The Gazette 1982

GAZETTE

JULY/AUGUS

T 1982

Small Law Firm Dos and Don'ts for

Acquiring a Computer

by Thomas S. Clay, Altman & Weil, Inc. Management Consultants,

Ardmore, PA; Northfield, IL; Orinda, CA

ECHNOLOGICAL advances made during the

1970's required lawyers and law firms to answer

the threshold question: "Should we be using a

computer in our law practice?" For many firms the

question has been answered affirmatively, and now

the question is: "What computer or system should we

acquire?" With the proliferation of low priced micro-

computers, allegedly touting they can do everything

but try a case, more poor decisions than good ones are

being made by smaller law firms acquiring

computers. Unlike smaller law firms, large firms

have financial, clerical and management resources

available to help rectify mistakes. Larger firms can

also amortize the "cost" of their mistakes or

inefficiencies over a wider range of owners. In a

smaller law firm, a S 10,000 or S15,000 mistake can do

irreparable harm and be far more costly through

disruption to the law firm's financial systems. The

potential for an operational disaster or financial chaos

is greatly increased in the smaller environment.

Consequently, small firms must be even more

cautious in making a computer decision.

The purpose of this article is to provide several

important dos and don'ts for small law firms

considering a computer. These points will assist the

smaller law firm in analyzing the many systems

available and will preclude a potentially disastrous

installation. We will not deal with conceptual issues

of technology or the conduct of a properly performed

computer study. These issues are written about

extensively and most effectively in LAW OFFICE

AUTOMAT I ON AND T ECHNOLOGY,

published by Matthew Bender & Company, a

comprehensive volume on the use of technology in

the law office.

This article is not written for the computer

enthusiast or evangelist, but for the lawyer and

administrator who are not gadget-oriented or do not

have the time to immerse themselves in technical

detail. Reading these few pages will not make the

reader an expert on small computers or their

selection, but it will cover some basic decision-

making in a firm's entry into the rapidly changing

technology of mini and microcomputers.

Following are some examples of small firms which

should have followed the included list of dos and

don'ts.

1. A firm of 12 lawyers bought a microcomputer

and software to perform rudimentary time

accounting and billing functions. The system worked

relatively well until an operator error caused the

entire disk to be erased. Standard operating

procedures dictate that law firms back up or save

information residing on disk at least daily. The

computer model that the firm purchased did not

provide a back-up medium; therefore, all ofthe client

and matter time files were destroyed. Fortunately,

the firm retained time slips and, through a heroic

effort, was able to duplicate its files. The system

purchased could be expanded to include back-up

capabilities, but the firm failed to consider this

important requirement. The firm is now facing a

significant equipment upgrade cost.

2. A firm of 3 lawyers was convinced by another

lawyer, who was an enthusiast of microcomputers, to

purchase a system that would provide data

processing, word processing, and additional legal

support functions. The firm bought this "panacea"

machine. When the system required maintenance, as

all systems do, the only way for hardware mainten-

ance to be performed was to send the unit back to the

manufacturer. This caused the firm to be without its

data processing and word processing functions for

three weeks.

3. A firm of 8 lawyers puchased a small, multiple-

terminal system to perform word processing and data

processing without seeing a detailed demonstration

of the system's capabilities. After installation, the

firm discovered that the system could not perform

several of its major billing requirements. To

compound the problem further, when data and word

processing were performed simultaneously on the

computer, serious degradation (or computer slow-

down) occurred. As a result, the law firm had to

purchase a second computer for word processing,

and it is still waiting for the software supplier to

redesign the system to handle its billing require-

ments.

There are major horror stories that can be related,

with equally disastrous results. All of the major

vendors of computer systems for law firms and most

of the microcomputer vendors are targeting small law

firms as clients. The expectations of these smaller

firms are great. In fact, the computer is perceived as a

solution to functional and economic problems. As a

practical matter, the rewards and benefits of

technology are often intangible and difficult to

quantify. Consequently, many smaller firms will

experience not only disappointment in the use of a

computer, but will spend thousands of dollars

unwisely.

Following are the ten DOS and ten DON'TS that,

if adhered to, will greatly increase the firm's potential

for a successful installation. These DOS and

DON'TS are a result of years of working with law

firms and observing many mistakes that have

occurred.

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