Digital White Papers

ANOTHER LOOK AT PRECEDENT MANAGEMENT drafting and generation activities, a wellthought-out resourcing model is key. These tools implicate varying degrees of technical skill and legal knowledge, which can be obtained from a variety of sources. Possible options include existing, developed or acquired inhouse expertise; vendor professional services; or other third-party resources. Each approach presents is own benefits, costs, capabilities and capacity considerations to be factored into your equation. •In discussing possible automation with your attorneys, encourage them to think in terms of deconstructing activities into component tasks. While some seasoned attorneys may understandably balk at any notion of standardization, "chunking things up" may help them see that the large, complex legal representations for which their expertise is required also encompass many routine tasks that may be performed effectively by lower-cost resources, without risking quality. •Be prepared to discuss how new technologies and approaches to precedent management can be incorporated into, and in many ways advance, the overarching goal of mentoring and professionally developing junior attorneys. •The technology landscape in support of transactional work continues to evolve at a dizzying pace, and, if your budget permits, the guidance of proven and credible experts can be invaluable. Finally, I encourage you to adopt consistent nomenclature early on. As silly as it may sound, much time can be spent discussing whether you're talking about forms, models, templates, precedents, samples, examples or best practice guides. Try to use terms consistently, which is sometimes easier said than done when dealing with multiple vendors and tools. As far as our plan goes, I opted for the broader "precedent" reference, but admit to backsliding at times. If you have crossed this bridge already at your firm, consider yourself ahead of the game. AND WHEN THE MOMENT STRIKES AGAIN… The advent of new and improved technologies directed at transactional practices opens a host of opportunities for more effective and efficient approaches to precedent management and document generation. As true with most knowledge management initiatives, helping our attorneys embrace new methods of practice requires a melding of people, process and technology considerations. These are not changes that will be attained easily or achieved overnight, but I am pleased to have begun the journey in earnest. I stand by my view that, rather than being a "been there, done that" KM artifact, effective precedent management for 21st-century legal practice may be one of the biggest and most exciting knowledge management challenges facing us. No more slinking in my seat for this knowledge worker! Marybeth Corbett is a knowledge management attorney in WilmerHale's Boston, Massachusetts office. With more than 10 years of experience in the field of legal knowledge management, she heads the knowledge asset services group in the information services department. Marybeth is responsible for knowledge management, precedent management and experience and relationship management. Contact her at marybeth.corbett@wilmerhale.com.

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