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Practically Applying Business Intelligence

By Rob Burton
October 27, 2004

With more than 38,000 open matters at any given time, summarizing and analyzing practice, client and attorney information was nearly impossible to do efficiently using manual process and flat reporting. We did our best to create reports (eg, work in process (WIP), realization (amount collected as compared against amount worked/billed) and performance) using available technologies, including our time and billing system (Elite), Excel, Access and custom reports. However, we were eager to find a way to conduct more sophisticated analysis. We knew the questions that we wanted answered, but had been unable to get at the information in a usable format. For example, we could get general reports about aging accounts receivable (A/R), but we weren't able to assess real performance as it related to each client's historic payment pattern. If our firm averages a 75-day turn around on receivables and Client A has invoices 60 days old and Client B's are 90-days out, is that good or bad? We needed more detail than we could get from our transaction-based systems in order to answer these types of questions.

We decided it was time to implement reporting-based business intelligence (BI) software. Essentially, BI software sorts through vast amounts of firm data (from disparate sources such as time and billing, general ledger, payroll, etc.), automating the number crunching and analysis to provide us with actionable information and a more focused approach to following up on that information. Over a 1-year period, we reviewed software and services from four vendors, including our accounting system vendor and third party providers.

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