Originally published on November 1, 2010 in our free SmallLaw newsletter.
I've often heard lawyers say "I would have switched from this lousy program years ago if only I hadn't invested so much time and data into it." If you haven't said it yourself, you have likely read many such complaints in TechnoLawyer not to mention elsewhere on the Internet. When a particular program is driving you nuts, how do you rationally analyze your options? Or as I like to say, is the grass really greener or just astroturf?Analyze Your Existing Software
As a first step, make a list of the top 10 issues that drive you crazy. Then divide them into the following categories:
- Deal-Breakers: What functionality does your firm needs that the program doesn't provide? For example, if you recently acquired clients that require electronic billing, and your billing software doesn't feature electronic billing, you have a serious problem. Issues like these fall under the "deal-breaker" category.
- Nice to Have: What functions do you wish the software included? The company says its software is "WAD" (that's Working As Designed), but you think it is WAPD or even WAVPD (Working as Very Poorly Designed).
- Workflow: You wish the software included a keyboard shortcut for a given function but it doesn't. Or, the software requires three steps to do something you wish you could complete in one step.
- Bugs: The software doesn't work as advertised, and you can't get the software company to admit to a "known issue" (aka bug).
Next, create a point system to rate your dislikes. Assign numbers to categories — say, 5 for deal breakers, 1 for workflow issues, etc. Then add up your numbers: if you come up with a high point total, you may have good reason to ditch the software. But if you only have a low point total you are probably being irrational.
Training can solve certain problems. Most software companies from Microsoft on down find that a high percentage of requests for "new features" are for functions already included in the program. Or as I tell clients: If you find yourself thinking "I wish the program could do X," call me because it probably can.
Comparison Shopping
If you still think the grass is greener, create a second list of the 10 features you most like about your existing software or features it has that a replacement must have. When evaluating new software, ignore the vendor checklists. Use your like and dislike lists as a basis for comparison shopping.
Obviously you want to keep all the features you like and avoid features you dislike. Shopping gets complicated when circumstances force you to make a tradeoff. Are you willing to give up a preferred feature to fix a particular problem? If the proposed new software will not remedy your existing problems or if you have to give up too much, switching may not be a good idea (remember, making the switch is very expensive).
What About My Data?
If you decide to switch, you'll likely ask, "What about my data?" First, ask whether you need to convert your data and move it into the new program. How often do you actually consult items (appointments, notes, etc.) more than six months old? If you handle complex litigation, your answer might be "All the time." If you primarily practice real estate, your answer might be "almost never."
If you leave a "legacy" installation of the old program that's still accessible by one or two people but is not active, after six months or so you will find you hardly ever need it.
If conversion is necessary, make sure your new software can import all your data and ask how much it'll cost. You should be able to convert most of your data — although billing systems typically do not convert historical data.
Conclusion
Years ago — in Atlanta, I believe — folks frustrated with intractable technology could take their old computers to a shooting range and blast away their frustrations. Talk about catharsis! While yelling and screaming may help you blow off some steam when you're facing a technology challenge, it's not very productive in the long run. Whether you decide to fight or switch, quantifying the problems you face as described above should help you put these issues into perspective.
Written by John Heckman of Heckman Consulting.
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