Issue link: http://read.uberflip.com/i/25416
CAN’T WE GET ALONG? • Determine how the firm’s various technologists will interact • Decide who will control the technology • Define what service level agreements (SLAs) need to be in place • Ensure that users have the proper training and access levels to mitigate risk and meet the objectives of the business unit or firm An additional challenge is posed when operational units have their own technology experts who are well versed in applications specific to their needs. When everyone has had the opportunity to express their views and concerns, and work through potential issues that could derail the implementation of the project, they feel comfortable to reason and compromise. The final agreement might not always be exactly as originally intended, but all parties can generally come to an understanding. If you have the right people engaged in the project, getting the job done becomes much easier. Therefore, in a well-functioning law firm that fully integrates IT with the various constituencies within the firm, the IT director (CTO or equivalent) participates as an equal at the executive management level and works hand-in-hand with the various functional leaders to assure that: • The best solution is chosen; one that fits within the firm’s already-functioning infrastructure • Set up and installation of the solution reflect the expertise levels of the users www.iltanet.org Litigation and Practice Support 9 • Users of the solution are fully informed about the implications of maintaining a correctly configured and functioning product The end result is a decision born out of a shared effort — one that is endorsed by the firm’s leaders and meets the needs of the firm with acceptable risk (as determined by IT). Law firms that mirror the corporate model for technology will empower the IT, legal and operations teams involved in the process. ILTA