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Financial & Practice Management Upgrades: Squire, Sanders & Dempsey Up Close

By Swen Nielsen
August 26, 2008

Since firm attorneys are placed strategically in key global markets, and support staff and firm leaders are spread out among the global office network, it has always been paramount to have not only reliable, but also current, technology to keep everyone connected, ensure seamless business operations and enable firm attorneys to focus on their clients. In my role as Financial Systems Manager at Squire, Sanders & Dempsey L.L.P., a firm of more than 850 lawyers in 30 offices and 14 countries around the world, I have sought out technology partnerships that support the firm's technology mission of dedication to client service through technology. Financial-management systems are a key part of this mission, and represent a collection of core financial and practice-management applications.

One of these applications, ADERANT Expert, has been a core component of this practice for over a decade. One of the reasons has been the ease with which we have been able to upgrade the product and migrate to newer technology platforms. In particular, our latest upgrade provided us with new functionality and processing speed that we were keen to introduce to the firm's broader user base, namely, our back office accounting group, timekeepers, and the management team for reporting and financial analysis purposes.

Fluid Upgrade Process

Upgrades traditionally offer your organization three things: fixes for existing problems, enhanced functionality and, unfortunately, new bugs. In my experience, I've upgraded software either because I needed the new functionality or because vendor support on an old version was coming to an end.

Having successfully migrated from versions 2.0 to 4.3 to 5.0 and, currently, 7.0, each upgrade has brought with it obvious changes and adjustments (especially from a users perspective), but also performance increases due to software improvements ' as well as significant hardware upgrades. Our latest upgrade saw similar performance improvements; most noticeable in the time it now takes us to close out our month-end accounting cycle. This has allowed us to have bills available to the users the morning after we close the month whereas in the past, it sometimes took until late afternoon.

In terms of the upgrade methodology, one of our first priorities was to create a test environment for the new release. To do this, we first purchased what would become our new server, installed the latest version of Microsoft SQL Server and restored the current database into a test database. Next, we copied the current application directory to a development application server, including all the supporting network files, such as billing templates. We made sure that all internal pointers and interfaces to other systems were updated to point to the corresponding test locations. Finally, we took this test environment and applied the upgrades. We were careful to record each step of the upgrade process, noting all specific or unusual steps that were required. Once we had the upgrade complete, we restored the test environment and went through the upgrades again to ensure that we had a smooth process in place.

At that point, we started vigorous testing of the upgraded environment, spending about six weeks on this process. In previous upgrades, we had identified specific testing areas and responsible testing personnel, for example Accounts Payable, Cash Applications, General Ledger and, of course, Time and Billing. Each area had a designated tester from within those departments, and each tester gave us detailed feedback of anything causing problems or that they thought might need to be noted to the users. Based on this user interaction and comment loop, our team made appropriate changes, such as modifying some forms and menus to better suit our firm's existing customs.

Throughout this process, we kept accurate notes and developed a comprehensive checklist for migrating to the new version. Since this upgrade had a particular impact on the user interface, we developed training materials for the users to introduce the new look and feel. A date was chosen for the upgrade and a 30-day warning was sent to the users.

Making the Switch

Ten days before the upgrade to the live systems, we made a fresh copy of the live environment to our test environments and went through our checklist step-by-step again. We wanted to be sure that there would be no surprises during the live upgrade.

One week before the upgrade, we informed the users that the system would be unavailable during the upgrade weekend. We reminded them that if they needed any data from the financial system for any matters that might be closing that weekend, they would need to retrieve that data before the shutdown. A current copy of the live database would be maintained, although offline, in case of an unforeseen failure, and if critical, we could use that database to retrieve information during the upgrade. Now it was time to begin.

We began the migration on a Friday at 5:00 p.m. by locking out users. All nightly processing was completed, full backups were taken and SQL consistence checking was performed on the database. We then shut down that server. On Saturday morning, members of the IT team configured the new server and brought it online. We then restored the data onto the new server. By noon Saturday, the designated upgrade coordinator was able to start going through the comprehensive migration checklist, completing this process by 4:00 p.m. Members of the systems team were notified when the upgrades were complete and they remotely verified critical paths, such as time capture and billing operations. On Saturday evening, the coordinator focused on upgrading our training and reporting databases. The DBA set up the SQL maintenance plans. Nightly processing was enabled, and on Sunday morning, we checked everything once again. We were able to take the new system live by noon that day. As a result, based on the time zone differences, our international offices were only without a live system for a few business hours.

Overall, the upgrade went very smoothly, thanks in large part to ADERANT's support group. In fact, we have such a good rapport with the group and know they will respond to our requests ASAP, that we don't need to prioritize most of our support requests. One of their support staff usually calls us back within 15 minutes of an issue being logged, often with a solution in hand.

Managed Customizations

Over the years of upgrading to new versions of ADERANT Expert, we have always been very satisfied with the stability and consistency of its customization tools. This consistency has enabled us to still use customizations we made six or seven years ago without having to rework them with each new version. This aspect has been critical to the firm's successful migration path and, in turn, rapid user adoption of new versions. We have extensively customized portions of ADERANT Expert ' adding new forms, new database tables and even new, internally developed applications ' so having the ability to carry over old customizations has been vital. During the upgrade, our testers simply moved their custom reports and forms to a customization folder so they wouldn't be overwritten, upgraded to a new release, and then moved the custom report and forms back. As an example, about 90% of our customized forms and reports made it through the upgrade process unchanged, only requiring testing to make sure they functioned properly.

User Change Management

One of the biggest changes for Squire Sanders' users between releases has historically been the modification of the product user interface. In particular, our upgrade from Release 5.0 to Release 7.0 required additional user training. In order to facilitate acceptance, we created a series of quick reference guides to show users where functions that they typically used were now located, and how to navigate through the improved “look and feel.” Initially, our user base reacted to the new user interface with trepidation, although our quick guides and training increased their comfort level within a week or two of the upgrade. Additionally, we created some custom menu structures to further facilitate the interface transition, something again that was largely possible due to ADERANT's flexible customization tools.

Overall, based on our tried-and-true upgrade methodology and history of seamless migrations, as well as the new functionality and feature set made available with the latest ADERANT Expert release, Squire Sanders has been able to smoothly transition to the latest version of our mission critical financial management application.

Software Upgrade Best Practices

Squire Sanders has successfully migrated four times with ADERANT within the last decade. With each upgrade, we have learned from past mistakes and greatly benefited from 'lessons learned,' and thus established some rules-of-thumb for a successful software migration:

  • Get users involved ' let them know what's coming. Any time change, such as a new version of software, is introduced to the user base, it is paramount that those most affected by new features, an updated user interface, or new procedures are included in the process from the beginning. Set up a user pilot group and rely on them for feedback and practical advice that you can later apply to the broader upgrade rollout.
  • Know what is customized. An accurate inventory of all of our customized forms and applications was critical. Fortunately, we had some tools that we had developed to help identify all our customized forms, reports, tables, stored procedures and special menu items. These were all verified by the financial systems team.
  • Check and double-check customizations. The biggest assumption made about migrating customizations from one version to the next is that they will work the same in a newer version. This is not the case, so make sure you have tested all changes and customizations in the new environment before releasing them to your users. The last thing you want to deal with are discontented attorneys who are frustrated with the technology they are given.
  • Software upgrade should equal hardware upgrade. More RAM equals more speed. Each time we have migrated to a new version of ADERANT Expert for example, we have also upgraded our server infrastructure. As such, we have seen tremendous performance increases with each migration ' part of which is due to software improvement and part of which is due to more powerful hardware. The upgrade should be transparent to the user base, and as a result further justify the update since it will make the firm more efficient and productive in its use of the given technology.
  • Involve your back office. In the case of the ADERANT Expert financial- management system, we have always chosen a migration path that has heavily involved our back-office team; the power users if you will. This group will not only serve as your upgrade champion, but also provide invaluable insight when it comes to deciding what customizations to introduce and what features and functions to enable in the new version.

' Swen Nielson

Swen Nielsen is the Financial Systems Manager for Squire, Sanders & Dempsey L.L.P. He has spent the last 11 years with the firm, where he is charged with customization and support of financial systems including Time and Billing, Financial, Budgeting and analysis systems.

Since firm attorneys are placed strategically in key global markets, and support staff and firm leaders are spread out among the global office network, it has always been paramount to have not only reliable, but also current, technology to keep everyone connected, ensure seamless business operations and enable firm attorneys to focus on their clients. In my role as Financial Systems Manager at Squire, Sanders & Dempsey L.L.P., a firm of more than 850 lawyers in 30 offices and 14 countries around the world, I have sought out technology partnerships that support the firm's technology mission of dedication to client service through technology. Financial-management systems are a key part of this mission, and represent a collection of core financial and practice-management applications.

One of these applications, ADERANT Expert, has been a core component of this practice for over a decade. One of the reasons has been the ease with which we have been able to upgrade the product and migrate to newer technology platforms. In particular, our latest upgrade provided us with new functionality and processing speed that we were keen to introduce to the firm's broader user base, namely, our back office accounting group, timekeepers, and the management team for reporting and financial analysis purposes.

Fluid Upgrade Process

Upgrades traditionally offer your organization three things: fixes for existing problems, enhanced functionality and, unfortunately, new bugs. In my experience, I've upgraded software either because I needed the new functionality or because vendor support on an old version was coming to an end.

Having successfully migrated from versions 2.0 to 4.3 to 5.0 and, currently, 7.0, each upgrade has brought with it obvious changes and adjustments (especially from a users perspective), but also performance increases due to software improvements ' as well as significant hardware upgrades. Our latest upgrade saw similar performance improvements; most noticeable in the time it now takes us to close out our month-end accounting cycle. This has allowed us to have bills available to the users the morning after we close the month whereas in the past, it sometimes took until late afternoon.

In terms of the upgrade methodology, one of our first priorities was to create a test environment for the new release. To do this, we first purchased what would become our new server, installed the latest version of Microsoft SQL Server and restored the current database into a test database. Next, we copied the current application directory to a development application server, including all the supporting network files, such as billing templates. We made sure that all internal pointers and interfaces to other systems were updated to point to the corresponding test locations. Finally, we took this test environment and applied the upgrades. We were careful to record each step of the upgrade process, noting all specific or unusual steps that were required. Once we had the upgrade complete, we restored the test environment and went through the upgrades again to ensure that we had a smooth process in place.

At that point, we started vigorous testing of the upgraded environment, spending about six weeks on this process. In previous upgrades, we had identified specific testing areas and responsible testing personnel, for example Accounts Payable, Cash Applications, General Ledger and, of course, Time and Billing. Each area had a designated tester from within those departments, and each tester gave us detailed feedback of anything causing problems or that they thought might need to be noted to the users. Based on this user interaction and comment loop, our team made appropriate changes, such as modifying some forms and menus to better suit our firm's existing customs.

Throughout this process, we kept accurate notes and developed a comprehensive checklist for migrating to the new version. Since this upgrade had a particular impact on the user interface, we developed training materials for the users to introduce the new look and feel. A date was chosen for the upgrade and a 30-day warning was sent to the users.

Making the Switch

Ten days before the upgrade to the live systems, we made a fresh copy of the live environment to our test environments and went through our checklist step-by-step again. We wanted to be sure that there would be no surprises during the live upgrade.

One week before the upgrade, we informed the users that the system would be unavailable during the upgrade weekend. We reminded them that if they needed any data from the financial system for any matters that might be closing that weekend, they would need to retrieve that data before the shutdown. A current copy of the live database would be maintained, although offline, in case of an unforeseen failure, and if critical, we could use that database to retrieve information during the upgrade. Now it was time to begin.

We began the migration on a Friday at 5:00 p.m. by locking out users. All nightly processing was completed, full backups were taken and SQL consistence checking was performed on the database. We then shut down that server. On Saturday morning, members of the IT team configured the new server and brought it online. We then restored the data onto the new server. By noon Saturday, the designated upgrade coordinator was able to start going through the comprehensive migration checklist, completing this process by 4:00 p.m. Members of the systems team were notified when the upgrades were complete and they remotely verified critical paths, such as time capture and billing operations. On Saturday evening, the coordinator focused on upgrading our training and reporting databases. The DBA set up the SQL maintenance plans. Nightly processing was enabled, and on Sunday morning, we checked everything once again. We were able to take the new system live by noon that day. As a result, based on the time zone differences, our international offices were only without a live system for a few business hours.

Overall, the upgrade went very smoothly, thanks in large part to ADERANT's support group. In fact, we have such a good rapport with the group and know they will respond to our requests ASAP, that we don't need to prioritize most of our support requests. One of their support staff usually calls us back within 15 minutes of an issue being logged, often with a solution in hand.

Managed Customizations

Over the years of upgrading to new versions of ADERANT Expert, we have always been very satisfied with the stability and consistency of its customization tools. This consistency has enabled us to still use customizations we made six or seven years ago without having to rework them with each new version. This aspect has been critical to the firm's successful migration path and, in turn, rapid user adoption of new versions. We have extensively customized portions of ADERANT Expert ' adding new forms, new database tables and even new, internally developed applications ' so having the ability to carry over old customizations has been vital. During the upgrade, our testers simply moved their custom reports and forms to a customization folder so they wouldn't be overwritten, upgraded to a new release, and then moved the custom report and forms back. As an example, about 90% of our customized forms and reports made it through the upgrade process unchanged, only requiring testing to make sure they functioned properly.

User Change Management

One of the biggest changes for Squire Sanders' users between releases has historically been the modification of the product user interface. In particular, our upgrade from Release 5.0 to Release 7.0 required additional user training. In order to facilitate acceptance, we created a series of quick reference guides to show users where functions that they typically used were now located, and how to navigate through the improved “look and feel.” Initially, our user base reacted to the new user interface with trepidation, although our quick guides and training increased their comfort level within a week or two of the upgrade. Additionally, we created some custom menu structures to further facilitate the interface transition, something again that was largely possible due to ADERANT's flexible customization tools.

Overall, based on our tried-and-true upgrade methodology and history of seamless migrations, as well as the new functionality and feature set made available with the latest ADERANT Expert release, Squire Sanders has been able to smoothly transition to the latest version of our mission critical financial management application.

Software Upgrade Best Practices

Squire Sanders has successfully migrated four times with ADERANT within the last decade. With each upgrade, we have learned from past mistakes and greatly benefited from 'lessons learned,' and thus established some rules-of-thumb for a successful software migration:

  • Get users involved ' let them know what's coming. Any time change, such as a new version of software, is introduced to the user base, it is paramount that those most affected by new features, an updated user interface, or new procedures are included in the process from the beginning. Set up a user pilot group and rely on them for feedback and practical advice that you can later apply to the broader upgrade rollout.
  • Know what is customized. An accurate inventory of all of our customized forms and applications was critical. Fortunately, we had some tools that we had developed to help identify all our customized forms, reports, tables, stored procedures and special menu items. These were all verified by the financial systems team.
  • Check and double-check customizations. The biggest assumption made about migrating customizations from one version to the next is that they will work the same in a newer version. This is not the case, so make sure you have tested all changes and customizations in the new environment before releasing them to your users. The last thing you want to deal with are discontented attorneys who are frustrated with the technology they are given.
  • Software upgrade should equal hardware upgrade. More RAM equals more speed. Each time we have migrated to a new version of ADERANT Expert for example, we have also upgraded our server infrastructure. As such, we have seen tremendous performance increases with each migration ' part of which is due to software improvement and part of which is due to more powerful hardware. The upgrade should be transparent to the user base, and as a result further justify the update since it will make the firm more efficient and productive in its use of the given technology.
  • Involve your back office. In the case of the ADERANT Expert financial- management system, we have always chosen a migration path that has heavily involved our back-office team; the power users if you will. This group will not only serve as your upgrade champion, but also provide invaluable insight when it comes to deciding what customizations to introduce and what features and functions to enable in the new version.

' Swen Nielson

Swen Nielsen is the Financial Systems Manager for Squire, Sanders & Dempsey L.L.P. He has spent the last 11 years with the firm, where he is charged with customization and support of financial systems including Time and Billing, Financial, Budgeting and analysis systems.
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