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New technology is available that directly indexes backup data and allows the extraction of files and e-mail without the use of the original backup software. By providing quick and easy access to data on tape, common causes for backup data migraines can be alleviated. This article outlines how to quell the pounding caused by common backup data issues.
The following case study demonstrates how attorneys can use technology to manage their discovery, meet deadlines and keep their heads above water.
Features
The practice of project management in e-discovery has traditionally been loosely defined, with significant variation in the application of the fundamentals and the people performing these services. In some cases, the individual taking a project management role on a case is an attorney or paralegal, while in others it's the e-discovery services provider's account manager. Some project managers come from IT or document management roles. Within any given case, multiple "project managers" may work together, each applying their own set of practices and procedures.
Headaches caused by staffing problems, insufficient infrastructure and lack of tracking and reporting capabilities have led to some profound innovations and newly adopted best practices. Doing "more with less" is no longer a moniker, but a way of life for many of these firms. Designed out of pure necessity, five distinct best practices have emerged ' strategic investment in service desk analysts, expanded service availability, comparative reporting, team ownership development and reporting.
Features
In many instances and in many sectors, technology is looked to as the savior, since it's easy to simply focus on the "bright, shiny object" that will quickly and painlessly fix the problem at hand. The same is true in the legal industry when it comes to litigation and e-discovery. Unfortunately, technology is only part of the equation, unable to deliver the promised value without the inclusion of the equally important pillars of people and processes. While many recognize this as a truism, they nevertheless forget (or underemphasize) the importance of the other factors ' much to their detriment.
As yet, however, there is no "duty to assist" in cyberspace. That needs to change. Concerns about new kinds of pirates and a new form of attack ' the "cyber-attack" ' currently fill our newspapers and preoccupy policymakers.
Features
How difficult is it for these potential clients to find a particular firm online and, once they do, are they motivated enough by what they find to take the next step and contact that firm? Some lawyers embrace online marketing and do it well, while others make mistakes that cost them clients, money and time.
It's not as if lawyers never misbehaved before. But now they're making the same old mistakes ' soliciting for sex, slamming judges, talking trash about clients ' online, leaving a digital trail for bar counsel to follow.
Features
There is an important debate unfolding across government and the private sector over a critical national security issue: how to secure America's information networks from cybersabotage, espionage and attacks. Congress, the executive branch and the private sector must all do a better job of engaging the public on decisions that are so important.
As any manager knows, letting employees go is never easy. The process becomes much more difficult when an angry former employee seeks to damage the company's reputation by launching a public campaign of disparaging remarks online and in the media. Left unchallenged, such a campaign can tarnish the company's image among potential investors, customers, and its own employees. By taking proactive measures, however, a company significantly can reduce the chances of falling prey to a smear campaign.
