Issue link: https://epubs.iltanet.org/i/74024
It's Not About the Tool: Assessing an Ongoing Project Management Implementation and tasks. This meant not only standardizing the phases and tasks as much as possible, but requiring the use of phase and task codes for each time entry. That would have been a difficult enough change on its own, but we were simultaneously asking all timekeepers to enter their time more quickly; ideally, time would be entered every day, but in all instances, by the end of each week. Not surprisingly, within many groups it was difficult to build consensus around the idea of requiring task codes for each time entry. Phase codes didn't seem so daunting; after all, there might only be five to 10 phases in the matter lifecycle, and it would only take a moment to identify which phase applied to the work. By contrast, if each phase had several specific tasks, then the task list might be lengthy and difficult to use, and much more difficult to apply in a standard way. In addition, many attorneys delegate time entry to administrative assistants, so it would be necessary to develop a way to about this solution — and what firms of all sizes need to find their own solution for — is how we're delivering instant access to useful information in a way that allows the business model to evolve in tandem with consumer culture, while driving the enterprise culture of our clients. We have found that LPM can drive the development of alternative business models, as legal organizations re- evaluate their revenue concepts, their corporate structure, their practice structure and the way these structures merge with their clients' needs and expectations. Social media provide a strategic path forward for legal organizations to drive their information to those who need it. We will see traditional search change from a method of "go get it" to "bring it to me" as soon as you log on and your credentials identify your clients, matters, practices, preferences, etc. Social media will also shape how we organize and drive project teams. Social media environments like Facebook, Google+, Twitter and others inspire a team integration approach through contacts, sharing and collaboration. Translate this to the business environment (contacts, structures, workflows, projects, etc.), and the business model begins to shift. As we merge social media- driven LPM and alternative business models with client relationships and interactive client portals, traditional, linear business models will give way to the spherical organizations of the future. ILTA White Paper 33