The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/43128
CASE STUDIES A Six-Step Training Regimen for "Go Live" Week by Janet Sullivan, Office Administrator at Statman, Harris and Eyrich LLP and Ken Shuart, Implementation Consultant at Client Profiles live with new software has a lot in common with endurance sports like these. "Go live" week is a marathon and, much like a foot race, it requires preparation and training. If you're contemplating a new software implementation, S you are about to set foot on the starting line, taking your firm through a transition from an entrenched mindset and business practice to new technology, terminology and processes. That's no small task, and it's one that will take a lot of preparation to accomplish. Here are six tips that will get you "race ready." START WELL IN ADVANCE You can't train for a marathon in a month, and you can't adequately prepare for go live week in a month either. At least three months in advance, you should begin formulating a plan for implementing your new software, and begin to fill in some of the details. Consider who is going to be affected and how. Think about what type of training each staff member will require. Start asking questions and raising issues that will need to be addressed as you prepare to go live. How will you manage your time so plenty is devoted to the project, but regular duties don't get neglected? How and when will you train employees in other offices? What needs to be done so you can begin to use the system immediately? Are people within the firm excited about this change? If not, how can you help them get there? Consider what you are going to need the new system to do for you. Do you have customized procedures that will need to be converted? What special client billing arrangements do you have that need to be addressed? Are 42 www.iltanet.org Peer to Peer etting up a new software system for your law firm doesn't immediately conjure images of cross- country bicycle treks, marathons in the Sahara or long-distance races that are measured in days instead of hours. But in reality, getting ready to go there tasks that you could not perform with your legacy software but would like the new software to accomplish? Raising these and other important questions can help you craft a detailed implementation plan. When Statman, Harris and Eyrich LLP implemented a new case management system, the administrative team and a representative of the software vendor, Client Profiles, met with at least one attorney and one support staff member from each practice area. The meetings were brief — only about half an hour in most cases — but were an invaluable way to establish the needs and expectations for the new system at the outset. These meetings also helped boost enthusiasm for the changeover by getting a variety of people throughout the firm involved at an early stage. ESTABLISH A TRAINING PROGRAM Just like an athlete, you should establish a training regimen. Map out a plan to get you in shape by go live week. Create a timeline with task assignments and deadlines to keep your entire team on track. If your software changeover is going to affect your financial systems, set aside time to address each accounting area: billing, accounts receivable, accounts payable and general ledger. Become familiar with your new program and prepare to introduce it to your firm. It is imperative that you and your staff spend time learning its features and capabilities while determining how this product is going to impact current procedures. Your training regimen should include several other key components, such as: • An initial meeting to discuss network requirements, and what the vendor will need from you to start preparing for conversion. This will help minimize unpleasant surprises down the road and ensure a good comfort level for everyone.