How to Successfully Run a Technology Project in a Law Firm
When it comes to technology projects - whether you’re introducing new software or making significant changes to existing systems - law firms face a unique set of challenges. In this post, we’ll outline a structured approach that can help mitigate risks and ensure your firm gets the best possible outcome.
What Do We Mean by a “Technology Project”?
Any project involving new or updated IT, Systems, or Software qualifies as a “technology project.” This could be anything from implementing a new case management system, trialling AI tools, or refining your document management platform. Essentially, if it involves tech in a law firm, it’s a technology project.
Where Firms Get It Wrong
Too often, law firms rush straight to looking at available tech options or responding to eager sales pitches. In doing so, they focus prematurely on the Selection phase of a project - attending product demos, scheduling “beauty parades,” and being dazzled by the “perfect solution.”
By diving straight into vendor presentations, many firms skip critical Initial Phases that lay the groundwork for success. This shortcut can lead to a system that doesn’t truly address the firm’s problems, wasting time, money, and morale.
The Importance of the Initial Phases
“If you have six hours to cut down a tree, spend the first four hours sharpening the axe.”
A technology project should start with careful planning rather than an immediate race to select new software. Skipping these initial steps can lead to costly mistakes and potential failure.
Phase 1: Defining the Business Need
What exactly are you trying to improve, and why? What are the outcomes you hope to achieve? Before you even look at software options, ensure you can clearly state, “We need to improve X and Y to achieve Z.” This clarity underpins your entire project.Phase 2: Acquire Knowledge
Speak to the people who will be directly affected by this project. Get to know their daily tasks, pain points, and what truly needs fixing. These insights guide you in defining what you require from any new or improved system. Avoid technical jargon; focus on what users actually need in plain English.Phase 3: Confirm Requirements
Compile the knowledge you’ve gathered into a clear, agreed-upon set of requirements. This could reveal that your existing systems can be reconfigured or better utilised, reducing the need for a new system altogether. If a new system is still warranted, these confirmed requirements will act as your guiding document.
Phase 4: Selecting the System
Only once the first three phases are complete should you turn to Selection. With a solid understanding of your needs, you can approach the market confidently. Vendors will promise the perfect solution, but your set of clear, agreed-upon requirements will help you filter out unnecessary “bells and whistles” and find a truly suitable system.
Check Your Current Tech: Are you already sitting on a solution that just needs more thorough adoption or configuration? Don’t overlook what you already have.
Manage the Selection Process: Weigh up vendors’ offerings against your firm’s specific requirements. Get end-users involved in product demos so they can validate whether the system truly meets their needs.
Phase 5: Configuration and Implementation
Even the best system rarely works perfectly “out of the box.” Configure it to meet each department’s needs. Avoid introducing unnecessary features that overcomplicate the user experience. Keep things simple and aligned with your initial requirements.
Data Transfer: Move data across carefully, testing throughout to ensure accuracy.
Risk Management: Conduct pilot runs or phased rollouts to minimise disruptions.
Phase 6: Training and Support
User adoption hinges on effective training. Make sure every role or team receives the right level of instruction, tailored to their day-to-day tasks. A robust support system should be in place for the inevitable questions and issues that arise after go-live.
De-Risking the Process
Here’s how to minimise the risks involved in any tech project:
Follow the Steps: Don’t skip the initial phases. They set the foundation for everything else.
Use Expert Help: Your IT team may already have a full plate. Consider bringing in an independent consultancy with specialised experience in legal IT projects.
Know Your Requirements: Only select or configure a system once you have a clear set of needs.
Thorough Testing: Make sure the new system is set up correctly before hitting “go live.”
Tailored Training and Support: A smooth transition is key to long-term success.
Why Leadership Matters
Ultimately, the success or failure of a technology project in a law firm rests with firm leadership. Relying solely on vendors or salespeople isn’t enough. Leaders must openly challenge internal teams on resources and expertise and decide whether to bring in an independent specialist for the duration of the project.
A carefully structured approach is the difference between a successful IT transformation and one plagued by cost overruns, user dissatisfaction, or worse. By dedicating time to phases 1, 2, and 3, then thoughtfully moving through system selection, configuration, training, and support, your firm can ensure a smooth transition that genuinely meets user needs.
If you’re looking to de-risk a potentially transformative project, Hutchinson & Company is here to help. We offer independent consultancy to guide you through every phase of your tech change, from initial planning to final rollout.
Arrange an introductory call through our website. There’s no cost or obligation - just a chance to explore how we can help you steer your next technology project toward success. You have nothing to lose and everything to gain by talking with us.