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Law firm knowledge management, an introduction: LawTech Camp 2012

The document outlines the importance of knowledge management (KM) in law firms, emphasizing its role in connecting individuals to both explicit and tacit knowledge. Key benefits of effective KM include improved organization, better utilization of internal knowledge assets, enhanced knowledge sharing, and continuous learning. It also presents case studies showcasing successful KM technology implementations in law firms, demonstrating the need for stakeholder involvement and iterative evaluation during the implementation process.

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An Introduction to Knowledge Management for Law Firms LawTech Camp 2012 May 12, 2012 Connie Crosby, Crosby Group Consulting Stephanie Barnes, Missing Puzzle Piece Consulting
Connie Crosby • Consultant in KM, IM, library management and social media • Law Librarian with MLS from University of Toronto • Information Management certificate from U of T • 10 years as Library Manager & webmaster at prominent Toronto law firm • Instructor at iSchool Institute, Faculty of Information, U of T • Core contributor to Slaw.ca
Stephanie Barnes • Accountant and IT Management by education • KM consultant by choice • Chief Chaos Organizer at Missing Puzzle Piece Consulting, Knoco franchisee • 4 yrs KM at HP • 8+ yrs as consultant to a variety of companies including BMO, HSFO, Kodak, HP, Zenon Environmental, OSC, CIBC, ENEC • Based in Toronto
What is Knowledge Management? Connecting people to the knowledge they need to do their jobs, whether that knowledge is tacit (in people’s heads) or explicit (documented).
Some Benefits of KM • Better organization Helping partners, associates and assistants get their hands on the right documents and information when they are needed.
Some Benefits of KM • Better organization • Better use of knowledge assets Make better use of internally developed knowledge assets such as precedents, letters, research memoranda, and filings.
Some Benefits of KM • Better organization • Better use of knowledge assets • Knowledge sharing Be prepared for a partner or associate leaving the firm. Help lawyers share what will be needed to continue the firm’s business.
Some Benefits of KM • Better organization • Better use of knowledge assets • Knowledge sharing • Improved learning Use “Lessons Learned” techniques as you work; make assessments and continually improve processes for better client service.
Explicit Knowledge (documented knowledge) • Business plans • Client lists • Work product (letters, factums, agreements) • Forms and Precedents • Meeting minutes • Blogs/wikis
Tacit Knowledge (knowledge in individuals’ heads) • Social networks • In-house training • Mentoring • Communities of Practice / Practice groups • Matter summaries
Knowledge Flow People to Knowledge Repository •Sharing, e.g. •Knowledge artefact Communities of creation, e.g. Practice, mentoring, documentation, expertise location lessons learned People Communicating Collecting from Accessing Organizing Knowledge •Learning, e.g. on- •Systematizing Repository the-job training, concepts, e.g. meta- lessons learned, peer data, taxonomies assists, searching Based on Nonaka and Takeuchi, “The Knowledge Creating Company,” p62
Approach People Technology Process © Missing Puzzle Piece Consulting, 2012 12
Change Management (People) • Communication Plan • Training and Education Plan • Stakeholder management All three will need to be updated/evolved as the program progresses © Missing Puzzle Piece Consulting, 2012 13
Knowledge Management Technology Organization/ Business Intelligence/ Data Warehouse Enterprise eDiscovery Communities of CRM, Contact Centre, Incident Practice, Context Management/Helpdesk Expertise location Group/team Records Social Management Media ECM Document Capture Component Content Management Portal Collaboration Individual Search Learning Management/eLearning Scan, Capture, Package, Share, Transform, Map Create Store Apply Innovate Adapted from: Knowledge Managements by Despres and Chuvel, Journal of KM, vol 3, no. 2 1999, p119. © Missing Puzzle Piece Consulting, 2012 14
Knowledge Management Framework Governance Purpose, Vision, Goals, Objectives Oversight Enabling Activities Policies and Procedures Change Management Lifecycle Processes Staffing Component Activities Metadata and Technology Taxonomies Professional Documented Document Sharing and Supporting Innovation Development Knowledge Handling Collaboration Version Control Metrics and Measurement Privacy
Framework - Component Activities
Documented Knowledge • Portal/Intranet • Document Management • E-mail Management • Enterprise Content Management (ECM)
Documented Handling • Document Assembly • Component Content Management • Records Management
Sharing and Collaboration • Lessons Learned • Communities of Practice / Practice groups • Social Media • Collaboration • Expertise Location
Supporting • IT Management • Workflow • Search
Innovation • Idea Management • Business Intelligence
Documented Knowledge Lifecycle Process •Collaboration Storage •Distribution Manage •Removing documents and •Workflow •Collaboration related metadata from the •Authentication/Approval •Location •Retrieval •Review active repository •Filing •Re-use •Report •Stored in a separate area in •taxonomy a future readable format •metadata •Access control Create/Capture Use/Retrieve Archive/Delete
Knowledge Management Roadmap Evolve Use •Change Mgmt Implement •Change Mgmt Design/ •Change Mgmt Develop/ Test Select •Processes technology •Change •Metrics Resolve: Mgmt •Change Analyze: •Policies Mgmt •Knowledge & Collect: •Human, process flows Social, and •Business •Metrics Intellectual Processes Capital Best •Strategic •Information Practices Goals Flows •Change •Governance •Organization Mgmt •Change Strategy and Mgmt Plan •IT Strategy and Plan •Change Mgmt © Missing Puzzle Piece Consulting, 2012 23
Case Study: Osler, Hoskin & Harcourt KM Technology KM Results, if known Implementation Portal Successful User acceptance of the platform because they were involved at each step of the process and a technology was selected that met their requirements. Description: Focused on choosing the right knowledge management technology platform, which included gathering the right people to build, promote and champion the platform. The team had to be familiar with the iterative nature of the implementation and most importantly they had to support and believe in the vision for the new Intranet and be in a position to evangelize it to their peers. Since the launch of Oslernet, a number of these key groups were included on a steering committee to continuously advise on the ongoing evaluation and evolution of the Intranet. The Intranet team created a detailed Help Protocol to identify and redirect any issues that users were having to the appropriate experts for quick resolution regardless of the channel through which the request came. Substantive legal questions, for example, may come into the IS Service Desk but are re-directed to the appropriate knowledge management lawyer. © Missing Puzzle Piece Consulting, 2012 24
Case Study: Hicks Morley KM Technology KM Results, if known Implementation Wiki-based Successful User acceptance of the platform because they ran a pilot CMS with a simple wiki in a small early adopter group to gather ThoughtFarmer requirements, and had a senior partner champion. Description: Under-utlized HTML-based intranet was replaced with a wiki-based content management system. A pilot with some inexpensive wiki software with a small practice group produced good early results and allowed for requirements gathering. ThoughtFarmer met the requirements. New Intranet was launched firm-wide within 6 months from start of pilot to full implementation. Since the launch of ThoughtFarmer, a social enterprise layer including profiles and tagging has been implemented. Early success came in the form of a senior partner who, previously sceptical, found immediate value in the new system and went on to promote use of the new platform within the firm. Documents and content are being added by members of the firm from all levels. The Knowledge Management team review content to ensure metadata is correctly in place. New features are being added as more needs are being identified. 25
Learn more Aligning People, Process and Technology in Knowledge Management By Stephanie Barnes Ark Group report, 2011 (coupon!)
Learn more Knowledge Workers Toronto 1. - Methods: http://toronto.methods.knowledgeworkers.org/ (next meeting: May 22nd!) 2. - Technology: http://toronto.technology.knowledgeworkers.org/
Learn More • Ted Tjaden - http://www.slaw.ca/author/tjaden/ • Heather Colman- http://www.llrx.com/authors/1155 • Patrick DiDomenico - http://lawyerkm.com/ • Mary Abraham - http://aboveandbeyondkm.com/ • Tom Baldwin - http://kmpipeline.blogspot.ca/ • David Hobbie - http://caselines.blogspot.ca/ • Nick Milton (Knoco) - http://www.nickmilton.com/ • ILTA KM - http://km.iltanet.org/ • 3 Geeks and a Law Blog - http://www.geeklawblog.com/search/label/KM
Thank you Law Firm KM LawFirmKM.com Connie Crosby connie@lawfirmkm.com 416-919-6719 Stephanie Barnes stephanie@lawfirmkm.com 416-522-5126