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Corporate vs Legal IT Pamela Cottier Tracey Schreiner Lawnet 2001.
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Transcript of Corporate vs Legal IT Pamela Cottier Tracey Schreiner Lawnet 2001.
![Page 1: Corporate vs Legal IT Pamela Cottier Tracey Schreiner Lawnet 2001.](https://reader036.fdocuments.us/reader036/viewer/2022062404/5514ea9c550346b0338b5d09/html5/thumbnails/1.jpg)
Corporate vs Legal IT
Pamela Cottier
Tracey Schreiner
Lawnet 2001
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DuPont Legal ITHistory
• Corporate IT group was unable to effectively support the legal niche.
• Applications could not be leveraged– Matter management, litigation support apps,
patent systems.
• Staffing flexibility could not be managed.– Limited short-term resources
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History (cont.)• Aggressive rollout schedules were unachievable
– WAN to 35 converged law firms time est. at 11.5 to 17 years.
• Corporate IT challenged Legal to achieve better results and Legal jumped!!
• Corporate IT proceeded to outsource network management, help desk, and IT consulting. Legal decided to retain separate IT organization
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Organizational Development
• First yr, entered into an insource/outsource arrangement for the provision of IT services with outside consulting firm.– Temporary solution to define structure and
determine best practice for future.
• Full management converted to dedicated Legal IT staff in 1996.
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Organizational Structure
• Determined IT required three components:– Network/Architecture– PC Desktop/Help Desk– Applications/Projects
• Developed Strategic Staffing Structure:– Management/Technical/Project Leadership in-
house– Technical staffing out-sourced.
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DuPont Legal IT Organization
DuPont employees
Contract employees
L eg a l IT S u p p ortB arb ara S ton e
D es k top S u p p ort A n a lys tC an d ace C h ecc h i
D es k top S u p p ort A n a lys tTB D *
D es k top A n a lys t B M PTim S earle
D es k top S u p p ort A n a lys tG eorg e S ch ram m
W orks ta tion Tech n ic ian B M PS teve M ac D owe ll
W orks ta tion Tech n ic ian W ilmJ im G u s ta fason
D es k top S u p p ort L ead erM ich ae l E van s
O rac le D B AH on g G u o
V B P rogTh eres a O cam p o
IPS ys tem s L ia isonC h eryl S tewart
L N D eve lop erB ob D eP asq u a le
C o llab ora tive TechS ys tem s L ia ison
S ab rin a W illiam s*
E lec tron ic D iscoveryS p ec ia lis t
M ark M ille r
L it ig a tion S u p p ortS ys tem s L ia isonM ary A n n K im
A p p D eve lop erK ari L ib e rm an
M atte r M an ag em en tS ys tem s L ia ison
S an d y A s tifan
L ib rary A ss is tan tE lizab eth G arrity
L eg a l L ib ra rianJan e D iC ecco
IT In it ia t ives L ead erP am ela C o tt ie r
L o tu s N o tesA d m in L eve l 1
Jah h an n S tewart
L o tu s N o tesA d m in L eve l 2S teve Ig n asz
N T A d m inL eve l 1
D on d i W illiam s
N T A d m inL eve l 2
K e ith W ilson
N etwork an d O p era tion s L ead erJason R om eo
Tra in in g S p ec ia lis tA n g e la C reeg an
M an ag er L eg a l ITTracey S ch re in e r
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Internal Process• Budget managed by IT Manager
• Technical decisions made internally by IT
• New system implementations usually brought to IT via Six Sigma or strategic leadership decision.
• Smaller projects brought to IT by Legal users
• Project team manages all aspects of implementation.
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The Application Universe
LitigationSmartCounselTymetrixKnowledgeBaseAccounts Payable interfaces
Litigation SupportVirtual PartnerTeam CalendarsCase Databases
PatentsMIS-PatentsMIS-TrademarksMIS-ContractsMIS-Invoices
OtherRecords ManagementCorporate SecretaryGroup databasesZixMailWeb services
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Segregation of DutiesCorporate IT
• Telecom Services (incl Internet connectivity)
• Corporate Infrastructure• Off the shelf software
guidelines/license negotiations.
• PC Specifications• Mainframe• Sourcing/Purchasing• Lotus Notes Management
Legal IT
• Help Desk
• Desktop implementation/support
• Network administration
• VPN implementation and support
• Project/application management and implementation
• Training
• Lotus Notes administration
• Proprietary systems development
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Benefits• Flexibility
– Accelerated implementation schedules– Freedom to deviate from Corporately guidelined software.– Able to rapidly adopt new technologies (VPN, Web-based
services)
• Responsiveness– Team of on-site desktop support personnel.– Develop solutions for small and large user groups.– Rapid adjustments to network design to meet changing
requirements. (USPTO, VPN, ASP solutions).
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Benefits (cont.)• Responsiveness (cont.)
– “SWAT” teams can organize quickly around problems or litigation-driven requirements (EDD, System failures/anomalies).
• Cost– Desktop support = 60% of those in similar functions
within DuPont while providing increase services.– Management of network backups saves
approximately $600,000 per year.
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Benefits (cont.)
• Cost (cont.)– Project/implementations are 60% dedicated to
Six Sigma solutions resulting in hard cost savings to the Legal function.
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Challenges• Communication
– Difficulty staying “tapped in” to Corporate initiatives.
• Leveragability– Corporate IT does not consider Legal in
development of leveraged applications.
• External Problem Resolution– Problems/issues at the interface have increased
complexity
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Challenges (cont.)• User Perception
– Perceived as “only” IT organization accountable.– Difficult to communicate when problem
resolution is outside our control.– “Raised the bar”- Users expectations increase
beyond Corporate standards and budgetary limitations.
– High level of user dependence.
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Benchmarking Learnings
• Surveyed Corporate Listserv.
• Received 10 valid responses.
• Correlated Level of Reliance on Corporate IT with benefits and challenges.
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Findings
• Unexpected Results:
Benefits and Challenges are similar regardless of structure!
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Reliance on Corporate IT
Low
High
ABCDEFGHIJ
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Reliance onCorporate IT
Flexibility
Low
High
High
How would you rate Legal IT’s level of flexibility? Example: Flexibility in system implementations, deviation from Corporate guidelines, ability to adopt new technologies.
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Reliance onCorporate IT
ResponsivenessLow
High
High
How would you rate Legal IT’s level of responsiveness? Example: Ability to quickly perform onsite desktop support, to respond/develop solutions for small and large groups of users, to adapt networks to changing Legal requirements/systems.
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Reliance onCorporate IT
Cost
Low
High
High
How would you rate Legal IT’s cost? Example: Cost of desktop support, network and projects.
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Reliance onCorporate IT
Communication
Low
High
High
How would you rate Legal IT quality of communication with Corporate IT?Example: Ability to be informed of Corporate IT initiatives/communicate Legal requirements.
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Reliance onCorporate IT
Leveragability
Low
High
High
How would you rate Legal IT’s level of systems leveragability? Example: Ability to influence Corporate-wide system selection and to leverage Legal applications across the Corporation.
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Reliance onCorporate IT
Problem ResolutionLow
High
High
How would you rate Legal IT’s ability to resolve IT problems outside of Legal’scontrol?
Example: Access to decision makers/problem solvers in Corporate IT.
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Reliance onCorporate IT
User SatisfactionLow
High
High
How would you rate the level of user satisfaction?
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Questions?