The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/57001
Integrating Services Recognize the integration of a new office is an evolving process, so actively manage a flexible project plan. Accept there will be surprises. Develop relationships between IT members and staff at multiple levels throughout the new office to help minimize the element of surprise and to promote clear communications to help tackle them when they do arise. Deal with ongoing data transfers as efficiently and effectively as possible, and keep the owners of the electronic information up to speed with progress on the import and the accessibility of the information. If a lot of information has come across, get the owner to prioritize the order in which it should be imported. Actively manage the telecom options and their lead times. These dates tend to have many dependencies linked to them. Given the international element of the project, ensure the account manager at the service provider has established and is maintaining contact with their counterpart in the new office location. Communicate with the IT training and IT support teams as new integrations are implemented and existing solutions enhanced. As the new office gets going, it will be looking to build up its reputation and resources. In particular there could be ongoing recruitment, and this growth should be built into equipment lists and plans in general. training For BLP at present, just-in-time blended lear biggest impact on new joiners. Leverage the backing and new-joiner enthusiasm to engage early on in their roles, and encourage active teamwork. Flexibility in timing and approach is critical. effectively a new start-up office creates a high for all involved. In a true test of their profess trainers have to balance their approaches and training environment, training demands business needs of this new office. Recognize there will be a need to provide ad demand, and there could be more new joiners and weeks as the new office is established. additional pressure on the IT training team team as a whole, but it is a good sign the new get to a steady state sooner rather than later. support Be proactive in keeping in touch with users; use the management reports, and work with the IT training team and IT project manager to improve support. Be ready to send experts from the IT support teams to the new office on short notice to troubleshoot. Consider the timing and any visa requirements for entry to the country. Actively manage new and existing suppliers. Contracts for software licenses, maintenance and support of hardware and printers, hardware supplies and the telecom system will have to be managed. Depending on the preferred suppliers (e.g., mobile phone coverage) might have might not offer the best service; If you do not know where to suppliers, ask your peers who have offices in the same country, joiners who can perhaps share their experiences. 62 Peer to Peer