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Document the processing steps; they need to foster collaboration across
a number of independent teams. The resulting documentation should be
reviewed collectively by the SMEs. Again, many teams identify a surprising
number of ambiguities that they need to resolve before processing can
begin.
Hire a managed-review vendor for the backlog. The firm's SMEs already
have full plates and responsibility for the constant flow of in-process
commitments. Categorizing contractual documents is not dissimilar to
coding litigation evidence. Managed-review vendors specialize in this type
of work, as do contract lawyers the firm might already have on staff. Use
them.
Typically, firms encounter a steep learning curve during the first three
weeks of categorization. Consider hiring more staff than needed initially to
ensure the flexibility to release and replace personnel as needed.
Train permanent staff on the new responsibilities. Monitor throughput
and confirm that current staffing levels can meet service commitments.
Train temporary staff to categorize commitments. Depending on
the complexity of the commitments being coded, it might make sense to
organize coders into specialized teams. Initially, firms need to assure the
quality of all work to address problems early on, and monitor throughput
to project how long temporary staff will be needed.
3
4
5
6
Conclusion
Managing a law firm's formal client commitments is becoming a permanent
administrative function. It's essential that firms understand and comply with
their obligations. Success requires the collaboration of subject matter experts
from a broad range of disciplines, centralized management, clearly mapped
and articulated business processes, and technolo that supports the evolving
requirements. ILTA
Meg Block is the Vice President of Business and Risk Consulting at Intapp.
She has Over 25 years of law firm management consulting experience
specializing in business process reviews and the design of enterprise-wide
risk management programs. Meg is a recognized thought leader in the
areas of new business inception and conf licts of interest.
1
Altman Weil, 2019 Chief Legal Officer Survey, http://www.altmanweil.com//dir_docs/resource/2FA85D63-4B42-4B96-ACE2-
D9B3189D09BB_document.pdf
2
Altman Weil, 2015 Chief Legal Officer Survey, http://www.altmanweil.com//dir_docs/resource/e377d935-7263-4031-b25d-
57dbc4d9d16d_document.pdf
3
D.C. Bar, Rules Committee Requests Comment on Client-Generated Engagement Letters and Outside Counsel Guidelines.
May 3, 2019. https://www.dcbar.org/about-the-bar/news/Rules-Review-Committee-Requests-Comment-on-Client-Generated-
Engagement-Letters-and-Outside-Counsel-Guidelines.cfm
4
Bellefield Systems and Association of Legal Administrators, 2019 Annual Law Firm Leaders Survey on Outside Counsel
Guidelines. https://www.bellefield.com/news/press/press-release-bellefield-and-ala-release-results-of-1st-annual-law-firm-leader-
survey-on-outside-counsel-guidelines/
