We attended – and facilitated – at a most informative Legal Practice Management (LPM) event yesterday, where Rupert Collins-White analysed the results of the 2018 Legal IT Landscapes, research aimed specifically at mid-sized law firms. More than 80 firms responded to the survey – the results are probably fairly representative of the market as a whole.
Interestingly enough, there were repeated mentions of, and considerable interest expressed in AI and the “hype” technologies, by far outranking mentions of more “old tech” systems, such as case management, practice management and document management. Most noticeable was the change of focus from the more boring aspects of tech, such as infrastructure and last year’s buzzword, “cloud” and a change of focus to the application layer particularly in areas where business processes can really benefit from technology.
In the context of this article Due Diligence is the careful examination of a company / solution and the evaluation of all associated risk before becoming involved in a contract or business arrangement.
Why Due Diligence?
Choosing a new IT solution or Service Provider is fraught with danger and committing to a lengthy contract solidifies and extends the risks.
I was not surprised to see Microsoft’s admission that developing new features for the Mobile version of Windows 10 was “no longer a focus” this but it is a shame to see. I had a Windows phone for several years and found it to be very good. I moved back to iPhone when the iPhone 7 came out as several “silver bullet” apps which I used which were removed from the Windows 10 app store at about this time (and yes I wanted a iWatch …) and it was becoming more obvious that app vendors were not going to get on board with Windows 10.
The most frustrating thing I found with moving back to the iPhone was that the Microsoft Apps available on IOS were better than the Apps they provided on their own operating system so for me the writing has been on the wall for some time.
However, personal views aside, the most concerning issue for IT professionals is the seeming ease in which major technology companies can and will chop and change their strategy and offerings.
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.