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OP I N ION BY JASON LEUNG TECH SUPPORT Nuts and bolts Preparing for a new document management system requires lots of decisions. I n my previous article, I described what a document management system was and in this article will discuss some of the preparations my firm made prior to implementing DMS software. After conducting extensive consulta- tions both inside and outside the firm, our DMS committee made the follow- ing decisions and took these actions: 1. Introduce the DMS software in a controlled manner We decided to begin our software implementation with a pilot project in our firm's Ottawa office. Software suppliers gave us differing opinions as to how the DMS software should be implemented across our three regional offices. One supplier recommended a "big bang" approach by implement- ing the DMS in all three offices at the same time. Another advocated a more gradual approach that included con- ducting a pilot project in one office. We took the more gradual approach and selected our Ottawa office for the pilot. In late 2010, the DMS software went live in Ottawa. After the pilot is completed, it will go live in our Toronto and Mississauga offices. In retrospect, we made a good deci- sion. The pilot project in Ottawa had several technical problems and learn- ing curve issues that would have been very difficult to control if they arose simultaneously in all three offices. The lessons we learned will be invaluable when we go live in our Toronto and Mississauga, Ont. offices. 2. Make improvements to office IT equipment Our IT department made upgrades to every firm member's computer. In addition to several hardware upgrades to increase speed and memory, we also gave everyone two computer monitors. The implementation of DMS software has started to reduce the number of paper files and this means that people need to view the electronic version of documents on their computers. Having two monitors let users comfortably view at least two different documents at the same time. Some firm members have even asked for a third monitor. 3. Educate users of the DMS software Our training manager prepared a cus- tomized DMS manual. Not only was a manual required, but we also decided to conduct DMS training sessions. The sessions are based on the content of the DMS manual. The customized manual not only describes what the DMS is and what it does, but more importantly it describes how the DMS should be used in the firm's operations. After the train- ing sessions, the manual will continue 20 A PRIL 2011 www. CANADIAN Lawyermag.com to serve as a useful reference guide for firm members. 4. Make adjustments to workflow systems Our firm's workflow systems were adjusted to work with the DMS. Workflow consists of the sequence of connected steps that begins when a document from an outside source is received by the firm and ends when our firm's work product is sent out. These systems have developed over many years in an environment dependent on paper files. A subcommittee of the DMS com- mittee reviewed them and identified areas that would become inefficient or obsolete once we implemented the DMS and reduced the number of paper files. The subcommittee then designed workflow changes in these areas to work efficiently with the DMS. Monitoring and adjusting workflow activities is an iterative process because it is impossible to anticipate every single area in a workflow system that requires change. For example, some necessary changes only came to our attention after the DMS was implemented. In some cases, we are still trying to design the optimal solutions. 5. Take advantage of the file retention properties of the DMS We decided that all new documents,