Issue link: https://epubs.iltanet.org/i/13683
investment, as it then becomes a guide to what actions the firm should take next. As the firm executes these steps, the system serves as a checklist for the legal team, clearly showing what has been completed and what work remains. This structure ensures that the firm does not miss critical steps as it reduces time spent on activities that do not add value for the client. Alternatively, those firms that have not yet conducted an in-depth analysis of their processes could leverage process-aware case management tools to manage the case through ad hoc tasks. Historical reports offer insights into how cases were executed, leading to more accurate cost estimates and process improvements. As firms learn more about their processes, they can begin to incorporate those into their case management system, which fosters a cycle and mindset of continuous improvement. Firms that gather information about their processes and put structure around managing their case work have the knowledge and solutions to demonstrate to clients that they take efficiency seriously. This gives firms a more compelling message when proposing the components of work to be done, the value of that work to the client and the associated costs. The core capabilities firms should expect from case management solutions are: • Centralized, electronic case file • Project management • Process awareness, with ad hoc tasks • Performance metrics and reporting • Integration with enterprise docket, time and billing systems 14 Case/Matter Management ILTA White Paper EFFICIENTLY STAFFING MATTERS Once firms gain a better understanding of their processes, they can better assess the skill sets required for particular tasks. In some cases, by enabling the case management tool to act as a guide, firms can staff less experienced associates or paralegals on matters, potentially reducing costs to the client. In other cases it may become clear that some work is better left to more experienced associates or partners. By identifying opportunities to staff matters more efficiently and having empirical evidence to show the value in a particular staffing model, firms can reduce costs to their clients and increase client satisfaction. IMPROVING RESPONSIVENESS A case management system that facilitates all tasks and activities surrounding a case provides a more robust and integrated solution compared to the most common project management tool — the spreadsheet. On the other end of the spectrum, attorneys typically find that sophisticated project management tools, such as Microsoft Project, are more complex than necessary. In both scenarios, the project management tool is independent of the work that is being done, meaning statuses have to be manually updated by a project manager separate from the actual completion of a task. To make sure matters are on track, partners, senior associates or project managers should be able to see the status of tasks, task assignments, progress charts and critical dates — ideally connected to the firm’s docketing system — within the case management solution. When the case management system is already aware of all tasks, personnel and estimated due dates, it makes sense to also act as