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Project Management

Independence Day is Saturday! Declare Your eDiscovery Independence!: eDiscovery Best Practices

As we approach our country’s independence day on Saturday, we thought we would take a look at how that relates to electronic discovery and ask this question: Do you feel like you’re frequently dependent on others to accomplish the tasks you need to complete within your discovery process?  If so, here’s some ways you can declare your eDiscovery independence!

Independence Day is more than hot dog eating contests, parades, barbecues, fireworks and re-runs of the movie Independence Day.  It’s also the recognized anniversary (the 239th this year! – can you believe it?) of the adoption of the Declaration of Independence on July 4, 1776, declaring our independence from Great Britain.

Anyway, if you’re feeling repressed and want to try something revolutionary, here are a few ideas:

These are just a few of the ways that you can declare your independence and take control of your discovery process.  You have more independence than you think!

So, what do you think?  Do you feel like you’re frequently dependent on others to accomplish the tasks you need to complete within your discovery process?  Please share any comments you might have or if you’d like to know more about a particular topic.

eDiscovery Daily will return on Monday.  Happy Independence Day!

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscovery Daily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscovery Daily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

Here Are Other Team Members that a Winning Team Needs: eDiscovery Best Practices

When beginning a new eDiscovery project, a good place so start is to estimate the various tasks that will need to be performed and identify the type of personnel that will be needed. Every project is different and unique, so the requirements of each project must be assessed. As the project unfolds, the tasks required to complete it may change – not just in terms of tasks added, but also tasks removed if the work is deemed to be unnecessary. So, it is important to revisit the project tasks and assignments to determine whether additional personnel are needed or if you can cut back. Yesterday, we began discussing the types of roles that could be associated with a typical eDiscovery project, here are some other roles:

Processing Personnel: After your team has identified and collected the ESI, it will usually be necessary to process that ESI to prepare the data for searching and review. There are several tools and/or service providers available to process your ESI; it’s simply a matter of selecting the best tool(s) for your organization. For each case, key decision makers on the team will need to evaluate the specific needs of that case to determine whether additional software or an outside vendor is needed and select the appropriate software to license and/or vendor to engage, if so. Then again, depending on your needs, you may not need processing personnel at all!

Document Review Personnel: After identifying, collecting, processing and culling the ESI, it typically needs to be reviewed by qualified review personnel to at least determine if it is responsive to the production request from opposing counsel and if it should be withheld due to a claim of privilege. Some review is always necessary, even when you’re utilizing a technology assisted review approach. Depending on the case, the ESI may need to be reviewed for other reasons or the review for responsiveness and/or privilege may be more in-depth. Usually, the reviewers are licensed attorneys; though, experienced paralegals are used in some cases. Either way, they will require training and guidance regarding the expectations of their job in general, receive instructions on the specific review project which they are working on, and be properly trained on use of the selected review application.

Hosting Provider: Depending on the case, you may use a hosting provider for the ESI from as early as preservation through production. The volume of ESI to be managed and reviewed, requirements to distribute review tasks across personnel who may be in different geographical locations, and the arrangements between the parties concerning the method and format of production are among the factors for deciding to use a hosting provider and also for selecting the desired provider. And, be sure to compare pricing structures, not all providers charge for user fees, training or support. It’s important to compare apples to apples.

Attorney(s): Did you think I forgot the attorney? Of course, potentially complicated legal questions and issues arise in just about any discovery project, so you need an attorney who understands the legal rules and complexities associated with discovery of ESI. If the lead attorney doesn’t have the requisite knowledge in this area, it may be necessary to add an attorney with specialized eDiscovery knowledge to the team to provide advice and coordination on discovery issues. Many corporations have designated attorneys or paralegals on their in house legal staff who work on all eDiscovery matters; however, some organizations may also use outside eDiscovery counsel to work on discovery-related matters even if they’re not part of the firm representing the organization.

Each case will have unique requirements that affect the make-up and size of the team, so not all of the roles discussed over the past two days will be required for every case and the number of personnel in each role may also vary.

So, what do you think? Do you estimate the team members needed for your project before it begins? Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscovery Daily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscovery Daily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

A Winning Team Needs Several Types of Team Members: eDiscovery Best Practices

Happy Belated Mother’s Day to all the mothers out there, including my lovely wife, Paige!  We touched on this topic over three years (and several hundred subscribers) ago, so I thought it was worth revisiting.  Enjoy!

When beginning a new eDiscovery project, a good place so start is to estimate the various tasks that will need to be performed and identify the type of personnel that will be needed. Every project is different and unique, so the requirements of each project must be assessed. As the project unfolds, the tasks required to complete it may change – not just in terms of tasks added, but also tasks removed if the work is deemed to be unnecessary. So, it is important to revisit the project tasks and assignments to determine whether additional personnel are needed or if you can cut back. Here are the types of roles that could be associated with a typical eDiscovery project:

Client Contact(s): Whether it’s an individual, a corporation or a government entity, it’s important for the client to be involved in the process, so the team should include at least one client representative that can serve as the link between the internal and external teams, providing guidance on internal company workings and contact personnel. Typically, the client contact is from the in-house legal department, usually either a paralegal (to handle routine tasks) or an attorney (to discuss issues and coordinate decision making). When preservation and collection are required, the client contact(s) generally assist with litigation hold procedures, locating and collecting ESI, and conducting interviews of custodians. It is up to the client contact(s) to involve key managers and custodians as needed to provide guidance during this process.

IT Personnel: When responding to requests for ESI, let’s face it – you need one or more people who can “speak geek”. It’s important to include personnel who understand technical details about the client’s various computer systems and data (and maybe even the data map). Depending on the case, you need one or more individuals who understand any and all of the above: email and email archiving, storage of employee ESI, servers, clients, intranets, and databases. It’s typical for IT personnel in larger organizations to specialize; for example, to have one or more that is more knowledgeable about structured data (i.e. database programs) while others may understand and have access to email systems.

IT personnel should be involved in all issues related to the technology for the responding party to increase efficiency and optimize the approach to each new case. For many corporations, this is typically one or more individuals already employed as a member of the IT staff. It’s important for IT personnel to have at least a basic understanding of the legal processes and requirements of discovery (in other words, they have to be able to “speak legal” too, at least somewhat). If they don’t have that, it may be necessary to provide some training before a case arises or employ an outside consultant.

Forensic Collection Personnel: In some cases, it’s necessary to perform forensic analysis on various types of ESI (or at least collect the ESI in a forensic manner in the event that’s required). Examples of cases that may require forensic collection of electronic data include internal integrity investigations, situations where fraud and data deletion are suspected (such as trade secret cases) and government civil or criminal investigations. To enable the forensic specialist to testify (if required) to the work that was performed and exactly how it was done, companies often use a vendor not employed by the company or by the outside law firm.

See at least one critical team component missing? Tomorrow, we’ll talk about the rest of the team. Same bat time, same bat channel!

So, what do you think? Do you estimate the team members needed for your project before it begins? Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscovery Daily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscovery Daily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

It’s Draft Day! What Skills Does Your eDiscovery Quarterback Need?: eDiscovery Best Practices

If you’re a fan of a pro football team, you’ve been waiting months to see what players your favorite team will be drafting. That wait ends tonight as the annual NFL draft kicks off. When it comes to selecting football players, the most important player is the quarterback and teams put quarterback prospects through a series of tests (both physical and mental) to attempt to determine their likelihood for success in pro football (and they still get it wrong – a lot).

Like a football team, every litigation team navigating the discovery process needs a good “quarterback” – only we tend to call ours “project managers”. What skills does your eDiscovery “quarterback” need? Let’s take a look at some of the skills and qualifications that I look for in a good eDiscovery project manager.

  • Actual Case Experience: A good discovery PM candidate doesn’t have to have a law degree (even a JD) to be a successful project manager. Plenty of paralegals and IT professionals can be excellent project managers. If you’ve been following this blog for a long time, you know that I’m an IT professional, not a lawyer. I like to say that “I’m not a lawyer, but I play one on the Web”. But, I have managed many discovery projects and worked with attorneys for over 25 years. What’s important is the actual case experience that you’ve had, working with and managing other team members (including clients and outside vendors) in completing deliverables and meeting deadlines in all phases of the discovery life cycle.
  • Technical Proficiency: A good discovery PM candidate doesn’t have to have a Computer Science degree either. But, the candidate should have a good understand how data is stored (and that even “deleted” data may be recoverable), a good understanding of Office and most common applications and able to “speak geek” well enough to work with us IT types. In short, the best type of candidate is a lawyer whose “hobby” is being a computer geek OR an IT professional whose “hobby” is the litigation process.
  • Knowledge of the EDRM Model: If you don’t know the flow and phases of the EDRM model, you need not apply. If you only know the EDRM model and don’t know about any of the vast frameworks, standards and resources that have been developed by industry professionals over the past ten years (many of which we’ve covered here), you probably need not apply either.
  • Familiarity with Discovery Rules: Knowledge of Federal and applicable State Rules that pertain to discovery (and preferably the current proposed rules changes covered here and here, among other places) would be expected.
  • Considerable Experience with at Least One Litigation Support Software Platform: A lot of job postings that I have seen require experience with a particular software application – the application that they are using. It’s great if you can get it, but I would rather select a sharp, technically proficient candidate who learns quickly than a less qualified candidate that happens to know the preferred platform better. While the first candidate may require a little more ramp up time, he/she has greater upside in the long run.
  • Strong Verbal and Written Communication Skills: You can get a sense of a candidate’s verbal communication skills during the interview process. What about their written skills? I actually like to give PM candidates an assignment scenario where they are asked to communicate a project issue to an imaginary client (me) via email and explain how that impacts the scope and schedule, then evaluate that example as part of the evaluation process.

I also like to ask if they read any publications or blogs on eDiscovery. If they read Ball in Your Court, e-Discovery Team®, Ride the Lightning, Litigation Support Guru, Bow Tie Law’s Blog or Complex Discovery (to name a few), that’s bonus points! And, of course, if they read eDiscovery Daily, that’s major bonus points (everyone likes a suck-up). 🙂

That’s not a comprehensive list above, but it represents some of the key attributes that I seek. What qualifications do you look for in an eDiscovery “quarterback”? Please share any comments you might have or if you’d like to know more about a particular topic.

P.S. – The player pictured is Bryce Petty, quarterback prospect from my alma-mater, Baylor University. He may not know the EDRM model, but I think he will make a terrific quarterback in the NFL. You heard it here first. 🙂

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscovery Daily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscovery Daily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

“How Much Will it Cost?” is Not Necessarily the Right Question to Ask: eDiscovery Best Practices

This is a topic we covered last fall, but it has come up again several times with clients (and prospective clients) recently and since we have so many new viewers and subscribers in the past couple of months (thanks to our recently announced education partnership with EDRM and some very kind words from Craig Ball on his excellent Ball in Your Court blog), it bears discussing again.

By far, the most important (and, therefore, the most asked) question asked of eDiscovery providers is “How much will it cost?”. Actually, you should be asking a few questions to get that answer – if they are the right questions, you can actually get the answer you seek.

With these questions, you can hopefully prevent surprises and predict and control costs:

  • What is the Unit Price for Each Service?: It’s important to make sure that you have a clear understanding of every unit price the eDiscovery provider includes in an estimate. Some services may be charged per-page or per-document, while others may be charged per gigabyte, and others may be charged on an hourly basis. It’s important to understand how each service is being charged and ensure that the price model makes sense.
  • Are the Gigabytes Counted as Original or Expanded Gigabytes?: For the per gigabyte services, it’s also important to make sure that you whether they are billed on the original GBs or the expanded GBs. Expanded GBs can be two to three times as large (or more) as the original GBs. Some services are typically billed on the original GBs (or at least the unzipped GBs) while others are typically billed on the expanded GBs. It’s important to know which metric is used; otherwise, your ESI collection may be larger than you think and you may be in for a surprise when the bill comes.
  • Will I Get an Estimate in Advance for Hourly Billed Services?: When you ask for specific hourly billed services from the provider (such as professional consulting or technician services) to complete a specific task, it’s important to get an estimate to complete that task as well as advanced notification if the task will require more time than estimated.
  • What Other Costs are Billed?: It’s not uncommon for other charges to be included in invoices, such as user fees for hosting services (not all hosting providers charge user fees, so it’s important to comparison shop) or project management, which can be an important component to the services provided by the eDiscovery provider. And, don’t forget charges for supplies and shipping. The rates charged for these services can vary widely, from non-existent to exorbitant. Understanding what other costs are being billed and the rates for those services is important to controlling costs.
  • If Prices are Subject to Change, What is the Policy for Those Changes and Notification of Clients?: Let’s face it, prices do change, even in the eDiscovery industry. In ongoing contracts, most eDiscovery providers will retain the right to change prices to reflect the cost of doing business (whether they exercise those rights or not). It’s important to know the terms that your provider has set for the ability to change prices, what the notification policy is for those price changes and what your options are if the provider exercises that right.

With the right questions and a good understanding of your project parameters, you can get to the answer to that elusive question “How much will it cost?”.

So, what do you think? How do you manage costs with your eDiscovery providers? Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscovery Daily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscovery Daily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

The First 7 to 10 Days May Make or Break Your Case: eDiscovery Best Practices

Having worked with a client recently that was looking for some guidance at the outset of their case, it seemed appropriate to revisit this topic here.

When a case is filed, several activities must be completed within a short period of time (often as soon as the first seven to ten days after filing) to enable you to assess the scope of the case, where the key electronically stored information (ESI) is located and whether to proceed with the case or attempt to settle with opposing counsel. Here are several of the key early activities that can assist in deciding whether to litigate or settle the case.

Activities:

  • Create List of Key Employees Most Likely to have Documents Relevant to the Litigation: To estimate the scope of the case, it’s important to begin to prepare the list of key employees that may have potentially responsive data. Information such as name, title, eMail address, phone number, office location and where information for each is stored on the network is important to be able to proceed quickly when issuing hold notices and collecting their data. Some of these employees may no longer be with your organization, so you may have to determine whether their data is still available and where.
  • Issue Litigation Hold Notice and Track Results: The duty to preserve begins when you anticipate litigation; however, if litigation could not be anticipated prior to the filing of the case, it is certainly clear once the case if filed that the duty to preserve has begun. Hold notices must be issued ASAP to all parties that may have potentially responsive data. Once the hold is issued, you need to track and follow up to ensure compliance. Here are a couple of posts from 2012 regarding issuing hold notices and tracking responses.
  • Interview Key Employees: As quickly as possible, interview key employees to identify potential locations of responsive data in their possession as well as other individuals they can identify that may also have responsive data so that those individuals can receive the hold notice and be interviewed.
  • Interview Key Department Representatives: Certain departments, such as IT, Records or Human Resources, may have specific data responsive to the case. They may also have certain processes in place for regular destruction of “expired” data, so it’s important to interview them to identify potentially responsive sources of data and stop routine destruction of data subject to litigation hold.
  • Inventory Sources and Volume of Potentially Relevant Documents: Potentially responsive data can be located in a variety of sources, including: shared servers, eMail servers, employee workstations, employee home computers, employee mobile devices, portable storage media (including CDs, DVDs and portable hard drives), active paper files, archived paper files and third-party sources (consultants and contractors, including cloud storage providers). Hopefully, the organization already has created a data map before litigation to identify the location of sources of information to facilitate that process. It’s important to get a high level sense of the total population to begin to estimate the effort required for discovery.
  • Plan Data Collection Methodology: Determining how each source of data is to be collected also affects the cost of the litigation. Are you using internal resources, outside counsel or a litigation support vendor? Will the data be collected via an automated collection system or manually? Will employees “self-collect” any of their own data? If so, important data may be missed. Answers to these questions will impact the scope and cost of not only the collection effort, but the entire discovery effort.

These activities can result in creating a data map of potentially responsive information and a “probable cost of discovery” spreadsheet (based on initial estimated scope compared to past cases at the same stage) that will help in determining whether to proceed to litigate the case or attempt to settle with the other side.

So, what do you think? How quickly do you decide whether to litigate or settle? Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine. eDiscoveryDaily is made available by CloudNine solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscoveryDaily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

eDiscovery Challenges Continue for Government Attorneys – eDiscovery Trends

In April, we covered a benchmarking study of eDiscovery Practices for Government Agencies conducted by Deloitte – their seventh annual such study.  You don’t have to wait a whole year for an update – their Eighth Annual Benchmarking Study of Electronic Discovery Practices for Government Agencies is available now.

This time, one hundred twenty four (124) professionals across 52 government agencies participated in the survey, with attorneys comprising 69% of the respondents (the next highest group was IT professionals with 10%).  Here are some key findings in the report:

  • Internal systems and processes outweigh all other concerns when it comes to handling, processing, reviewing or producing electronically stored information (ESI), with 43% of respondents identifying it as the number one concern, up 17% from last year and more than twice the runner-up, Budgetary issues/constraints, with 21%.
  • Individual confidence is on the upswing as 79% of respondents felt as confident or more confident in their ability to manage eDiscovery in their cases as last year.  But, agency confidence is still a concern as 72% of respondents feel somewhat or not at all effective in their agency’s ability to deal with the challenges of eDiscovery and 74% of respondents feel somewhat or not at all confident that if challenged their agency could demonstrate that their ESI was “accurate, accessible, complete, and trustworthy”.
  • Use of predictive coding is on the rise as 23% of respondents indicated having used predictive coding in any of their cases, up from 17% last year and 6% in 2012.
  • Collection from mobile devices in eDiscovery is becoming more common as 26% of respondents have collected data from smart phones or tablets in their eDiscovery matters.

These are some sample findings.  For a complete list of findings, once again available in a condensed, one-page USA Today style infographic, click here to download.  The report is free!

So, what do you think?  Do you work for, or with, government agencies?  If so, do any of these findings surprise you?  Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine Discovery. eDiscoveryDaily is made available by CloudNine Discovery solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscoveryDaily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

What’s in a (File) Name? More Than You Think – eDiscovery Best Practices
 

When you’ve worked in litigation support and eDiscovery as long as some of us have, you just think a little bit differently – even when it comes to naming files and folders on your computer.  In her excellent Litigation Support Guru blog, Amy Bowser-Rollins provides some best practices to think more like a litigation support person.

In her post Litigation Support Naming Conventions, Amy shares her database mindset with these concepts:

  1. Using Underscores Instead of Spaces: Amy illustrates how you can use underscores instead of spaces in your file and folder names (e.g., Custodian_Name_Shared_Drive Custodian_Name.zip).  So, why would that be important?  Simply, empty space typically signifies the “end” of a character string.  When an application sees a space, it sees the “end” and stops processing. When the full string is not processed, it won’t be properly represented on your computer screen, won’t copy into emails automatically as hyperlinks, etc.  Some people prefer dashes instead of underscores as underscores can be difficult to detect when the name is underlined.
  2. Zero Filled Numbers: Is it apparent why this one is important?  It’s for sorting purposes.  In names, numbers sort left to right instead of numerically, so AnnualReport10 comes before AnnualReport8 and AnnualReport9 (because the first digit of ‘10’ – ‘1’ – comes before ‘8’ and ‘9’).  To get them to sort properly, include leading zeroes (e.g., AnnualReport08, AnnualReport09 and AnnualReport10).
  3. Dates in Year-Month-Day Format: This is another naming convention that is recommended for sorting purposes, again because numbers in names sort left to right instead of numerically (e.g., 11-11-2014-IncomingData would sort before 03-09-2012-IncomingData).  Naming the files in Year-Month-Day format (e.g., 2012-03-09-IncomingData or 20120309-IncomingData) ensures that they are properly date sorted.  Personally, I prefer dates with dashes for readability.

Using Amy’s tips can help you think more like the geeks that some of us are!  Thanks, Amy!

So, what do you think?  Do you have any file and folder naming preferences?  Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine Discovery. eDiscoveryDaily is made available by CloudNine Discovery solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscoveryDaily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

Survey of Corporate Counsel Finds that there is Much Room for Improvement in Handling eDiscovery – eDiscovery Trends

Yesterday, we discussed a new self-assessment test that enables organizations to measure their eDiscovery “maturity”.  Today, we look at a new survey of corporate counsel from BDO Consulting that shows that they feel there is substantial room for improvement when evaluating their organizations’ effectiveness in managing eDiscovery.

According to BDO’s press release promoting their inaugural Inside E-Discovery Survey by BDO Consulting, corporate counsel give their internal and external resources a grade of 6.5 out of 10 for overall effectiveness in handling and managing their eDiscovery.  The survey was completed by 100 senior in-house counsel and is scheduled to be released in late October.

Here are the top critical factors identified by in-house legal professionals as impacting their eDiscovery process:

  • Nearly half (48.4 percent) of respondents ranked understanding the universe of potentially responsive evidence early in the case as the most critical factor, more than three times as much as the next ranked factor;
  • 15.6 percent of respondents ranked predicting the total cost of eDiscovery as the most critical factor;
  • 14.1 percent of respondents ranked reducing eDiscovery review fees as the most important factor; and
  • 12.5 percent of respondents reported the ability to use previously collected and processed electronically stored information (ESI) for other matters as the most important factor, pointing to a desire among corporate counsel to achieve efficiencies by reusing prior work product.

When it comes to selecting eDiscovery providers, quality of provider (47.6 percent of respondents) is twice as important as cost (23.8 percent) as the most important factor for provider selection.

Other findings:

  • Response to Challenges: To respond to the increasing challenges of eDiscovery, 31.4 percent of respondents reported implementing new guidelines or policies within the past year to streamline and improve their response to litigation. Just over one in four (25.5 percent) say they have adopted tools and technologies, while 15.7 percent say they have hired an outside vendor.
  • Top eDiscovery Challenges Going Forward: When asked about key forward-looking challenges with regards to eDiscovery management, the largest percentage of in-house counsel (22.5 percent) say managing mobile and social networking data is the number one issue they will face in the near future, followed by cost control (17.5 percent), new regulations (15 percent) and automating processes (12.5 percent).
  • Few Organizations are Ahead of the Curve: Only 5.4 percent of respondents identify their organization as an “early adopter” when it comes to its willingness to adopt new tools and technologies. In addition, only 17.6 percent currently use customized customer portals to view and track project statistics and only 16.2 percent use data visualization techniques to assist in priority processing or review.
  • Spending on the Rise: 43.2 percent of corporate counsel respondents predict eDiscovery spend will increase within the next year, while a mere 6.2 percent expect it to decrease.

An infographic of the survey results is available from BDO Consulting here.

So, what do you think?  Do any of these results surprise you?  Please share any comments you might have or if you’d like to know more about a particular topic.

Disclaimer: The views represented herein are exclusively the views of the author, and do not necessarily represent the views held by CloudNine Discovery. eDiscoveryDaily is made available by CloudNine Discovery solely for educational purposes to provide general information about general eDiscovery principles and not to provide specific legal advice applicable to any particular circumstance. eDiscoveryDaily should not be used as a substitute for competent legal advice from a lawyer you have retained and who has agreed to represent you.

How Mature is Your Organization in Handling eDiscovery? – eDiscovery Best Practices

A new self-assessment resource from EDRM helps you answer that question.

A few days ago, EDRM announced the release of the EDRM eDiscovery Maturity Self-Assessment Test (eMSAT-1), the “first self-assessment resource to help organizations measure their eDiscovery maturity” (according to their press release linked here).

As stated in the press release, eMSAT-1 is a downloadable Excel workbook containing 25 worksheets (actually 27 worksheets when you count the Summary sheet and the List sheet of valid choices at the end) organized into seven sections covering various aspects of the e-discovery process. Complete the worksheets and the assessment results are displayed in summary form at the beginning of the spreadsheet.  eMSAT-1 is the first of several resources and tools being developed by the EDRM Metrics group, led by Clark and Dera Nevin, with assistance from a diverse collection of industry professionals, as part of an ambitious Maturity Model project.

The seven sections covered by the workbook are:

  1. General Information Governance: Contains ten questions to answer regarding your organization’s handling of information governance.
  2. Data Identification, Preservation & Collection: Contains five questions to answer regarding your organization’s handling of these “left side” phases.
  3. Data Processing & Hosting: Contains three questions to answer regarding your organization’s handling of processing, early data assessment and hosting.
  4. Data Review & Analysis: Contains two questions to answer regarding your organization’s handling of search and review.
  5. Data Production: Contains two questions to answer regarding your organization’s handling of production and protecting privileged information.
  6. Personnel & Support: Contains two questions to answer regarding your organization’s hiring, training and procurement processes.
  7. Project Conclusion: Contains one question to answer regarding your organization’s processes for managing data once a matter has concluded.

Each question is a separate sheet, with five answers ranked from 1 to 5 to reflect your organization’s maturity in that area (with descriptions to associate with each level of maturity).  Default value of 1 for each question.  The five answers are:

  • 1: No Process, Reactive
  • 2: Fragmented Process
  • 3: Standardized Process, Not Enforced
  • 4: Standardized Process, Enforced
  • 5: Actively Managed Process, Proactive

Once you answer all the questions, the Summary sheet shows your overall average, as well as your average for each section.  It’s an easy workbook to use with input areas defined by cells in yellow.  The whole workbook is editable, so perhaps the next edition could lock down the calculated only cells.  Nonetheless, the workbook is intuitive and provides a nice exercise for an organization to grade their level of eDiscovery maturity.

You can download a copy of the eMSAT-1 Excel workbook from here, as well as get more information on how to use it (the page also describes how to provide feedback to make the next iterations even better).

The EDRM Maturity Model Self-Assessment Test is the fourth release in recent months by the EDRM Metrics team. In June 2013, the new Metrics Model was released, in November 2013 a supporting glossary of terms for the Metrics Model was published and in November 2013 the EDRM Budget Calculators project kicked off (with four calculators covered by us here, here, here and here).  They’ve been busy.

So, what do you think?  How mature is your organization in handling eDiscovery?  Please share any comments you might have or if you’d like to know more about a particular topic.

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