The quarterly publication of the International Legal Technology Association
Issue link: http://read.uberflip.com/i/57001
Integrating Services Note that this element can bring a real mix of challenges and opportunities, and the range of topics covered across the project phases reflects this. In practice, the global versus local arguments will need to be balanced, and integration initiatives, in general, will affect both training and support. Identify the IT project manager and start the engagement with the firmwide project team responsible for getting the new office up and running. Fully understand the connectivity options of the office premises; for example, which telecom companies already have a presence in the building, and what is the quality of the 3G signal if data cards are required as a temporary measure? Consider the timescales between temporary and permanent office space. Due to lead times for telecom installs, it might make sense to put the full private network connection into the permanent office space only. Find out about any information security, data protection and regulatory requirements in relation to the new country, as there might be a need for important configuration changes to be made to core business systems. Use the questionnaire or process in place for new lawyer or partner intake with the joiners in the new office to help understand who is joining, what their expectations are, and if they plan to bring any electronic information with them. For authorized data transfers, consider and recommend approaches for weeding and formatting the information to be exported, secure data transfer, data import and providing access to the appropriate new users. In terms of potential language issues, there might be different alphabets and/or characters which can then impact software requirements and hardware needs such as alternative keyboard layouts for PCs and smartphones. Training Have the IT trainers speak to the IT project manager responsible for the coordination of IT efforts in opening the new office. This helps the IT trainers understand how many new joiners there will be, when they will join, what the staff mix is (lawyers, secretaries and business services staff) and with which systems the users have experience. If possible, have the IT project manager and IT trainers engage one of the new partners to sponsor the upcoming induction training. Their buy-in and backing now will go a long way in protecting the early training sessions from the many disruptions going on during the initial office opening. Give the IT training team time to prepare their training. The training involved in opening up a new international office is very different from normal induction training. They will need to review existing training materials and plans and align these to any different practices required in the new office. There could also be new software applications to understand. Some prelearning can be useful, for example, to introduce basic points about the firm and its systems. While it is unlikely the new joiners will have much time to look at prelearning materials, it makes a positive impression on the new joiners by indicating there is help available throughout the transition. 60 Peer to Peer