The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/116777
lessons learned REASONS TO MANAGE SHARED DRIVES Before getting started on any project, it's imperative to understand why the initiative is important and determine the benefits to be reaped. In the case of unmanaged shared drives, the "whys" are plentiful. A few that likely apply to all firms, regardless of size, are: CLIENT DEMANDS/SECURITY: With increasing frequency, clients are scrutinizing their firm's information management practices. Expectations are often detailed in outside counsel guidelines, and information security audits are routine. Failure to manage and secure information appropriately can directly influence engagement of new and retention of existing clients. REGULATIONS AND REQUIREMENTS: Regulatory and jurisdictional requirements oblige firms to manage information properly. Unorganized and unstructured information can make compliance with legal holds and destruction orders difficult, if not impossible. ETHICAL OBLIGATIONS: In order to properly erect ethical walls, it is necessary to know where relevant information is stored so it can be secured adequately. BUSINESS EFFICIENCY/PRODUCTIVITY: According to a 2011 Mindjet study, it is estimated the average employee spends 21 minutes a day searching for information. While powerful search tools are helpful, unorganized information adds to this number. MOBILITY: Attorneys are mobile, so information needs to be available and accessible 24/7, from any location and on various devices. SYSTEM PERFORMANCE: Once upon a time, a common solution for system performance issues was adding more server space. Many firms have had the epiphany that this approach compounds the problem, rather than solves it. COST: Storage is not always cheap. In addition to the obvious, tangible costs associated with hardware, adding more servers for storage also requires more man-hours to support. 108 Peer to Peer a component to the assignment that required training. The team leveraged familiar skills and applied them to electronic documents. This provided a good opportunity to further demonstrate the value records staff could bring to supporting electronic records. • Be mindful of the need to audit, control and report. While these activities will occur most frequently after the transition is completed, it is important to proactively consider establishing mechanisms for regular audits and controls. Equally important is the ability to report on specific criteria that are relevant and meaningful to demonstrate things such as project success, details related to compliance, errors in system performance and other meaningful data that could prove useful in designing system improvements. • Provide regular communication and training. Communication begins day one. The value of effective and frequent communication between project team members during the design, implementation and transition processes cannot be overstated. End users must have a clear picture of how, why, when and what's in it for them. IT trainers can add tremendous value here, especially when they are training and speaking about other related initiatives. • Define the scope of duties for the project manager. In addition to traditional project management skills, the project manager might also have to display: the ability to work with multiple groups, such as end users, IT, risk management and records; an understanding of how to identify materials for which ownership is not obvious; knowledge of life cycle management and how it relates to the data; and the ability to train and assist end users through the transition. A Strategic Approach Once a project manager was assigned, we rolled up our sleeves to develop a strategic approach for the design, resources, implementation and transition. Design: Our firm's transition to a U.S. data center provided an opportunity to establish an entirely new, pristine environment. Policy and structure could be applied from inception and allow for a clear distinction between old (unorganized)