Canadian Lawyer

according to plan and therefore cost more than was originally anticipated. The third function of coded time entries is business development. A lawyer who codes her time should be able to answer the question, ���What is it that you actually do?��� Frequently in-house counsel are not certain of every step in a transaction or of the time and expertise required. Being able to provide this contributes to building the transparent trust relationship general counsel and lawyers claim to want. In a knowledge management context, lawyers who code their time can respond accurately to questions concerning how our time is being spent and provide precise estimates for resources required to undertake a new project. In short, it helps us manage expectations. But if coded time entries are such a good idea, and if large commercial clients are asking their lawyers to use codes, why are law firms so reluctant to adopt them? It might be because few of us relish the task of entering time to begin with ��� it is just another non-billable thing to do at the end of a day/week/month. It could also be that clicking another box in our time-keeping software is an additional hassle to remember when doing a job we don���t want to do to begin with. I believe, however, the greatest challenge to the use of task codes stems from the codes themselves. If we take the uniform task-based management codes that seem to have been programmed into our time-keeping software, they are a poor reflection of our work ��� especially transactional work. This leaves the challenge of developing appropriate codes up to law firms, or practice groups, or individuals. As each of us works differently, we are back to the original problem of agreeing on how and what to measure and then measuring it consistently so as to provide a common basis for comparison. Law firms, therefore, face a conundrum. Do they wait until task codes have been improved before rendering them mandatory or do they develop their own codes at least for the sake of internal hygiene? Needless to say, I support the second option. Until a comprehensive set of meaningful codes can be agreed upon, a simple numbering system reflecting the steps in a transaction (for example: 1 ��� negotiation, 2 ��� drafting, 3 ��� closing documents, 4 ��� post closing) would help generate the information required to improve processes, establish a better understanding of the costs required in running a file, and provide basic information to a client inquiring about the steps in a transaction. This information, ntitled-2 1 in turn, could be used to help us bridge the gap between a lawyer���s and a client���s perception of value! Danielle Olofsson is a knowledge management lawyer at FMC LLP in charge of civil law. She has practised law in Montreal, Paris, and Stockholm and is a member of the Quebec and Paris bar associations. She can be reached at danielle.olofsson@fmc-law.com. Tip the scales of justice Call clarity to the stand From one team of professionals to another, we respectfully submit that when you or your clients are talking audit, tax and business advisory services and solutions, you should call us up to the stand. With offices from coast to coast, Collins Barrow professionals can offer you the insights and opinions you need, combined with objective, actionable advice to help maximize opportunities in virtually every area of business. For clarity in numbers, call Collins Barrow. www.collinsbarrow.com www.CANADIAN L a w ye r m a g . c o m April 2013 17 13-03-12 10:03 AM

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