Make More Rain : productivity, technology

Cash Flow An Important Metric For Law Firms

Admin — Thu, 10 Apr 2008 07:00:03 GMT

No matter how much you work, until you convert it to cash it is worthless. The average days in the law firm cash flow cycle (from worked to collected) is 169 (source: 2007 Law Firm Economic Survey from LexisNexis). Shortening your cash flow cycle has a positive impact to liquidity and thus your cash flow cycle should be measured.

There are two metrics that need to be measured: days to bill and days to collect. Determining these numbers on a timekeeper level identifies those timekeepers who are efficient and those who aren't. The opportunity then is to set a standard and work towards compliance by all timekeepers.

What is this standard? It depends on the area of practice. Many insurance companies just won't pay under 60 days of accepted electronic invoice and will only accept these invoices quarterly. In this case, 150 days isn't so bad. Some areas of law (many domestic relations situations come to mind) should, by default, be prepaid. Any work in process should be billed immediately and applied against the prepayments. In these cases a cash flow cycle of 60 days should be cause for concern.

Tools such as Juris from LexisNexis' Active Information can help you track this key performance indicator so that you can improve your liquidity.

We have begun taking submissions for the 2008 Law Firm Economic Survey. If your firm is interested in participating, please contact Brian by clicking here.

Law Firm Pricing Management

Admin — Thu, 21 Feb 2008 08:00:46 GMT

One of the more common questions I hear asked by attorneys is how to set their rates. Many attorneys raise their rates periodically but not as part of a strategy to maintain or increase margin. Pricing management is addressed in detail in an article in Managing Partner Magazine titled Pricing Management. Noting that most firms still use a "reactive" approach to pricing, the article suggests instituting a pricing management function within the firm closely tied to the finance and marketing functions. A systematic approach is recommended that positions pricing with your strategic goals.

According to the article, firms should prioritize consideration of the price it will charge for its services and to ensure that the firm’s value and pricing propositions are constantly reviewed and improved upon, and communicated to clients at all levels of the firm. Firms should manage the pricing function around three levels: industry, practice and engagement level.

Industry Level: invest in understanding how variables drive supply and demand for legal services in your particular industry of practice.
- Systemic drivers: focus on short and long term considerations in the industry affecting client demand.
- Service delivery: leverage your firm's technology and skills as value that sets your firm apart
- Client patterns: how often they are a source of new business, how well they pay, etc.
- Talent supply: look into alternatives in how services can be delivered to be more cost effective.
- Pricing Czar: A finance director or equity partner should be dedicated to reviewing these drivers and organizing a pricing strategy and structure that meets the financial needs of the firm.
Practice Level: understand the markets that your firm and its practices operate.
- Testing client perceptions: client interviews, surveys, etc to better understand client need and provide better value.
- Discriminating among clients: develop rates that fit the client and practice area, not one-size-fits-all.
- Objectively reviewing fee schedule: periodically check market position as well as reputation of key partners by conducting blind study of key clients.
- Central pricing function supporting practice-group leaders: remove discretion in pricing except at practice group level - discounting should be first approved by pricing czar.
Engagement Level: getting the best price for each matter
- Training: partners need to understand the effect even minor discounts have on the bottom line; develop skill in communicating value.
- Tools: having proper tools to measure performance so as to maximize profitability based on comparison of historically similar matters.
- Systems: develop processes to review efficiency and improve on it to better price similar matters in the future.

Though some feel trapped in their pricing scheme, firms can and should plan how they price their services. With a well-conceived and implemented pricing plan, firms can be proactive and systematic in developing a pricing structure aligned with their strategic plan.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

A Warning For Law Firms (And Business Clients) Using Facebook

Admin — Wed, 20 Feb 2008 08:00:41 GMT

There has been some discussion in legal blogs regarding the use of social networking tools such as Facebook as a marketing tool. Kevin O'Keefe notes the potential of Facebook as a growing force for lawyers and businesspeople. Larry Bodine writes [w]hy lawyers can't ignore Facebook for networking.

The Birmingham Post (UK) writes of a reason why there should be caution in using Facebook. In an article titled Facebook May Blow Up In Your Face, several potential "minefields" are noted:

Facebook is for personal use only: In its terms and conditions, it states in the first sentence under User Conduct:

"You understand that except for advertising programs offered by us on the Site (e.g., Facebook Flyers, Facebook Marketplace), the Service and the Site are available for your personal, non-commercial use only."

In the terms and conditions, every user agrees not to register for more than one user account, not to register a user account on behalf of another, or register a user account on behalf of any group or entity.
You can be banned from Facebook for a violation of terms, subject to "final and binding arbitration" under Delaware law, likely in California.
Facebook has a license to do whatever it wants with content you provide. In theory, you could upload a photograph and Facebook could sell it without you receiving a penny. If you write lengthy notes about business related issues, these could be turned into a book by Facebook for its gain, not yours. Relevant wording from terms and conditions:

"By posting User Content to any part of the Site, you automatically grant, and you represent and warrant that you have the right to grant, to the Company an irrevocable, perpetual, non-exclusive, transferable, fully paid, worldwide license (with the right to sublicense) to use, copy, publicly perform, publicly display, reformat, translate, excerpt (in whole or in part) and distribute such User Content for any purpose, commercial, advertising, or otherwise, on or in connection with the Site or the promotion thereof, to prepare derivative works of, or incorporate into other works, such User Content, and to grant and authorize sublicenses of the foregoing."

Bodine cites Joshua Fruchter, in a more recent post, citing methods of using Facebook as a marketing tool. Particularly in regard to posting copyrighted content, this should be re-assessed.

Bodine and O'Keefe promote Facebook as a networking tool. Facebook does have a section for businesses called Facebook Pages that serves this purpose. However, there is no pre-screening process to ensure that the entity is in fact who it states it is (read: Wikipedia-ish). There is an additional terms and conditions (which incorporates the original terms) that doesn't negate any of the above concerns (apart from allowing commercial use). If you plan to utilize this tool, make sure you follow the guidelines of Facebook's terms and conditions. [poll=7]

Yet Another Reason Attorneys Should Encrypt Email

Admin — Wed, 06 Feb 2008 08:00:20 GMT

Last Friday I wrote about the dangers of sending sensitive emails to clients unencrypted. Please read the comments Tom Mighell wrote - he made some very good points.

Today I read that sensitive settlement negotiations were discovered after a lawyer mistakenly emailed sensitive documents to a New York Times reporter rather than co-counsel.

What would have happened had the lawyer sent this email encrypted? It wouldn't have sent at all, since the encryption software wouldn't have recognized the recipient as having an encrypted key and would have thrown a warning to the sender. The sender would then know to place the correct recipient in the email.

Of course, there is a concern that you could send an encrypted email to the wrong party who is also set up to decrypt emails from you. This is a good reason to not set up encryption with everyone but rather just with those you expect to share privileged sensitive information.

The way around sending email to the wrong person, assuming you use Microsoft Outlook, is to turn off the feature "suggest names while completing to, cc, and bcc fields" in the advanced options of email options (under tools>>options).

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

LegalTech Day 1 Wrap

Admin — Wed, 06 Feb 2008 03:00:10 GMT

Lots of vendors, lots of people. The show is targeted to litigation attorneys, and within that, mostly defense litigators. I did talk to a few who were corporate counsel and there may have been tracks that attracted those in transactional practice, but I didn't see it.

It won't be until tomorrow afternoon til we'll see the first session on financial management. You can bet I will be attending the session "Firm Profitability: Best Industry Practices".

I wish I had more insight on today's events, but there wasn't really much about which to write from my perspective. I think it may have to do with my placement (standing in a booth for most of the day didn't help) so tomorrow I will plan better to get around and see more sessions.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Unencrypted Emails Between Attorneys and Clients May Not Be Privileged

Admin — Fri, 01 Feb 2008 08:00:00 GMT

The days of unencrypted email communications being protected under the attorney/client privilege may be numbered. The latest evidence of this comes from New York, where Judge Charles W. Ramos ruled last fall that emails from a doctor to his lawyer sent via a hospital's business email server weren't privileged after they were discovered by the hospital (source: Wall Street Journal Law Blog).

Judge Ramos rejected the privilege largely because, he found, the plaintiff didn’t have any real expectation that the messages were private. The hospital had a policy of prohibiting email for personal purposes, and that policy was disclosed to employees.

This is another shot across the bow to law firms. When courts have waived the privilege in situations like the above, it has been due to a lack of expectation of privacy. There have been similar cases in the past (Kaufman v. SunGard Invest. Sys., 2006 U.S. Dist. LEXIS 28149 (D.N.J. 2006)), In the bankruptcy proceeding In re Asia Global Crossing, Ltd., 324 B.R. 503 (Bankr. D.N.Y. 2005), the Southern District of New York held that email between an attorney and client left on the corporate email system waived the privilege. The court held found that the following four factors should be taken into consideration in that analysis:

(1) does the corporation maintain a policy banning personal or other objectionable use,

(2) does the company monitor the use of the employee's computer or e-mail,

(3) do third parties have a right of access to the computer or emails, and

(4) did the corporation notify the employee, or was the employee aware, of the use and monitoring policies?

What if the client was communicating to the attorney with encrypted email? Does that offer the client an “expectation of privacy?”

In order for a client to invoke the protections of the attorney client privilege, four elements are required:

the client is seeking legal advice;
from a professional in his capacity as an attorney;
the communication relates to the legal advice; and
the confidential communication is between the client and the attorney.

In Nat'l Econ. Research Assocs. v. Evans, 21 Mass. L. Rep. 337 (Mass. Super. Ct. 2006), the Massachusetts Superior Court held that when the employer did not specify in its manual that it could monitor email and the employee took “reasonable” steps to protect the emails (the court considered deleting the emails and running a disk de-fragmentation program sufficient), then the privilege isn’t waived. Ernest Sasso, on his firm site, wrote a comprehensive article regarding email and client confidentiality which supports the argument that encrypted email would make arguments for waiver of privilege moot. To my knowledge, the issue of encrypted mail being challenged to waive privilege has still not been litigated (please correct me if I am wrong).

If you are communicating via email to clients regarding your case, stop it now. Or, take evasive action. Use encryption in all communications with clients expected to contain privileged information. In my opinion, you have a stronger argument for an expectation of privacy even with minimal encryption (read: ease of use and implementation) than with none at all. Plus, the cost of software (for the client end) can be billed to the client as an up-front expense if the client desires to communicate via email.

The above is just a cursory look at the law to alert you to the potential danger of communicating with clients via unencrypted email. Logon to Lexis.com to research the above in more detail. And to avoid being the next victim, encrypt now.

Some encryption providers:

The above isn’t even close to comprehensive. Have your IT staff research solutions that will work with your firm.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

More Signs of Recession For Law Firms in 2008

Admin — Thu, 31 Jan 2008 08:00:58 GMT

Rob Millard's blog Adventure of Strategy takes a second look at recessionary pressures against law firms in 2008. He links to a new Client Advisory from Hildebrandt and CitiBank that is a depressing read.

According to the Advisory, 2007 started out with high expectations and ended in uncertainty. Litigation doesn't look as good since some companies appear to be settling out of potentially protracted litigation. Merck was used as the example with their recent announcement that they were settling their Vioxx claims. (Of course, news yesterday that Merck is back on the defensive may dampen that bleakness and provide hope for trial attorneys on both ends of the aisle.)

The Advisory warned of the "perfect storm" in which finance, transactional, and litigation work have all trended downward at the same time, with no offsetting surge in work related to the economic downturn itself.(p 2)

Breaking down the reasons for their bearish outlook:

The cost of leverage. The Advisory compares the economic downturn of today and 2001 and notes that the relatively high level of equity partners in 2001 in firms allowed for the use of leverage to increase profits. De-equitizing partners and increasing the barriers to equity partnership have left firms with little wiggle room to work in this economic downturn. This may be true for large firms, but it certainly isn't the case for mid-size firms who are still very much top-heavy according to the 2007 Law Firm Economic Survey from LexisNexis. If leverage was a method of bailout for large firms in the economic trough in 2001, then mid-size firms stand to profit from utilizing it in 2008. This pre-supposes firms have the will to make the admittedly difficult decisions in the more personal environment of the mid-size firm. It stands to reason that a struggling business that wants to survive will make the hard decisions to prevail in hard times. Interestingly, the Advisory argues the negative impact of increasing leverage in the firm that may necessitate a revisit to this subject. In our surveys, increased leverage has been correlative to increased income. Is the Advisory making the argument that you can be over leveraged? Is utilization of associates not the only factor?
Realization Rates. Realization rates are lower now than in 2001, placing additional pressure on increasing rate. Which leads to the next point -
Client push back. Clients, in spite of firm predictions of increasing rates, are placing price pressures on firms that place a premium on firms who are efficient at providing legal services. That, combined with lower realization rates, hurts profits.
The Challenge of Laterals. There are more lateral hires now than in 2001. According to the Advisory, laterals are the first to leave the firm when hard times hit. Perhaps for similar reasons, perhaps not, respondents to the LexisNexis 2007 Survey confirmed that they have more success with new hires than with laterals.

Lack of Offsetting Practices. It's the "perfect storm" of no transactional, litigation or finance work (although I personally think that may be a bit overstated).

Is this a pre-warning? Click here to read the Advisory in its entirety.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Business Life in the Law Firm--Trends and Issues

Admin — Tue, 30 Oct 2007 17:56:04 GMT

I spent a good bit of time with 230 law firm management and administrative folks at the annual Juris International Users conference. The Juris user group is unique in that the organization is completely independent. It is financed and run entirely by licensees of Juris software.

I find these annual meetings insightful on two levels. Meeting topics reflect management trends in midrange law firms. Informal group discussions about daily life in the law firm shine the light on the things that motivate and the things that frustrate. Those conversations are often about the relationship between the professional side of the law firm and the non-lawyer people who make it possible for lawyers to concentrate on law.

Reviewing the conference topics for this year, it is pretty clear that those involved in running the business side of the firm are interested in more sophisticated management and operational tools—more user-driven reporting tools, dashboard technology, workflow optimization, pre-billing compliance testing, electronic billing and advanced financial accounting. Business intelligence is a hot topic and Juris has rolled out some extraordinary products and reserves in response to this increasing sophistication in law firm management. One of the interesting new services is Juris Insight, a continuous benchmarking service that not only tracks key performance metrics for the participating law firms but provides comparisons with peer law firms.

As for the informal conversations, I was pleased that more of those were focused on the firm’s objectives—what the law firm was trying to accomplish. There appeared to be fewer dealing with “difficulties of working with attorneys.” There was still some talk about the second-class treatment afforded to non-lawyer members of the law firm team. I ran into one administrator who is trying to do her job and survive under an abusive boss. Abusive bosses don’t get the best out of people, but jerks do get law firms sued. That reason alone warrants a “no jerks allowed” policy. For the most part, however, conversations were upbeat with the interest of the law firm at the center. That is a good sign.

One thing that has become clear over the years is that the administrative and accounting people in a law firm are the gatekeepers when it comes to putting powerful capabilities and features of software to work on behalf of the law firm. That is especially true of capabilities added to software subsequent to the firm’s original purchase. Take automated compliance testing, for example. An increasing number of corporate law firm clients have mandated billing guidelines. Bills that deviate from those guidelines get rejected or adjusted. Juris includes tools for automatically testing billing transactions against those client-mandated requirements and suggesting the corrective action needed to bring the transactions into compliance. At firms where the automatic compliance testing capability is being used, revenue losses due to client adjustments or rejected bills have been eliminated or significantly reduced. Unfortunately, there are other law firms where the accounting people have not taken advantage of the Juris capability. This powerful benefit remains locked away, unused, with firm leaders in the dark, unaware of the available system feature that would improve law firm performance and client service.

Software is unique in that through enhancements and optional additions, the software becomes more valuable and beneficial over time. Newer users of a software product often get more value out of the same software. That is because older users often have not updated their skills for features and capabilities added since the original purchase. So many beneficial capabilities go untapped that I suggest law firms require their administrator or principal accounting person to repeat the training regimen for their business software at least once every two or three years. It is also well worthwhile to engage the consulting arm of your business software vendor to perform a two- or three-day performance review and recommend changes in your procedures or system use for improved financial performance and for increased client satisfaction. Such a review always pays for itself.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Law Firm Size Has Nothing to Do With It

Admin — Mon, 29 Oct 2007 17:23:40 GMT

The 2007 edition of the Juris Law Firm Economic Survey found correlations with per partner income among midrange law firms and those correlations weren’t related to size. It is not how big you are but how you play the game that counts. The highest performing firms pay attention to the numbers. How you do with respect to a few key performance indicators determines income levels for partners. Surveyed law firms in the best performing quartile earned 75 percent more than the next best performing group and 4 ½ times as much as the lowest quartile. The premium for paying attention to key profit drivers is large indeed.

Survey results indicate that midrange firms may be leaving a lot on the table. As the survey editors point out in accompanying commentary, pricing, realization and utilization all leave room for improvement. The editors point out ten observations related to survey results that should be important to every law firm leader and then identify what they consider the best opportunity for increasing partner income.

The survey report covers more than just the numbers. It includes a section on the state of the law firm legal community and includes comments from some of the top minds on law firm management. The survey also collected managing partner answers to a host of questions that identify prevailing practices for a wide range of operational issues.

Survey readers can draw their own conclusions from the survey data, but for many, the most valuable aspect of the 80-page survey report is the commentary from the editors drawing on both the survey data and the experience of the feet on the ground--Juris LexisNexis consultants working with midrange law firms from coast to coast and beyond.

The 2007 edition of the annual survey edition, based on 2006 financial results, is being shipped automatically without charge to those law firms who participated in the survey. Other firms can purchase the new survey for $495.00. Multiple copies for the same law firm can be purchased for an addition of $50.00 per copy. Order your copy of the survey today by calling 877.377.3740.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

How to Conduct a Law Firm Technology Assessment

Admin — Thu, 11 Oct 2007 17:25:00 GMT

Andy Adkins, director of Legal Technology at the University of Florida’s College of Law, and Natalie Kelly, director of Law Practice Management for the State Bar of Georgia, teamed up and gave the 2007 ABA Tech Show attendees a how-to check list for conducting a technology assessment and developing a workable technology plan.

You can view their presentation in the Best of ABA Technology article, Reliable Law Office Technology: Priceless, which appears in the September 2007 online issue of Law Technology Today.

For more information, contact Andy Adkins (adkins@law.ufl.edu) or Natalie Kelly (natalie@gabar.org).

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Work Flow Technology in Law Firms

Admin — Sat, 22 Sep 2007 17:28:58 GMT

Process improvement (work flow systems) are the in thing. It is the technology investment that seems to get a quick approval from partners.

While it is difficult to argue with the idea of streamlining work flow, not all work flow is equal. I was reminded of that by a short couple of paragraphs on the last page of the September issue of the Harvard Business Review. It includes a quote from Peter Drucker “surely nothing is quite so useless as doing with great efficiency what should not be done at all”. It is a reminder that effectiveness (doing the right things) is far more important in the success of an enterprise than efficiency. It is even better when you can do the right things efficiently, but the emphasis should be on doing the right things and that means pursuing opportunities. Don Moyer, dmoyer@thoughtformdesign.com, who authored the two paragraphs on that last page of the HBR, provided the following advice:

To distinguish worthwhile initiatives from those that waste time and money, look for projects that are visible to customers, affect core capabilities, or differentiate you from competitors.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Law Firms Can Send Registered E-Mail

Admin — Thu, 06 Sep 2007 17:37:58 GMT

E-mail has just about become the standard for communication. It saves time and facilitates collaborations. But there are times when you need to be able to prove receipt and contents of an e-mail, and in that regard, it presents its own set of problems.

Carole Levitt and Mark Rosch addressed that subject in some detail in an article appearing in the August 2007 The Bottom Line, the official publication of the State Bar of California Law Practice Management and Technology Section. After laying out the problems of proving receipt and contents, the authors point to a solution endorsed by various bar associations—registered e-mail. Registered e-mail is a service offered by RPost.

If you are not already using this service, you need to consider it. On a pay-as-you-go model, it is $0.59 per e-mail, but there are various package prices that will bring that cost down for law firms making regular use of the services.

We have come to use e-mail automatically. It has been moving from an informal and casual communications device to our primary means of communication, stipulation and agreement. As noted by the authors, RPost is “a process by which sent e-mails can be ‘registered’ to show legal proof of receipt of a specific e-mail and attachments.”

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center: 877/377-3740, e-mail info@juris.com or go to www.Juris.com.

Law Firm Business Intelligence Systems

Admin — Wed, 29 Aug 2007 17:21:00 GMT

I am in the process of writing several posts dealing with the role of the variables in the Law Firm Business Model—some already posted and other still in process. Those variables and other key performance metrics are not only the ingredients for forward looking models, they are the indicators (the gauges) that tell law firm leaders how well the law firm is running and when intervention is needed.
Staying on top of things isn’t an easy job. It is only in recent years that law firm leaders and managing partners have had access to tools commonly used by CEOs and C level executives in the corporate world. They hold the promise of dramatically improving law firm management. They leverage technology to amplify the effectiveness of the limited amount of time busy attorney managers devote to the role of management.

We are talking about Business Intelligence (BI) systems like that now available to law firms using Juris. The most visible parts of BI systems are dashboards that provide leaders with instantly digestible information providing continuous and full field-of-view situational awareness over the law firm, practice class or area of the attorney’s responsibility. Dashboards can be customized for the roll of the attorney or manager—for the CEO, managing partners, practice leaders, billing attorneys and even working attorneys.

The ability of dashboards to convert numbers into instantly digestible information is an important innovation, but BI systems do more. They monitor activity and alert the appropriate individual when events and circumstances require their attention. They back up situational awareness and alerts with actionable information. Numbers, charts, and alerts are “active” rather that one-dimensional displays on a computer screen. By clicking on displayed information, BI systems will drill down into the information needed to take action that will change future outcomes. BI system are designed to focus attention where it is needed and then supply just the additional information needed to answer those classic “5 Whys”—What and Why?, Where and Why?, When and Why?, Who and Why?, and How and Why?.

Recently I asked some of the best minds around what they see as the biggest trend and challenge for law firms in the area of law firm management. While all the answers aren’t in yet, those that have responded point, among other things, to the improving state of management, and at the same time, they report that the next three to five years will be even more changeling for law firms. Those who fail to embrace the need for more management, better business systems and more competitive intelligence will be sorely tested.

Trends in Law Firm Practices and Procedures

Admin — Tue, 28 Aug 2007 17:24:58 GMT

Many small nitty-gritty practices can make one law firm more productive than the other. It is always interesting and educational to see what others are doing in the nitty-gritty sphere. We have some insight into those trends from Reid Trautz. Trautz was reporting on activities at ABA’s August meeting in San Francisco in his blog Reid My Blog.

Attorneys are moving to dual LCD monitors. One screen for doing work on documents and the other for practice management tools-- calendar, client info, email.etc.
Law firms are finally shifting to remote back-up services to protect the firm from a fatal loss of data.
Interest in document management technology outranks interest in case management software.
More firms are closing their billing on the 25th to speed up billing and for an earlier position in the client’s payment cycle.
Firms are implementing automatic procedures and technology that increases the pressure on partners to collect bills sooner
Fewer firms are starting work without having first obtained a signed representation agreement.

Trautz also observed:

“Adobe Acrobat Professional 8.0 continues to impress every lawyer who sees it in action, especially as to creating searchable text PDFs, redacting, and e-mail features with Outlook.”

“Smaller firms have yet to feel the impending impact of EDD. Many big firms have head-on experience with EDD, but it doesn't seem to have affected many smaller litigation firms--yet.”

For Trautz’s original report on this subject, go to his August 15, 2007 post Best of the ABA in San Francisco.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.

BlackBerry Curve for the Attorney

Admin — Thu, 16 Aug 2007 18:14:52 GMT

It is awesome. Don’t let the small trackball and tiny keyboard dissuade you. I have never been able to use the eraser-style control or thumb pad on my notebook computer. I have them permanently disabled and instead always use a wireless miniature mouse. But the pearl-like track ball on the Curve WORKS. As for those tiny keys, I have yet to hit a wrong key. I don’t know how they built in all that usability, but they did.

I turned in my old classic BlackBerry® for the Curve 8300 and added international capability just before heading to Europe a few weeks ago. It was my lifeline back to the states. The great thing about e-mail is that it compensates for the seven hour time difference, but when you need to call back home, the Curve plays its role as a phone perfectly.

Before the Curve, I carried both a BlackBerry and a Motorola RAZR V3 mobile phone. Why both? For some reason, I have never gotten into the belt clip thing. The RAZR slipped comfortably into my trouser pocket while the bulky classic BlackBerry had to be relegated to my man bag (I prefer to call it a briefcase.). While the fit is not quite as good, the thin profile of the Curve makes it trouser-pocket friendly. I suppose that isn’t an issue for the ladies. Most designers for women’s clothing have not yet discovered the utility of pockets, so our women attorneys usually have no option other than their “woman bag”, i.e., their purse or briefcase.

If you have read this far but still have not added a BlackBerry to your standard equipment, let me confirm that the device expands productive time. There are few things in this world that create time—training, delegation and now the BlackBerry. To see how, read my earlier post Law Firm Mobility Technology That Finds Time.

PS: BlackBerry and other PDA devices will do a lot more than handle e-mail and phone calls. For example Juris offers a Mobility Option that will make your PDA an extension of your Juris system including anywhere/anytime time capturing.

Morepartnerincome.com is sponsored by Juris®. For information about Juris products and services for increasing law firm performance and partner income contact Juris National Sales Center:

877/377-3740, e-mail info@juris.com or go to www.Juris.com.