Issue link: https://epubs.iltanet.org/i/21725
PROCESS IMPROVEMENT THROUGH EVOLVED CASE MANAGEMENT the project management hub. With easy access to a high-level view of the case, partners can quickly and easily communicate back to the client the current status and any potential issues. Clients could also be given a direct view into crucial case progress information and, if needed, the ability to participate in activities and tasks. CONTROLLING QUALITY By putting more controls around how matters progress, there is a reduction in the chances that critical steps will be missed or that time will be spent on tasks that add no value. Additionally, there is a simultaneous increase in the overall consistency with which matters are handled. Problems around quality of work, timelines and budget are more likely to be identified when using a case management system that encourages project management principles such as tracking open issues, risks, tasks and key dates. To improve quality, it is possible to build review and approval stages into the process to ensure that work done by less experienced personnel is properly reviewed for thoroughness and correctness. If issues or questions arise later regarding actions taken or skipped through the prosecution of a case, detailed audit trails could provide insights into what transpired. BETTER CASE MANAGEMENT FOR A COMPETITIVE ADVANTAGE Law firms need and should expect more from case management solutions. By promoting the use of prescribed processes, giving insights into performance metrics and costs, increasing transparency into matters and improving the quality of work, firms can work more efficiently and increase client satisfaction. Law firms have not always had to focus on efficiency and historically have not been incentivized to do so. Client and economic pressures are driving changes to the traditional models that have worked for so long. These same pressures have changed the landscape in nearly every other industry over the past few decades. The results are always the same: Those companies that put structure around how they work to improve quality and increase efficiencies gain a competitive advantage. Those that do not risk falling by the wayside. ILTA According to Altman Weil’s 2008 Chief Legal Officer Survey: Cost control was the number one long- term concern of GCs over the next three to five years. The top three reasons GCs fired law firms were: • Mishandling of critical matters • Poor quality legal work • Cost management The top three things GCs say outside counsel can do to improve working relationships are: • Discounted fees • Improved responsiveness • Improved project staffing www.iltanet.org ILTA’s Greatest Hits 37