publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/535467
ILTA WHITE PAPER: JUNE 2015 WWW.ILTANET.ORG 42 A PAPER-TO-DIGITAL MASTER PLAN Supporting Technology: The technology required for a P-to-D initiative should employ your existing infrastructure and DMS implementation to the extent possible. The scan-capture software and related process must be evaluated for: • Productivity: This software-driven process needs to enable P-to-D throughput without excessive new labor, pushing work to appropriate staff • Simplicity: Users engage better with simple processes • Integrity: Automated process audits and software-driven quality controls provide confidence in the operation WORKFLOW EXAMPLE WORKFLOWS PRACTICE GROUP: Front-office workflow, capture of day-forward inbound paper documents • The work of managing incoming paper and profiling to the DMS generally belongs to the legal assistant as the subject-matter expert. The process needs to be simple and productive to optimize adoption and efficiency. • The practice group and the records department work together to create workflow and logistics to pass scanning, quality controls and paper disposition to records. This includes a process for returning paper documents to attorneys who work with paper files after the records department has scanned them to the DMS. • A front-office scanning option should be available using existing multifunctional printers (MFPs) or copiers in the practice areas for scan jobs requiring immediate turnaround. RECORDS DEPARTMENT Back-office workflows for daily and project- based scanning, QC, DMS integration and disposition • This department should be the competency and daily production center for active matter-scanning to the DMS, quality controls and paper disposition. • Records should also be the capacity center for large scan-capture jobs, such as closed matters, office moves or lateral attorney onboarding. • Use of dedicated production scanners is preferred. • A formal QC process workflow ensures the integrity of firmwide scan captures, enabling shredding of most scanned paper by establishing audits, accountability and confidence for the overall process. This includes tracking the document throughout the process. Ideally the same workflow operation would be applied to all firm scanning. ADMINISTRATIVE • Custom workflows are needed for scan captures in accounting, HR, new client intake, mail and other operations. 55 percent of attorneys in law firms today would choose to work with a paper file even if its contents are available digitally from the DMS.