Following an independent review for Winckworth Sherwood of the iManage and NetDocuments products, the consulting team recommended the NetDocuments platform based on the client’s strategic decision to move to a cloud-based SAAS platform for their future DMS and on the grounds of its proven cloud credentials and the vendor’s track record around innovation, product development, security and customer support.
At the suggestion of both client and NetDocuments, Baskerville Drummond then moved to gain certification to enable the end-to-end delivery of the Winckworth Sherwood DMS project.
In December 2016 Kevin became our first NetDocuments certified consultant. Paul Hoffbrand, probably the most experienced and certified NetDocuments practitioner in the country has also joined the Baskerville Drummond implementations team.
We were engaged by Winckworth Sherwood to assist with the firm’s selection of a new Document Management Solution.
PMS Selection and IT Consultancy for Standley & Co
A range of IT consultancy leading to a PMS selection project
In late 2016 Standley & Co required strategic IT consultancy across several areas with a long-term plan to replace their PMS system.
It is always interesting to see how a project you are working on is reported in the press. In recent legal press it was reported that Matthew Arnold and Baldwin LLP (MAB) “Shuts its door” with the suggestion that Partners and their teams were fleeing as quickly as possible in different directions.
We were engaged by a Top 50 Law Firm to assist with the interview process for their new Head of IT Operations position.
We were engaged by Kutana to develop and deploy a model to assess the business benefits that are achieved by deploying Kutana’s Kappris print management solution.
I was recently asked to speak on “Demystifying PMS Implementation’s” at a seminar run by Robert Half. As I said to attendees I’m not a slick salesman or presenter but I have had the joy of undertaking 7 PMS related projects in my time in the legal sector from “standard” implementations to de-merger and merger projects.
In this article I will share with you the introductionary aspects of the presentation. The definition of a PMS project, a high-level market overview and the traditional PMS project approach.
This is the second in a series of three articles which are based on our recent Demystifying PMS Implementation’s seminar.
In this article we will suggest a different approach for PMS projects before moving on to how to extract best value from consultants and suppliers.
This is the last part of our series articles which are based on our recent Demystifying PMS Implementation’s seminar.
In the first article we covered the definition of a PMS project, a high-level market overview and the traditional PMS project approach.
In the second article we suggested a different approach for resourcing PMS projects.
This week saw the confirmation from Thompson Reuters (TR) that the next update (version 3.11 scheduled for release in Q2 2016) will be the last planned enhancement release of their Enterprise platform.
From that point the system will be updated with bug fix releases only until 31st December 2022 at which time support will also be downgraded to migration support only.
There is little doubt following TR’s earlier announcement (21st December 2015) that Envision (aka Pilgrim / Lawsoft) will be put in maintenance mode until December 2019 (when it is expected support will be discontinued) and that TR’s strategy is to move away from the mid-tier market.
We were engaged by Matthew Arnold & Baldwin to lead the IT aspects on their mergers with Dentons, VWV and Hill Dickinson
Initially engaged by a leading London / Birmingham based law firm to provide Consultancy and Project Management services in relation to their new PMS (Practice Management System) implementation.
We have been retained as RightChoice-Conveyancing’s Virtual IT Director since July 2015.
We were engaged by Piper Smith Watton to undertake an IT review, to address some operational issues and define the IT strategy:
In 2010 the world of computing changed forever with the launch of a new consumer-orientated product which lawyers were pestering their IT departments to let them use. Most IT managers were reticent in their response and objected to being told by lay people what kit they should be purchasing.
The release of the Apple iPad catapulted enterprise IT into the mainstream. Apple’s marketing was sublime. The iPad was easy to use, flexible and powerful and provided apparently endless functionality. One month after the iPad’s launch 1 million devices had been sold, and this figure had grown to 15 million by March 2011 when the iPad2 was released.
At the time I don’t think anyone realised what the iPad would do to users’ expectations. For years there had been talk of IT consumerisation and early smart phones had seen the start of this, but people were buying the iPad almost as a fashion accessory and expecting to use it at work. The iPad was the first consumer device which IT departments had to deal with and it would spawn the ‘bring your own device’ (BYOD) challenge.
David was engaged to create a model to cost IT services for a top 40 UK law firm
David was engaged by a leading London based Personal Injury and Human Rights law firm to provide Consultancy and Project Management services in relation to their new PMS (Practice Management System) implementation.
David was engaged by a leading East Anglian Law firm to provide interim Head of IT services initially to resolve mission-critical post-merger IT issues.
Baskerville Drummond were engaged by British Pipeline Agency (BPA) to undertake a independent review of their IT function.