By Diane L. Camacho, CLM
A project is “an individual or collaborative enterprise that is carefully planned to achieve a particular aim.” Each matter can be looked at as a project with repeatable tasks.
Most firms strive to provide excellent services consistently. Traditionally, we have done this with form documents. Perhaps different attorneys have different form documents. This can lead to inconsistency, like letters to one client looking different. The other problem with form documents is that searching and replacing information invariably leads to information not getting changed from one client to the next. If a firm ever wants to get to flat fee billing, it is important to systemize and standardize services.
The growth of automation has been a boon for small firms. There is now an even playing field for small and large firms. The cost versus the benefit of software automation is reasonable. Small firms can buy the same software as larger firms do. The best way to do this is treating each case/matter/client as repeatable project.
There are specific steps in project management. Applying these to a matter in a law firm can look something like:
- Initiation – opening the case and onboarding the client.
- Planning – deciding on the strategy and how the strategy will be conducted.
- Execution – doing the work.
- Monitoring – assuring the work is done properly.
- Controlling – watching the progress of the work and adjusting, as necessary.
- Closure – closing letter sent and any trust money returned.
Once work is looked at in this manner, there are steps that obviously lend themselves to automation.
Take a case where Robert Jenson is suing a construction company, AAA Construction, because his new house is falling apart. Taking Robert through your firm’s process from first call through settlement is a project.
What types of automation are available for this case?
- AI to ask a question and get the answer from your firm’s document library or database.
- Docketing software that calculates dates.
- Document automation that pulls information from your case management software into your form documents and pulls specific language for a specific type of matter.
- Fillable forms that clients complete and the information is transferred to the software.
- Electronic signatures.
- Macros that start blank documents in the correct format for the firm.
- Trial exhibit software.
- Workflows and automatic task lists.
- Practice specific software that automates documents.
- And more.
If you can take 15 or 20 minutes to map out the steps for a typical litigation matter, it will show you places that can be automated. See a simplified example below:
In this example the orange stages can easily be automated.
Most attorneys or staff members have checklists for workflows. If you have a checklist, Automation should be considered. At the bare minimum, the list itself can be put into a workflow that everyone in the firm can use, and it can be electronically connected to your matter, so a partner knows where the matter is at any time.
From there, create templates of standard documents where information from your practice management system can be inserted.
Intake is often the first thing firms automate. The steps can include:
- Getting signatures on fee agreements and accepting payments online.
- Sending electronic forms to clients to gather information.
- Using an appointment link for the client to schedule a consultation.
The trend is to get as much of this information into one or two software platforms. However, don’t get stuck on finding software that does everything. There may be two or three software platforms that can be integrated. The perfect system allows information to be entered once. This is not always possible. But the fewer times information needs to be input, the fewer mistakes are made, and when information changes, it is changed in one place.
Customization needs an advanced user. It should not be done by staff that are learning the software at roll-out. If programming in-house, pay for specialized training of a staff member who understands your processes immediately upon choosing software and allow them the time needed to customize. This is exceedingly difficult while managing day-to-day responsibilities. Expect overtime to allow focused time to automate processes. Another possibility is hiring a consultant specializing in your particular software. This can cost $200 to $400 an hour. The difference is often the expertise of the trainer. A more experienced trainer is typically faster. The programming will also be completed faster.
The time it takes to program your software varies based on intricacy, the number of documents, and processes. Plan for a consultant to spend about an hour per document and three hours for each process. Don’t skimp on this! If you can’t do it all at one time, make a list of what is needed and integrate the most useful automation first. Plan out additional automation each month until it is done.
One of the failures of growing firms is not documenting their processes. It is imperative to deliver a consistent, excellent product for clients. When new people start, they are judged on how fast they pick up information. If you give them a set of instructions and examples for their responsibilities, it increases their success and helps reduce turnover. There is a standard for current employees. Try and stop the, “if it is for John, do it this way, but for Sally, do it this way.” This is difficult to incorporate into automation.
Documentation of processes does not have to be an employee of the firm. Consultants are available to help with this. Often, those who program automation can help with documenting the process and providing training materials. They can also train your staff to make future changes or add information.
Taking advantage of software and automating can allow a firm to grow and support more clients. This is one of the most important expenditures for a law firm to succeed.
About the Author
Diane Camacho, CLM DLC Consulting Services, LLC
Diane has spent more than 30 years as a legal manager in firms of various sizes. She started DLCCS in 2013 and has consulted with small firms nationwide on a multitude of management and operational issues including law firm startups. She speaks in the legal community on issues such as operations, IOLTA accounting, legal software and starting new firms. In addition, she teaches law office management at the San Francisco State University. Diane is a Certified Legal Manager and holds a degree in Organizational Behavior and Leadership from the University of San Francisco.
She has a passion to help attorneys and their staff become more efficient. She believes attorneys should practice law, not spend their time in the weeds of running their businesses. Her experience ranges from office build-outs and moves to new technology implementations and law firm start-ups.
