Why are we settling for less than exceptional eDiscovery results?
My guiding principle for eDiscovery is simple: eDiscovery always must deliver exceptional value to the client. A general counsel purchasing eDiscovery services should expect nothing less than tangible, identifiable and measurable value. As a trial lawyer first, I see real value as equating to meaningfully better client outcomes. (more…)
How do we keep our focus on the case objectives throughout the eDiscovery cycle?
A trial team is focused, first and foremost, on the outcome of the actual litigation. To be valuable, the eDiscovery costs must directly advance the overall case objectives. We believe that you maximize the impact of the client’s eDiscovery spend, and ensure eDiscovery’s contribution to the desired outcome, by making the eDiscovery team a natural extension of the trial team. (more…)
This week, I wrote a guest blog on the criticality of the eDiscovery supply chain. Just like a modern factory, the modern eDiscovery project requires the close coordination of key partners who provide a variety of services. This guest blog, found here, covers this important point and explores the ways eDiscovery can be improved by incorporating valuable lessons from the manufacturing industry. eDiscovery requires great process design, exceptional project management, first rate experience and vetted, value-adding partners.
What is required to make eDiscovery maximally efficient?
My oldest son is currently practicing his clarinet because he wants to go to a local magnet school. Practice makes perfect has become a consistent refrain in my household. While he doesn’t always enjoy the practice, he knows that it’s essential to achieve his goal.
The “muscle memory” that comes from relentless practice is equally important to eDiscovery. Experience supplements process to enable effective project management. “EDiscovery muscle memory” manifests itself as better judgment, smarter problem-solving and an eye for increased efficiency and cost-effectiveness. Experience is created by the “practice” of seeing more IT systems, using more technology, running more projects and taking ownership of more review processes.
In other words, experience matters in eDiscovery. (more…)
Who is responsible for managing an eDiscovery project?
My brother, Jason, is an experienced project manager who also happens to be building a new house. In this age of social media, I can watch the progress of his house on a private Facebook page, even though it is 2,500 miles away.
Frankly, I can’t imagine having him as a client, and I mean that in a very positive way.
Jason is the perfect storm for his general contractor. He’s a great handyman and has all the necessary skills to build his new home by himself. Also, as a project manager he’s developed many detailed plans and schedules for completing complex projects. He checks in on the progress of construction every single day and makes notes of where everything stands.
Most importantly, Jason absolutely owns the project. He is unabashed about standing up for schedule compliance, the construction budget and the quality of the work. In this “simple” residential construction project, he makes sure everything is going according to the process he defined with the general contractor before work started. His diligence has paid off. (more…)
This blog is written by Baker Donelson’s in-house eDiscovery team. The Baker eDiscovery team has a combined 90 years of applicable experience. The eDiscovery industry has changed a lot over last fifteen years. Given growing client data volumes, the industry rushed to create tools and provide resources to augment the traditional role the litigator played in managing discovery. Over time, this led to the creation of a legitimate legal subspecialty focused exclusively on managing eDiscovery.