Matter Management System Integrations: Connecting the Dots

By Matt Gwilliam

A good Matter Management system can serve as central hub for the entire corporate Legal Department. This approach to matter management requires the development of interfaces to the other systems used by legal in their day-to-day business. Systems that can or should be integrated with matter management software include electronic billing, payables, contact management, service of process, timekeeping and others. Specialized matter management consultants can assist in identifying integration opportunities, designing them, and implementing them. A well-integrated matter management system will be more popular and successful (than a standalone application), as it will attract a wider range of users and support them in more of their daily tasks.

Getting Started

The first step in system integration is to identify the candidate systems. These systems can be pinpointed through the business process analysis. The most obvious points of integration exist where a user manually enters data from one system (that may be printed on a monthly report, for example) into another. A payables interface is a good example, where invoices in the matter management system must somehow be input into the payables application(s) before a vendor can be paid. More subtle points of interface may exist where other applications are used to store related or supporting information. Document management systems, for example, can be integrated with matter management through the use of simple pointer fields. Even where there is no current interaction between an outside system and matter management, it may be beneficial (in data accuracy, labor reductions, etc.) to combine or synchronize the data. System interfaces can often become small projects of their own, and should be prioritized and funded according to similar criteria (benefits driven, management directive, etc.)

Identifying Experts

The next step is to identify the system and process experts. Small teams should be formed for each candidate system. Specialty consultants may also offer insight at this point that can prevent costly mistakes, introduce new processes or streamline existing practices. The integration teams should include data experts from both sides of the interfaces, as well as a technical resource to perform any required development. Early identification of the team (especially the development resources) is critical to meeting tricky system integration deadlines, which are often missed due to the number and diversity of resources involved.

The Specifics

The third step is to develop interface specifications. Process diagrams should be enhanced with the technical details of every system and database involved in the interface. Each system expert will explain the tools, technologies and limitations that are part of their system. An interface may simply require the synchronization of shared data, or a more difficult one could require a great deal of back-and-forth and changes to the data. Design documents are developed using applicable best practices, provided by the client organization and/or specialty consultants.

Development

In the final step, the interface is developed from the approved design document. Different developers are usually needed for each system, and must be managed closely for them to work in a coordinated, efficient manner. The new interface should be tested just as rigorously as any other new computer program, until all involved parties grant their approval. System integration is complete when an interface is approved and activated in the production environment.

Conclusion

An integrated matter management system provides clearer, more convenient information to the legal department. Managers get a better view of the department’s business. Clerks and legal assistants are more efficient in their daily work. The integrated system sets the stage for future process and system improvements.

Summary

A well-integrated matter management application can serve as a single-source/master system for the whole corporate legal department. Careful process analysis is used to identify potential interfaces with other systems. Expert teams are formed to design the interfaces and perform the development work. Specialty consultants are engaged to provide best practices, control costs, and ensure the successful integration of each outside system. Each interface is developed as a collaborative effort by the assigned team. Successful integration efforts yield increased productivity and extend the overall utility of the matter management investment.