Selecting the Right IP Management Software Solution

There are many compelling reasons for a law firm or corporation to implement IP management software including risk management, enhanced customer service, increased efficiency, and as a means to remain competitive. The challenge does not lie in identifying the need, but ensuring that organizations identify the solution that best meets their short-and long-term requirements.

Despite promises of cost savings and efficiencies, not all software solutions are created equal, nor does one size fit all. That is why those involved in the solution/vendor selection process need to apply a systematic approach to the process. It is essential for buyers to do some up-front preparation to thoroughly understand:

• Which processes and practice areas will be effected
• What the business requirements are to meet firm or company needs now and in the future
• How success will be measured in order to build a true business case

This document will outline a best practices approach for evaluating the landscape of IP management vendors and identifying the optimal solution.

Authored by: Stephen Schley, VP Sales CPA Global Software Solutions

Contribution by: Robert Houle, National General Manager, Intellectual Property Services,

Ogilvy Renault LLP / Swabey Ogilvy Renault

White Paper Contents

• Selection Process
• The Fit And Gap Analysis
• Case Study: Ogilvy Renault

Selection Process

Preparing the Business Case

Before you begin evaluating various vendors and their solutions, it is essential to have a clear understanding of the scope and universe of requirements for your organization. Those that invest the time and effort in this initial key phase will reap the benefits by being able to weed out inadequate solutions early on, provide prospective vendors with a clearer picture of their needs, have a smoother and faster implementation, and be able to see tangible results earlier post-implementation. Organizations that do not perform a thorough-up-front needs analysis will find it more difficult to effectively weigh their options and may ultimately end up with a solution that does not meet their needs or that becomes obsolete over time.

The business case should identify and document the following areas:

Project scope definition – which business processes and practice areas will be impacted by the introduction of software

Feature and functionality requirements such as:

• Docketing
• Specific workflows
• Contact management
• Cost management, budgeting and forecasting
• Invention submission and review
• Document generation and management
• Contracts and agreements
• IT architecture
• Integration with other applications
• Integration with other business related units

Business case and feasibility study to identify:

• Success criteria
• Resource needs
• Infrastructure requirements
• Oranganizational readiness
• Project budget

Researching Potential Vendors

There are many resources available to help identify IP management software vendors. If you are starting from square-one and need to begin compiling a list of vendors, consider the following:

• Online search engines using keywords and requirements from your business case
• Visit industry association sites such as International Legal Technology Association (ILTA) and Association of Legal Administrators (ALA)
• Reach out to colleagues in the legal community for a referral
• Talk with technology and other IP service vendors you already engage with – they may offer a software solution

Once you have gathered an initial list of vendors you can begin the process of narrowing down your search. The first cut should be to cross-reference your high-level requirements with the features and functionality offered by identified vendors. If a vendor does not meet core needs they should be eliminated, thus yielding a refined set of vendors that appear to meet your functional requirements.

Making a Final Selection

Now that you have narrowed your list down to candidate vendors that meet your set of requirements, it is time to reach out to determine their willingness to support your evaluation analysis. You should request from each vendor the following:

• On-site demonstration
• Customer references
• Site visits with vendor clients
• Preliminary cost quotation
• List of other features and modules
• Access to a user conference
• Documentation such as user guides, training materials, and technical specifications
• Sample system generated reports

The action items listed above will help you further identify the right choice for your organization. During this process you should uncover, not only the strength of each solution, but a feel for what it is like to interact with the vendor. Remember, you are not just buying a technology solution; you are engaging in a long-term partnership. Therefore, you should begin to get a feel for the vendor's responsiveness, willingness to work with you, and transparency into their existing customer implementations.

As you interact with prospective vendors and gain access to their existing clients, you will want to ask questions not only about the software, but lessons learned during the planning and implementation phases and how to best manage:

• What type of planning should be conducted before, during and after implementation?
• How much training is required in order for the organization to be "productive"?
• How do they measure the success of the implementation?
• What was the worst decision and best decision made in terms of the implementation and ongoing management?
• How many and what types of resources are required to maintain the software?

From a cost perspective, if you have done your up-front work and are able to provide a well articulated scope of requirements, it will be much easier for a vendor to provide you with an initial, and more importantly, realistic cost estimate.

In theory, as you make your way through the selection process, a vendor will begin to stand out in terms of meeting your requirements and providing you with sufficient information and documentation to help you make an educated and confident decision. If not, perhaps you need to revisit your set of requirements to make sure it is reasonable and clearly scoped. If your requirements are not well focused, it may impact your ability to identify an appropriate vendor and solution.

The Fit and Gap Analysis

Creating a Pilot Project

Once you have narrowed your search down to a single provider, it is time to put them through its paces; demonstrating within your environment the value of its offering. Through a pilot program, you will be able to determine how well the software 'fits' within your organization. To ensure you maximize the opportunity to "test-drive" the software, you need to manage it in the same way you approached your selection process. Specifically:

Define the scope and requirements for the pilot:

• Number of users
• Number and types of cases
• Key functionality

Establish a project team comprised of:

• Project Sponsor
• Project Manager
• IP Business Analyst
• Financial Business Analyst
• System Administrator

The candidate vendor should work closely with you on the pilot providing the software and arrangements for your team to receive basic training. In addition, you will want to ensure that customer support is available should you run into any issues during the pilot.

Executing the Fit and Gap Analysis

The purpose of the fit and gap analysis is to enable the team to not only familiarize themselves with the software, but to see how it functions within their actual workflow and environment. The following are high-level milestones for the fit and gap analysis:

• Installation of software
• Development of a demo environment using real data from your organization
• Execution of a series of test scenarios that mirror required business processes to determine how system handles (date calculation, reminder reports, fee calculations etc.)
• Document all gaps (e.g. reporting functionality, integration with other systems) to determine how well the software fits into your organization
• Provide access to demo environment for key stakeholders and decision makers to foster internal buy-in of system

Fit and Gap Analysis Summary of Benefits

The fit and gap analysis provides many benefits including:

• Getting to know what it is like to work the vendor
• Understanding the limitations and capabilities of the software
• Identifying any software enhancements or customization that will be required
• Adjusting the scope of the project
• Examining current business processes to identify how software and/or re-engineering can delivery greater efficiency
• Garnering buy-in for the system and building confidence within the team
• Exploring other solutions offered by software to address unclear or new and unspecified needs
• Ensuring a successful implementation by knowing what you are getting into and what is needed!

Fit and Gap Analysis Summary of Benefits

The fit and gap analysis provides many benefits including:

• Getting to know what it is like to work the vendor
• Understanding the limitations and capabilities of the software
• Identifying any software enhancements or customization that will be required
• Adjusting the scope of the project
• Examining current business processes to identify how software and/or re-engineering can delivery greater efficiency
• Garnering buy-in for the system and building confidence within the team
• Exploring other solutions offered by software to address unclear or new and unspecified needs
• Ensuring a successful implementation by knowing what you are getting into and what is needed!

Beyond the Selection Process

Deciding to implement an IP management software solution requires a commitment by your organization to clearly define short-and long-term business requirements. Your ability to identify and clearly define requirements and gain internal buy-in will help you select the right vendor, as well as put you on the right path towards a successful implementation. But picking the right vendor is just half the battle. As you rollout your new system, consider the following tasks:

√ Interview key users to gain an understanding of what works and potential improvements
√ Map and examine current processes
√ Document issues - both big and small - that are raised and address early on in the implementation
√ Begin data clean-up as early on as possible
√ Identify existing interfaces to other applications
√ Plan and budget for subsequent customizations as needed

Case Study: Ogilvy Renault

About the Company

Since 1879, Ogilvy Renault's dedication to excellence has earned the firm an enviable reputation, both nationally and internationally. Its clients include some of the largest and most successful corporations in Canada and abroad. Ogilvy Renault is known for providing the highest standards in the practice of law, in-depth industry knowledge and a long-term approach to client relationship.

IP Practice

In 1936, Ogilvy Renault's founded its practice and since then it has grown into one of the largest and most respected intellectual property practices in Canada. It has built a reputation for providing first-class IP services in Canada and around the world (operating under the name of Swabey Ogilvy Renault in international markets).

Ogilvy Renault's Choice: Inprotech

Ogilvy Renault took a highly methodical approach to selecting an IP management software solution. Understanding the impact such a solution would bring to their organization, it was critical to conduct an exhaustive analysis of the market and to invest time and internal resources to the project.

The following reflects key milestones undertaken by the firm:

• Development of complete business case
• Conduct vendor analysis and select candidate provider
• Execute a fit and gap analysis
• Purchase and install Inprotech software
• Define and document key workflows

Ultimately, Ogilvy Renault selected Inprotech. Their research and analysis revealed the following attributes that drove their selection:

• CPA Global's commitment to continuous investment in R&D to ensure ongoing product innovation
• Ability for Inprotech to grow with firm needs:
  • Flexibility that allows for minimal initial configuration which can evolve as needs become apparent or more complex
  • Additional functionality available through modules for future growth
• Several large Ogilvy Renault clients are Memotech (CPA Global's IP management solution for corporations) users presenting an integration opportunity and enhanced communication
• North American software support
• Extensive list of global clients

About CPA Global

With clients in over 100 countries, CPA Global is a leading provider of legal process outsourcing services and the world's top intellectual property (IP) management specialist. Founded in 1969, CPA Global provides lifecycle management services for intellectual property such as patent, design and trademark searching, watching, renewals, and portfolio strategy in over 181 jurisdictions. CPA Global is also a leader in the growing market for outsourced contract management and litigation support services, helping law firms and corporations to realize value by managing risk, cost and capacity. CPA Global employs over 1,000 people in 16 offices in 8 countries. www.cpaglobal.com