think about cases as having set phases with specific activities that take place during each phase. As cases move from phase to phase, there should be a clear set of procedures for managing the transition. Without work flow procedures, cases frequently get stuck or delayed at individual phases. Monitoring the status of cases when you use intake templates, contact management software and basic calendaring software is done manually and can lead to missteps. Typing/cut & pasting information into templates, calendars, contact management systems Scheduling activities that are to take place during each phase of the case Creating each form, request, document related to the matter Monitoring transitions between phases Delayed start if intake is not complete initially, due to missing information and waiting for conflict checking. Manual conflict checking can be inaccurate because of the difficulty in making it comprehensive. Not accurately documenting, calendaring, or assigning each step of the needed event. Missing information which may hold up the cases down the road Ineffective monitoring of transitions Not using the firm s most up-to-date document Mid-level Technology Mid-level technology dictates the use of a practice management system in which complete electronic intake can be accomplished. One of the benefits is that shortcuts cannot be taken if fields are marked as required because the information cannot be saved if the required fields are empty. Once the matter is in the system, events and deadlines can be entered in the calendar and delegated to the right people for integrated communication. Everyone will have access to the complete information and be aware of the events, activities, s and deadlines that are posted into the database. Practice management software also has the necessary tools (case status, deadline, and staff to-do reports) to delegate and prioritize staff activities. Tracking what cases each staff member is working on, what progress was made, and where there is additional bandwidth is critical to good delegation. The software produces an audit trail, showing what each staff member has accomplished. Keeping everyone working on the correct case, and quickly shifting assignments when necessary, is straightforward. Firms can use case notes, instant messages, verbal reminders, or meetings to convey work assignments, depending upon what works best for them. Studies have found that lawyers lose 15 minutes each day looking for misplaced information, and 10% of cases have at least one piece of information that cannot be found. This results in firms falling victim to the scavenger hunt: a couple minutes looking for an , a couple more minutes fumbling through a case file, a trip down the hall looking for important documents. It all adds up. This wasted effort distracts staff, only adding to bottlenecks. Using practice management software consolidates case Page 13

15 information and gives everyone the ability to access all information quickly from their desk. One time set up for the common practice specific events and assignments Time reviewing progress & staff accomplishments, and making adjustments Training staff to embrace useful features Set up syncing on smart phones Not populating the calendar with all the dates for the matter and improperly assigning the work to staff members. When an event is rescheduled, future deadlines need to be recalculated and will not be done automatically. High-level Technology High-level implementation takes practice management software to a new level by setting up case rules for each case type (or for each attorney). New case rules establish the case work flow by adding a series of events and reminders assigned to individual staff members and to the case calendar. If new case rules are properly established, successive steps and staff accountability will fall into place. (Refer to the calendaring section of this guide for more information). With an integrated practice management system, monitoring the status of cases, setting up alerts and reminders, becomes automatic. This function makes sure cases are progressing as planned and everyone is aware of upcoming activities and deadlines. At this level firms have the opportunity to go nearly paperless. Typically, 10% of a firm s total documents are signed certificates and documents requiring seals that should be stored in a safe place. The rest of the documents are information, which can be stored electronically. Paper is easy to handle but a nightmare to organize and retrieve. (Refer to the paperless section of this guide for more info.) One time setup the common practice specific rules for a series of events Can be intensive on the initial set up. Many firms prefer to change over as new cases are accepted. Training the staff to embrace these features Set up on syncing to smart phones No major risks Final Thoughts Everyone in the office, from attorneys to clerks, is involved in case management. Using the right tools is essential, but having well trained, committed employees is key. Get commitment and buy-in for office systems and procedures from staff. Create standardized, well organized file folders on your network so it s clear where to save documents. Set these as the default locations in your practice management software to Page 14

16 streamline their use. Make sure all your electronic files are also saved using a standardized naming convention. This is less critical with practice management software, since documents are linked to the matters and contacts. Make sure every case gets the attention needed by consistently monitoring all cases and staff activity, vs. letting squeaky wheel get the grease. Make sure your staff is focused on moving forward all open cases, not just the most visible ones. Behavioral change is more likely to gain momentum, become habit, and become part of the culture when the first behavioral changes are recognized either publically, or through incentives. This shows the staff that these new processes are important to the firm's partners and to achieving the firm s goals. Page 15

17 Contact Management Make a good impression, all the time The legal profession is one with many contacts to manage: clients, defendants, opposing attorneys, adjustors, experts, insurance companies, witnesses, judges, referring colleagues, important business contacts, etc. Staying in touch is essential to achieving your goals. Generally, all staff need quick access to pertinent data regarding these contacts, including general contact information, notes, case information, s, documents and calendared events. Firms need to run conflict of interest checks, generate letters, forms, s, and documents. A universal contact database gives staff this ability. Generic programs such as Outlook or other customer relationship programs (often generically referred to as CRM) manage only a small portion of the data and activities that law firms now require when it comes to contact management. They are not recommended for law firms, because of serious contact management and calendaring limitations. Basic Technology Basic technology relies on a combination of software and paper files. The first step in building contact lists is intake. As covered in the intake section of this guide, this process should at least involve electronic templates. Information to be gathered for contacts should be predetermined, and the templates followed strictly. Tying information to the contacts, at this basic level of technology, still requires a lot of manual work. Document assembly for case matters is mostly manual, even though basic forms should be available using word processing formats. Finding the appropriate form in the file system Typing/copy & pasting information into the intake form Scheduling the correct dates on the correct attorney s calendar to ensure deadlines are met. Using incorrect versions of the form Missing deadline details in the work flow on appropriate calendars Mid-level Technology Mid-level technology suggests that a firm implement a good practice management software package. This gives several key advantages to managing contacts. Practice management software gives firms an efficient method for tracking contacts that provides all necessary information in one location, including standard contact information, contact notes, Page 16

18 calendared dates and, if applicable, links to related names, case information, s, documents, forms, and billing information. Searching for a contact's phone number in one location, an in another, a document in a third, and financial information somewhere else is simply a waste of valuable time. For example, if a letter sent to an expert witness for a new client is needed, and only the client s name is available, the process for searching with good software is: Type in the first couple letters of the client s last name (all data should be accessible by smart searches and keywords). Locate the client's name among the list, and pull up that contact's information. Select the linked names screen to locate the expert witness. Open the expert witness s contact screen, find and open the appropriate letter. With the right software, this is a simple process, since all data is interlinked and is a couple mouse clicks away. Single entry simplicity: Many firms enter new contact information in completely separate software applications for names, cases, conflicts, documents, forms, rules based calendaring, and financial records. This wastes precious time and risks errors entering contact information in multiple locations. In addition, the maintenance of all these files is a nightmare. The risk of using multiple programs is that of a name being updated in one location, and subsequent documents and forms to be generated using old contact information from a different location. This exposes a firm to potential malpractice claims, missed settlement opportunities, or worse, etc. Access from anywhere: Practice management software allows contact information to be available regardless of your location (at any computer within the office, on the road with a Smart phone, from a home computer, or from a laptop). This allows the opportunity to call a client back from outside the office, or to reference case deadlines when working from home. Please refer to the remote access and smart phone sections in this guide for more information. One time set up for the common practice specific events and assignments Time reviewing progress & staff accomplishments, and making adjustments Training staff to embrace useful features Set up syncing on smart phones Not populating the calendar with all the dates for the matter and improperly assigning the work When an event is rescheduled, future deadlines need to be recalculated and will not be done automatically High-level Technology High-level technology applies case rules for each case type, and by attorneys as well. There are a couple of additional key advantages that this gives a firm. Page 17

19 Single-step document generation Complete any document (letters, court forms, demand letters, discovery letters, motions, questionnaires, etc.) directly from integrated calendar, contacts and matters. There is no need to maintain separate document assembly software, generate documents by hand or copy and paste information into documents and forms. This alleviates another form of wasted time & exposure to errors/risks. Firms should determine all the important documents that it generates and the ideal layout for each of these documents, and then build a master library that all staff has access to. Efficiently and quickly generating any document or form, and having confidence that data isn t missing, calculations aren t incorrect and the text is typo free is critical to success. Educate, nurture, and reward Contact databases are a goldmine. Well managed prospects may become clients. There are clients who may make a referral or return to the firm with another matter. Conversely, ignore or mismanage contacts and reputation and business will suffer. Maintaining consistent contact, offering valuable/educational information, and sending follow-up correspondence is the best way to keep connected with contacts and benefit from their value. o Give prospects information of value, no strings attached. Earning their trust, showing the firm's professionalism and expertise is the best way to make prospects feel compelled to reciprocate. o Clients and other valuable contacts should have scheduled communications as well. Make sure they receive firm announcements, educational pieces, birthday cards/ s, and newsletters. Practice management software automates the generation of both the s and letters. Easy to reset multi-event calendars If a trial date, meeting or other event changes, simply change the date of the trigger event and all related dates will be rescheduled based on appropriate rules. One time set up the common practice specific rules for a series of events Many firms prefer to change over as new cases are accepted. The ROI should be significant. Training the staff to embrace these features Set up syncing to smart phones No major risks Final Thoughts Practice management programs, like AbacusLaw, manage contacts as well as stand-alone programs. However, unlike stand-alone programs, practice management software is specific to law, and also provides all the integration between matters, calendars, and conflict checking, as well as containing court forms, screens and reports that are specialty specific. Page 18

20 Document Assembly More automatic than you think Every case requires the production of countless documents and forms. Most practices produce the same documents over and over: Correspondence Records requests Representation letters Court forms Discovery demands Demand letters Questionnaires Complaints Motions And much more Automating these documents eliminates unnecessary labor and costly human errors. For example, demand letters containing miscalculations, missing information, or incorrect facts will delay your case or undermine your firm s ability to generate optimal results. Basic Technology At a minimum, good word processing software (MS Word or WordPerfect) is important. Typically, staff can start from a previously saved document, appropriately revising the document with new information, and save it in a new location...but this is extremely dangerous. Finding the appropriate document from an old, similar matter Typing/copy & pasting information into a document that already exists Recreating documents that have already been produced Entering manually calculated figures into documents Manual entry of PDF Court forms Using different versions of the same template Failing to preserve an audit trail for document production Not proofreading documents before they go out Overwriting older case s document because save rather than save as is clicked Meta data and confidential information accidentally remain in the document from an earlier case (major risk) Page 19

21 Mid-level Technology There is no sense in reinventing the wheel every time a document is needed, so the use of a document template library is vital. A common template library ensures that documents generated by anyone in the office are standardized around an agreed upon style and correctly branded to maintain a consistent and professional image. Templates also need to be correctly named, tagged, and organized so they can be found quickly. A robust, standardized, and well-organized template library will serve your firm well. Finding the appropriate document on server Typing/copy & pasting information into a document that already exists in system Entering manually calculated figures into documents Manual entry of PDF Court forms Failing to preserve an audit trail for document production Manual entry is error prone High-level Technology The use of fully integrated practice management software ensures documents can be automatically generated with information already captured, including contact, case, court, calendar, or calculation based data. The best programs do not require any double entry of contact information. Such a system would have preset links to the document templates, so no searching or recall is required to find Word, WordPerfect or PDF templates. In this integrated solution, documents would be linked to the case file (matter) so that they can be quickly found, edited, shared and printed, and the documents will never be separated from the matter. The generated files can be automatically saved to folders associated with the matter through standard naming conventions and predetermined path names, so staff does not have to remember where documents should be stored. Also, documents can be generated automatically in the case work flow. Similar cases follow the same process steps and set timelines, making needed forms easy to automate. For example, in a worker s comp case, initial medical records requests should be generated once the insurance company information is entered. The firm could use workflow rules to automatically trigger the assembly of medical records requests and other routine documents. Workflow rules should also trigger staff follow-up, confirmation of the generation and delivery of documents, and should eliminate errors that might delay the case. In addition, AbacusLaw is the only practice management software that allows you to auto-fill court forms using information from your contact and matter database. This reduces errors from manually entering data. Forms can be linked to the matter for fast and easy retrieval, and subsequent editing. Once set up, all documents are found, data merged, saved and printed in seconds. No major risks Page 20

22 Final Thoughts Start with the documents the firm generates most. This will get the staff using document assembly quickly. Learn from product documentation and training, or have a consultant briefly help you set up the first few documents. Once trained, your staff can create your templates as needed, following the examples and processes of the first few. Page 21

23 For Past, Present and Future Client Communications is easy, fast and far less costly than sending messages and documents via US mail or through express carriers. Given this, one would think that attorneys would embrace as much as possible for correspondence. While most agree that is a valuable tool, its misuse is frustrating to many. Some rely too heavily on , and others have not adopted the established etiquette. SPAM is a nuisance, misinterpretation of tone is common, important s can be misplaced, and some firms print out to place in the case file. does more good than harm to a firm. Given proper guidelines, staff should embrace to increase the office productivity. Tips to keep helpful Tone: It is important to consider the recipient of the to determine if a formal or informal tone is more appropriate. Since voice inflection is not possible, review with a critical eye before hitting send. Confrontations: Do not participate in a back-and-forth altercation via . Misunderstanding and miscommunication is best resolved over the phone or in person. What one implies in is not always what is inferred. Threads: When an thread (conversation) becomes too long, it is sometimes a better choice to call the other party to bring the conversation to a close. Relevant Subject: When replying to an , consider changing the subject if the content of the response is not aligned with the original subject line. Before you send: It is important to re-read what was written before hitting send. Consider changing the default of the tool to not send immediately. This allows the to sit in the outbox so the sender can change the message if necessary. Spelling Counts: Set the spell checker to automatically check before it is sent. Some programs have an autocorrect feature that corrects spelling on the fly. Neither of these replaces the need to review the content before it is sent. Length: Condense the message to get to the point. Few people want to read an rambling message. Have a subject: A blank subject line can making an look like SPAM. Also, with a subject, an can be easier to find by sorting by subject. Keep your inbox under control Create folders: Set up folders for messages based either 1) type, matter or source, 2) Immediate Page 22

24 action, waiting review, pending approval, completed. Schedule: Set aside certain times of day to check your , and other times to respond to s. Don t let s coming in every 10 minutes interrupt the task you re working at the moment. Unsubscribe: Remove yourself from lists you no longer need or want. Keep personal and work accounts separate. Basic Technology Basic technology involves using a web-based client, such as Gmail or Yahoo mail. With webmail, your is composed, stored and access through the provider's website, instead of on an on-site computer program. An advantage of webmail is that you can access your account from any computer with Internet access. Also, there is no need to update software, since the provider updates their interface for you. Time Risks Searching for specific s you need Grouping s and setting up filters is stored off-site so it's not under your control s aren t linked to your case records If your internet connection goes down, you cannot access your you actually want could accidentally be flagged as SPAM Security concerns Mid-level Technology You can use Outlook for mail that comes from Internet companies (like Yahoo), your ISP (perhaps your cable or DSL company), or with your own Microsoft Exchange server. Time Risks Searching for specific s you need Setting up the server Maintenance of server is the responsibility of the firm s aren t linked to your case records The user will mistakenly use Outlook for calendar and contact functions (see related sections in this guide) High-level Technology The integration of practice management software with takes this technology to the next level - allowing you link all messages to matters and clients with just a click of the mouse. Staff can stop Page 23

25 wasting time searching through their inboxes looking for what they need. Outgoing s will automatically be associated and linked with the correct case and contacts. Linking s allows anyone in the office to quickly find and view all relevant information regarding a case or client, regardless of who the may have originally been sent to or from within the office. (This also protects the privacy of non-related s in each person s mailbox, as only linked s are available for staff reference.) Attached documents can also be linked the same way s are. Even if multiple versions of the document have been exchanged, all versions will be listed and time stamped, ensuring no prior version of the document gets mistakenly used, a common and costly mistake in busy law firms. Time Risks Linking the software to the practice management software (1 time) No serious risks Final Thoughts Practice management software allows you to set-up templates for frequently used messages. This streamlines your process for basic and frequent communications, reducing typos and keeping each recipient's information separate. With AbacusLaw integrated with Outlook, you can track the time you spend composing and responding to s with just a click of your mouse. Page 24

26 Time, Billing and Accounting Critical to every type of law practice It is quite common for firms to discover that 125% of their profits are made from 80% of their engagements, and that 20% of their engagements lose 25% of their profits. This quote is from David Maister s book, Managing the Professional Service Firm. He says that profitability depends on a combination of margin, productivity and leverage. Knowing how your firm is doing in these areas takes precise measurement, which is not always easy, but can be made simpler with the right technology. Margin measurement is especially important for flat fee and contingency services, since hourly services should have a predictable margin. For a flat fee matter, the revenue is known, and the cost of completing the matter will determine the margin. Contingency cases can be very profitable, but they can also result in a substantial loss, so tracking time and running insightful reports lets you know which types of cases are worth taking on, and gives you a sense of whether your fixed rates are properly set. Productivity can only be measured by tracking all billable and non-billable hours for every staff member and partner. Capturing time is imperative to this calculation, so the ease with which the time is captured will improve the quality of the data. Productivity reports on each staff member, matter and practice area, provide valuable insight you re your firm s operations. Leverage (getting maximum value from each of attorney on your staff) is a valuable factor to track. Some delegate daily tasks to junior staff member, others do not. While the effects of under-delegation may not be apparent in the short run, the long term effects are more dramatic, resulting in lost profits, lost business to more cost effective competitors, under-developed staff, and less time available for partners to focus on strategy. Reports showing the partner-to-junior ratio can help determine if resources are being used effectively. General bookkeeping software does nothing to make sure you re capturing time accurately and completely (whether you bill by the hour or not), and provides little help in measuring margin, productivity, and leverage. Basic Technology Typically: a. The staff reports billable time to an administrator via or phone b. The administrator generates bills in the bookkeeping system, using two separate categories, one for the firm s operating budget and another for clients c. Money is passed from the retainer account to the operating account manually (write a check from one and deposit in the other) or through electronic funds transfer Page 25

27 Setting up matters in the bookkeeping system Time reporting is time consuming and usually done by recollection at the end of the month or after the work is done Entry of time into the billing system Admin/Bookkeeper creates client bills Manual transfer of funds results in additional check writing and possibly trips to the bank Inaccurately reporting billable time Client questions the time and fees if dates and time don t match Under reporting time, resulting in lost revenue May unknowingly work beyond initial retainer Overdrawing the trust (retainer) account Potential comingling of funds Difficulty in knowing if a matter or practice area is profitable, or if a staff member is meeting revenue goals. Mid-level Technology This can include using a timer that tracks time dedicated to a matter and logs it into a timekeeping system. It can increase billable time by 10% or 15% because you can instantly log phone calls and short tasks that may have otherwise been forgotten. Set-up in time keeping system Set-up matter in the bookkeeping system (double entry) Manual transfer of funds results in additional check writing and possibly trips to the bank Admin/Bookkeeper creates client bills May unknowingly work beyond initial retainer May be difficult to determine full profitability since non-billable work is not typically entered Overdrawing the trust account Comingling of funds High-level Technology Back office functions (time, billing and accounting), greatly benefit from proper, well suited technology. Detailed billing is not only helpful to the firm, but also a requirement for some clients, therefore a tight link from descriptive time entry to billing is important. Firms have a fiduciary responsibility to prevent comingling of funds and to maintain client funds Page 26

28 (retainer) in trust until it is earned. While this responsibility can be fulfilled by a well trained bookkeeper, technology specific to this can reduce anxiety and even prevent various types of mistakes. The advantages of an integrated practice management system with time, billing and accounting are: Single entry (no redundancy or transcription errors) One program and vendor (support) Billable events are available to accounting immediately Integrated reporting on margin, productivity and leverage Trust accounting can follow best practice guidelines, protecting the firm and the client Attorney creates the matter and it is automatically created in accounting Billable staff enters time (billable and non-billable) right from the desktop for more timely and accurate capture Admin creates prebills for review, and final client bill No major risks Final Thoughts The more you know about how your firm is running, the more in control your law office will be. Ask your vendor for samples of reports their software can automatically generate for your use. Page 27

29 Going Paperless Just trying will save you money and time Law firms are paper intensive. With a flurry of documents going back and forth including record requests, letters, court forms, discovery letters, questionnaires, complaints, and motions, it s easy for mountains of paper to build up. Lawyers lose 15 minutes each day looking for misplaced information and ten percent of cases have at least one piece of information that can t be found when needed. A lot of staff time, space, and resources are required to maintain paper in any kind of order. While being truly paperless is the Holy Grail for efficiency, few firms achieve this. Though 100% paperless may not be achievable, the benefits to committing to a paperless process include: 1. Improved efficiency In a paperless office, anyone can quickly search for and retrieve electronic documents. Once a document is found, it can be sent instantaneously through to colleagues or clients. Documents are easily shared on the network instead of being passed around. It is always clear which is the most current version of a document, since files are time stamped and ordered by date. Remote computer access allows work to be done on a document from anywhere, and this enables more billable time when staff is out of the office. 2. Reduced costs With the hard drive capacity of today s computers and servers, all documents can be stored and backed up without concern (see backup section for recommendations). Far less space and equipment are required to store electronic documents. Digitally storing information reduces paper, toner, file folder usage, and other office supply costs. Because staff is no longer filing and retrieving paper, focus can be shifted toward revenue generating activities. Using to communicate reduces postage costs. Attorneys and staff can spend as much time managing documents (searching, retrieving, restoring, indexing, copying, etc) as they spend actually working with the documents. Page 28

30 3. Improved client service Your clients will notice improved service when you respond faster to their inquiries by quickly accessing documents and case information. Going paperless will also help you eliminate missing, checked-out, and lost documents, since you'll always have access to needed files. 4. Reduced risk Electronic documents reduce the threat of a document getting separated from the case files or being misfiled. Improve document security and control, when using a secure server and/or document management software. Less paper enables more thorough electronic conflict checking. You'll be able to recover the documents in the event of a disaster such as a fire (see backup section). 5. Reduced footprint A paperless office helps the firm go green. It protects the environment by cutting down on paper, toner and folders. Offices save the energy used to print, copy, and mail documents. Money is saved by not having to lease as much storage space or by converting storage space to an office. Basic Technology Basic technology involves scanning all documents into PDF form and saving them to disk(s). Small scanners can do up to 60 pages per minute, while large batch scanners are faster, requiring less human interaction. The paper volume determines the needed scanner throughput. Scan every incoming document. A rule of thumb is that 90 percent of all paper floating around law offices should be scanned into your practice management system. The other 10 percent of documents contain original seals and signatures and may need to be preserved. Planning the folder structure Determining the document naming conventions so they can be found Entering document tags (metadata) for each document to aid searching Searching and editing similar document from prior case New documents are usually created from old. Saving the new over the old or with the old rather than in the correct folder happens often. Documents still have to be (electronically) filed for quick retrieval High-level Technology Practice management software keeps documents in electronic case files that include matter notes, parties involved, calendaring, and . With all matter-related information in one place information is a key click away. Most documents can be generated directly from the information entered into the Page 29

31 software, using predetermined templates. Upgraded, robust OCR software will allow scanned documents to be more searchable, since more text will be accurately recognized. Some software allows for searchable text and view of original document, preserving all signatures, notes and markups. Documents could start with the matter number that is automatically generated by the practice management system. Planning the folder structure (one time) Entering document tags (metadata) for each document to aid searching One time document template setup Quickly linking documents to matter as they are generated No serious risks Final Thoughts As a transition, paper can be filed for the life of a case, but since everything is also scanned, all documents can also be easily searched, accessed, reviewed and managed electronically. Do not scan all existing files immediately. Start scanning all newly created or received documents, and move forward. Older files can be scanned as the information is needed or at planned intervals. As it requires additional effort to search both the network and paper files for documents, be clear about the order of the paperless transition to avoid duplicating work. Consider outsourcing scanning your archives to a 3 rd party or using inexpensive labor. Shred every document that does not include original irreplaceable content. Ninety percent of all documents can be shredded. Signed certificates and documents requiring seals should be stored in a safe place. Create standardized, well-organized file folders on your network so it s clear where to save documents. Make sure all your electronic files are also saved using a standardized naming convention. Practice management systems make this easier by automatically naming folders and documents based on firm wide standards Get staff buy-in making it clear that full participation is expected. Cooperation is more likely when staff understands how much easier their lives will be in a paperless office. Schedule training to accelerate adoption. Page 30

32 Smart Phones If you're not there now, consider what you're missing When are clients happy? The short answer for most attorneys is "not often" (aside from just after a successful outcome). Some have just been injured or victimized; others are nervous and scared; and others are just demanding and difficult with whom to work. A good attorney shows concern and compassion by staying in touch. Smart phones have become an important tool in client communication, allowing attorneys to stay connected with clients in need of an advocate. Unlike plain cell phones, smart phones not only show the name of the person calling on screen, so the attorney can distinguish between important calls and those of lesser priority, but they also allow communication via . Applications on the phone enable an attorney to be more flexible, due to built-in navigation, document synchronization and calendaring. Smart phones help attorneys be more responsive and effective outside of the office. Basic Technology Basic technology for the mobile attorney is widespread in today's legal environment. Nearly everyone has a cell phone equipped with useful tools such as: Alarms: Alarms are a great tool to ensure on-time arrival for a meeting or court appearance. Alarms can be set based on how much time is needed to prepare for an appointment. For example, a reminder for a court appearance one day before the date can be very helpful. For a more casual meeting, a 10 minute alarm before the meeting may be sufficient. Texting: There are times when it is not convenient for one party to talk on the phone. Texting is a quick, easy way to send a brief message without the disturbance of a call. Send a small bit of information to a colleague or client when in a meeting, court, crowd, or other public place, where it s not feasible to speak on the phone. Texting is also useful when a brief message or response is most appropriate. Camera: The built in camera can be very helpful when needing to record most anything. A quick snapshot can document damage to property, physical harm, faces of relevant parties, a location, or a situation that may act as supporting information in a case. Manual set up for individual contacts Time spent getting familiar with functions Possible loss of information texts are not backed up Mid-level Technology Mid-level technology dictates the use of one of many Smart phones ( iphone, Blackberry, Droid, Palm). With many enhanced features, integrating these phones with good practice management software is a reasonably straightforward process. With the use of a Smart phone, additional flexibility follows. Synchronized names, calendared events, and alarms: Smart phones can be synchronized with Page 31

33 practice management software, always providing the most up-to-date contact list and calendar. Alarms are available to give enough time to get to appointments, helping to ensure you will always be at the right place at the right time. Recall addresses for instant directions: Many Smart phones now have global positioning systems (GPS), making directions readily available to courts, clients homes or offices, or offices of opposing counsels. Having step-by-step instructions to a destination will save time, reduce stress and help achieve a punctual arrival. Always have important documents: By synching documents to a smart phone, accurate details can be recalled in a moment without having to carry a folder or bag. Typically, all that is required is to move documents into a specific computer folder. When the synchronization occurs, the documents will reside in the phones memory and can be summoned quickly. Mobile web browsing: Many web sites are now mobile device friendly, meaning they have fewer graphics, are viewable on narrow screens and require fewer hardware resources. The web sites sense that the device is a smart phone and displays a lite version of the site. Synchronizing contacts, calendars, etc Finding and downloading apps to phone Time spent getting familiar with functions Data security requirements on personal data stored on the phone Recently changed events may be get out of sync with computer, resulting in missed appointments. Unexpected charges for downloaded apps, and features are not uncommon High-level Technology High-level technology includes interfacing with software that allows attorneys to track time and synchronize with their billing systems. It is generally accepted that billable hours go up by 15% when there is an easy method to capture the time. This also makes it easy to determine if a fixed fee matter was profitable. Recording time can be easy in the office, but is often more difficult when outside the office. Recording time can be done in multiple ways with a smart phone: 1. Capture time accurately in the phone s calendar. 2. Call timers can capture the length of a billable phone conversation. Reviewing calls made and received at a later time allows accurate entry into the time system at a more convenient time. Setup calendar synch No major risks Final Thoughts Providing a cell phone number is not required to be reachable. Call forwarding is available for most modern phone systems. Page 32

34 Access Your Data 24/7 When you want to, and when you have to Working outside the office (at home, on the road, at court, at a branch office, etc.) has gone from a nice to have to a need to have for most attorneys. Not long ago when an attorney left the office, the work was left, and the attorney was considered inaccessible. Today, the expectation is that business does not stop when you're away from the office. Moreover, the flip side is you also have the flexibility to work where you want. The right remote access connection allows staff access to all case and contact information, documents, calendar, s, etc. outside the office, allowing: More time spent away from the office, gaining a flexible personal schedule. Better service to clients by providing informed answers even when outside the office. Staff the flexibility of working outside the office a great way to retain good people. Access to case information and documents inside the courtroom. With the right remote access connection you will be able to eliminate: Taking home paper case files Not being able to respond to clients while out of the office Limited time off and vacations out of fear of being out of touch Recommendations for effective remote access There are three levels of technology to consider, and the right one depends on whether electronic files alone are needed, or if the entire office environment needs to be replicated. There are a number of factors in determining the right choice: price, current hardware configuration, frequency of remote access, speed requirements, and access to IT support. Basic Technology If the need is to simply have documents available remotely, very easy and inexpensive solutions are available. According to an AbacusLaw survey, roughly 42 percent of respondents bring home a laptop with synchronized information. The software that comes on a new computer today and other free (or almost free) internet services can synchronize files, calendars, and documents. These options are not always seamless, and may have limited functionality, but they can do the basics. An alternative is to copy documents, s, and other files onto portable memory devices to take home. Again, this option limits access to the data and is not a long term option. However, this is the only viable choice if reliable internet connections are not available. Page 33

35 With practice management software you can synchronize all your calendared events, contacts and matters from the network. Initial planning and setup (done once, but usually modified) Preparing the data copying to take out of the office (daily) Syncing the changes when returning to the office Will not have access to all data if something is forgotten More difficult if working with others (hard to synchronize) Miscommunication, since people could be accessing different versions Forget to synchronize upon return, so latest revisions are not on office hardware Do not have the entire office environment (access to other equipment e.g. printers and scanners, or specialized software applications) Mid-level Technology If there is a workstation available at the office that can be left on, a workstation based remote connection can make sense. Common examples of workstation based remote access software include LogMeIn, PCAnywhere, GoToMyPC and Remote Desktop. All these solutions require that a main workstation remains available and that a remote workstation accesses it over the internet. LogMeIn is a web based service that is usually easy to set up. PCAnywhere and GoToMyPC both have a solid reputation and history. Remote Desktop is part of some Windows versions but usually requires someone with technical knowledge to set up. This type of connection is not the best option for staff working in a branch office or telecommuting full-time. Products with built-in firewalls, intrusion protection, anti-virus and mal-ware scanning provide an additional layer of security for the host, the data and the network resources. Initial setup (may need to be done by IT expert for some) Security can be a concern. If login is known, full access is granted, and transmitted data can be intercepted. (Wifi hotspots, public terminals, etc.). Speed and response time can be slower Graphics may be limited or may not refresh May be some functionality issues (e.g. is local or office printer used when printing) Reboot may need to be done onsite Free or basic versions have less functionality Page 34

36 Do not have the entire office environment (access to other equipment e.g. printers and scanners, or specialized software applications) High-level Technology At this level, the most common solutions are either a Virtual Private Network (VPN) connection or a server-based remote connection. A VPN connects a remote computer to the office server by replicating the server connection over the internet. The advantage of a VPN connection is that an available workstation at the office is not needed to login to, and the user experience replicates the Local Area Network (LAN) in the office. It provides end-to-end secure encryption to ensure data security. The downside is that VPN connections tend to be much slower than other types of connections. Initial setup ( IT expert needed) Periodic IT time needed to maintain software at both endpoints Need to tunnel into firewalls. Expertise needed to allow only the VPN through. Staff laptops need to be updated periodically Some applications may not run or display properly (SSL) The most common forms of server based remote access software are Terminal Service and Citrix. This type of connection usually provides superior speed and stability and is recommended if staff is working continuously outside the office (or at branch office) or the firm has a large number of users who require remote access. Multiple users can log directly onto the server and has access to the intended applications. If remote access is important to a firm, then a server based remote connection is recommended. Initial setup ( IT expert needed) Determine what applications will be available for whom (access rights) No Major Risks (Assuming server best practices are followed Final Thoughts If the firm plans to support a large number of remote users (or even a smaller number of bandwidthintensive users), data compression or fast internet connections may be needed to fit all the data through the firm s connection to the outside world. Page 35

37 Computer Networks Knowing the fundamentals can take you far A solid network set-up is an integral part of every success law practice, yet many firms struggle with slow and unreliable connections, poor interoffice communication, difficulties sharing files and data and data corruption/loss. Hardware configurations Many law firms make networking decisions based on initial setup ease or cost savings Much is expected of these computers running numerous applications at the same time, communicating over the web, ing, and transferring documents to clients, contacts, and coworkers. Basic Technology This is the use of an employee's primary workstation as the server, where the software is installed and accessed by other users. This creates three main problems: 1. That employee's workstation has to remain on at all times in order for everyone to be able to access data. 2. The performance of that computer is impacted by everyone constantly accessing files. 3. If that computer crashes while the employee is using it, it can potentially damage files for everyone using the network at that same time. Mid-level Technology Mid-level technology requires a dedicated workstation (one not accessed often by its keyboard) as a file server. Dedicated machines are sometimes adequate for firms under five users. High- level Technology High-level technology dictates a Windows server that is designed and configured to efficiently serve data to workstations. This is required for more than 10 users, and recommended for more than five users. Understand wireless connections Many small firms are located in converted houses in commercial areas. Running wires in the walls, ceilings and floors may be difficult depending on the age of the structure. Remember, wired connections are much faster than wireless networks. A reputable IT specialist can recommend the best solution. However, if given the choice, wireless networks are not recommended because they perform slower and are less reliable. Page 36