The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/448505
PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 76 interviewed so we could understand each area's workflow and needs. It was critical for us to partner with an implementer that focused on user experience and not merely the Lync server implementation. Using the feedback, our project team identified key champions across the enterprise to provide ongoing feedback and to act as communications liaisons to their peers. We developed a communications plan to provide regular updates across the weekly newsletter, monthly partner lunches, associate newsletters and trainer tips-and-tricks sessions on the status of the project, introducing new features and functionality as the project evolved. We targeted communications to ensure relevancy to attorneys, legal assistants and administrative staff. This culminated with a "wow" session just prior to deployment that showcased the potential of the system and helped manage expectations on the loss of functionality with the new handsets. These sessions reinforced that any new functionality beyond dial tone was optional and available as needed. We also noted known limitations to minimize surprises. DEPLOYMENT PHASES To minimize disruption, we deployed Lync in stages. This allowed us to test the system one stage at a time and deal with issues as they surfaced. Our deployment stages looked like this: 1. Presence and Instant Messaging: Deployed years ago, usage spread organically to daily usage by one-third of the firm. This allowed our users to become familiar with the Lync interface. 2. Screen-Sharing: The initial deployment was used for remote support to highlight possible uses and ease of use. 3. Conference Room Phones: We replaced analog conference phones firmwide with Polycom's Lync-certified CX3000 phones. Similar in form and use to the analog version, this allowed users to become familiar with Lync technology without realizing it. LESSONS LEARNED 4. Administrative Office: We first piloted Lync voice and Polycom handsets to our administrative office in the following stages: • Soft Client: We initially tested the Lync telephony infrastructure with the desktop and mobile clients while selecting a handset with focus groups. • Handsets: We have no practicing attorneys in this office and therefore no need for the Boss/Admin features. Using basic functionality like hold, transfer, conference and send to voicemail simplified initial training and deployment. • Audio Conferencing: We replaced our third-party provider with Lync audio conferencing. • Phone+: Features beyond basic dial tone were deployed and resonated with younger demographics. • PRI to SIP: Once the Lync system and Polycom handsets were operational, we migrated the direct inward dials (DIDs) associated with the local PRI to SIP lines in the data center. 5. Practice Offices: With all the other functionality tested, we are deploying to our pilot practice office, which will test the Boss/Admin (shared-line appearance) functionality. The practice office deployment is underway, and we will deploy features as we did in the administrative office. Once the pilot practice offices are up and running, we will have a validated deployment and testing plan for our remaining offices. Our plan allows all offices to slowly adjust to the change in technology. How quickly each practice area deploys additional features depends on their ability to integrate the change into their daily workflow. THINGS FOR YOU TO CONSIDER Replacing a core and very mature technology with a young but potential-filled platform is not without its challenges. While we are still completing our deployment and gathering lessons learned, those looking to take on this challenge should consider the following: • Approach the project as a phone system replacement that will cause a significant disruption to user workflow and not a technology upgrade. Find an implementer that understands this difference. • Interview a representative cross- section of your user population, and listen to their needs. If needs cannot be met, manage expectations early in the process. • Find active stakeholders across the enterprise to champion the initiative, and provide a conduit for feedback. • Have a communication plan that provides targeted information to help people understand how this new platform will help improve their workflow. • Provide and communicate options to allow users to choose the workflow that best meets their needs. • Focus on replacing dial tone first, then gradually release new features as your organization can adopt them. Technology initiatives provide the platform for greater productivity and efficiency. The challenge for technologists is not deploying the technology, it's ensuring attorneys are aware of how it will benefit their workflow and helping them integrate the technology into their practice. Lync's functionality has certainly helped our attorneys.