The topic of IP file transfers has hit a fever pitch in many corners of our profession.  Every firm I talk to these days is struggling with the issue.  And make no mistake: the volume and complexity of IP file transfers has grown geometrically in just a couple of short years.  Perhaps we’ll tackle why there’s so much renewed movement in the industry in another post, but in the meantime, file intake and outgoing transfers are creating real operational challenges for law firm IP practices. 

IP file transfers are fraught with risk.  They present the “perfect storm” for exposure:  they’re typically high in volume, they must be completed urgently with little lead time, and they generally include current and imminent due dates.  What’s more, they present numerous moving targets:  coordination has to occur between receiving and sending firms, but also between and among a sometimes large network of foreign agents and associates, multiple incongruent client instructions, and physical and electronic data that have to be both inventoried and reconciled.  All while docket and records staff have to continue to manage their existing workloads and daily docket requirements.  It’s no wonder IP administrators lose sleep over these transfers.

To be successful, managers need to understand the IP File transfers have to be managed and executed as distinct projects.  Firms often make the mistake of dropping file transfers on their staff on top of existing work, to be completed in their “free time”.   Much like we devote specialized resources to new system implementations, we have to recognize that to complete transfers properly and diligently, mitigating as much risk as possible, we have to manage them  carefully.

In terms of Best Practices, I recommend the following guiding principles:

1.       Project management requires a methodology.  Codify and formalize your policies and processes so you can develop and manage against clear expectations.

2.       Assign a project manager.  This is Project Methodology 101 – someone has to be able to manage process and coordinate many simultaneous tasks across several practice support organizations.

3.       It Takes a Village.  File transfers don’t happen with one staff-person in a back room.  They require diligent coordination between and among several groups, including IP docketing, records, accounting, conflicts and new business, and IT.

4.       Measure results and accountability.  Formalized processes allow you to routinize the procedure, and set repeatable tasks and mechanisms.  They also allow you to set objective measures for success.