creative uses of workflow/products randy steere, consultant jo haraf, cio morrison & foerster...
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Creative Uses of Creative Uses of Workflow/ProductsWorkflow/Products
Randy Steere, Consultant
Jo Haraf, CIOMorrison & Foerster LLP
Workflow ProductsWorkflow Products
General Workflow Engines MetaStorm WorkflowGen FloSuite
Highly Integrated Solutions Relay LegalKey
Client/Matter Intake ProjectClient/Matter Intake Project
Many times the first project executed Typically an obvious project Also more complicated project
Visible to practically everyone Hard to roll out incrementally Many steps and approvals A lot of disparate information
Benefits of Client/Matter IntakeBenefits of Client/Matter Intake
Speed up process Especially across offices Easier data entry
Capture more information Better conflict checking
Easier to understand conflict results Capture and store all information online
Documents Conflict results and resolutions Waiver letters
Streamline routing/approval rules
ChallengesChallenges - Integrations - Integrations
Internal Conflict Checking External Conflict Checking Confidential/Ethical Wall/VIP checking Accounting Marketing Records Docket/Calendaring
ChallengesChallenges - Database - Database
Writing to the Application Databases API or Importer or Direct Write Custom fields
Basic information for time entry Basic information for conflicts Complete information later Requires knowledge of business rules
ChallengesChallenges - Emails - Emails
This project can result in many emails Notifications of ToDo items Followup questions Notification of Client/Matter number Conflicts results
Don't want to spam people Rollup of emails Email reply Links within an email to an action screen Application Screen Only
ChallengesChallenges - Conflicts - Conflicts
Conflicts result Ranking Highlighting (colors) Screen v. paper presentation Drill down capability
Resolution procedures Streamline clearing obvious items Force more attention to important items
ResultsResults
Highly automated Paperless Streamlined Better risk management Faster response to client
Morrison & Foerster LLPMorrison & Foerster LLP
~1,000 attorneys 19 offices
United States, Europe, Asia Practices with a technology spin
Litigation, Business (many sub-groups), Tax, Labor
Microsoft shop Compaq, Cisco, SANs (TBD) HP notebooks, desktops, printers
MoFo Workflow HistoryMoFo Workflow History
Selected Metastorm eWork (8/2001) Completed Projects
Client/Matter Intake (Live 2/2002) Technology Purchasing (Live 1/2003) Matter Change Management (Live 7/2004) Lateral Partner Intake (Live 8/2004) Client facing idea submission . . .
Queued Projects
Workflow Programming ResourcesWorkflow Programming Resources
Workflow Head Count
0
1
2
3
4
5
2001 2002 2003 2004
Trained Dedicated FTE
Technical and Personal Skills SQL .Net Patience Business Process Design
Automat: Client/Matter IntakeAutomat: Client/Matter Intake
Initiated by secretaries Portal view for attorneys Volumes
1,000 folders/month 50% of folders become new matters
Integrated with Elite Report generation reduced from
24 to 4 hours Phase II – IP processing Phase III – Pro Bono matters
ConflictReport
Creation
ConflictResolution
New MatterOpening
AutoMat Processing TimesAutoMat Processing Times
0%
20%
40%
60%
80%
100%
Jan Feb Mar Apr May Jun Jul
Ho
urs
Conflict Report Creation Attorney Conflict Resolution
New Matter Opening
MoFoDepotMoFoDepotTechnology PurchasingTechnology Purchasing
Vendor Archive
Order Received
OrderRequest
Order ProcessingHardwareSoftware
MaintenanceConsulting Services
Approval
Launched after Six Sigma review Primary concerns:
Order visibility Vendor delivery time
Reports time by stage Internal processing <= 3 days Volume: ~ 150 POs/month Integrated with Access
Standard configurations Vendor contact information
MoFoDepo GadgetMoFoDepo GadgetFrom Purchasing ViewFrom Purchasing View
MoFoDepoMoFoDepoFrom Management ViewFrom Management View
The alternative to email
Matter Change ManagementMatter Change Management
Simple design; no 3rd party system interfaces
Common notification reduces inconsistencies among silo systems
To Do list reduces missed changes
Opportunity for independent groups to work together - Project “Titanic”
Secretary
Group ProcessingPatent
New BusinessAccounting
RecordsTrademark
Archive
Lateral Partner IntakeLateral Partner Intake
Immediate notification of incoming partners
Visible to: Firm-wide administrative
management Office management Sponsoring partner
Over 100 assignments launched by one “submit”
A full year’s worth of tasks
New PartnerAccepts
Notify Firm-wideManagers
Notify LocalOffice Team
Sponsor
Lateral Tasks Lateral Tasks for One Firm-Wide Resourcefor One Firm-Wide Resource
Best PracticesBest Practices
Follow standard development policies
Use “façade” development
Implement .Net for table management and reporting
Leverage the same team for discovery and development
Include attachments in the database
Creative Uses of Creative Uses of Workflow/ProductsWorkflow/Products
Randy Steere, Consultant
Jo Haraf, CIOMorrison & Foerster LLP