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The practice of project management in e-discovery has traditionally been loosely defined, with significant variation in the application of the fundamentals and the people performing these services. In some cases, the individual taking a project management role on a case is an attorney or paralegal, while in others it's the e-discovery services provider's account manager. Some project managers come from IT or document management roles. Within any given case, multiple "project managers" may work together, each applying their own set of practices and procedures.
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In many instances and in many sectors, technology is looked to as the savior, since it's easy to simply focus on the "bright, shiny object" that will quickly and painlessly fix the problem at hand. The same is true in the legal industry when it comes to litigation and e-discovery. Unfortunately, technology is only part of the equation, unable to deliver the promised value without the inclusion of the equally important pillars of people and processes. While many recognize this as a truism, they nevertheless forget (or underemphasize) the importance of the other factors ' much to their detriment.
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How difficult is it for these potential clients to find a particular firm online and, once they do, are they motivated enough by what they find to take the next step and contact that firm? Some lawyers embrace online marketing and do it well, while others make mistakes that cost them clients, money and time.
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On the one hand, companies want to capture the attention of potential customers roaming the social media space. On the other hand, conversations in the blogosphere are largely uncontrollable, and raise myriad risks. Social media can cause serious losses if not handled correctly.
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Workers and managers alike are struggling to figure out what will be expected from them in the coming business quarters, and how to deliver on these expectations. Here are three highlights for legal professionals, which just may make the difference between being in the black or in the red.
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The new Hiring Incentives to Restore Employment Act ("HIRE Act") and the new Health Care Reform Acts have several significant tax-related provisions that affect individual and business taxpayers including law firms, attorneys, their staff, and their clients.
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How can a law firm choose a fee arrangement that is beneficial for the client and calculated to be profitable for the firm? Once that fee is set, how can the law firm best manage the engagement to ensure sustained profitability? How can it measure profitability in this new environment?
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How should a law firm approach compensation decisions in the current economy? The fundamentals still apply: a focus on the quality of the compensation decisions and the interrelationship of those decisions with culture and strategy.
ALTERNATIVE BILLING ARRANGEMENTS - On May 11th, I was able to sit in on the Argyle Executive Forum 2010 Chief Legal Officer Leadership Forum event in San Francisco. One fo the topics of discussion was the latest definition of "alternative fees" - information that I will be relaying during upcoming workshops and seminars where I'll continue discussing the importance of alternative billing arrangements. Alternative fees are on way in which lawyers and law firms are able…