We just implemented a new feature in LawRD: the tenths of an hour.

With this new feature LawRD users will be able to input time and invoice clients using this time measure.

If you are already a LawRD user and you want to work with tenths of an hour please follow this steps (only users with Administrator profile can perform the first step):

• Activate the 10th of an hour feature in your LawRD account settings. After clicking in Settings just check the following check box:

After enabling this option, all the users will see timesheets according to the the tenths of an hour time measure (they must sign out to see the changes).

• All new clients created after the previous change will be automatically billed with the tenths of an hour system.

• All the clients created before this features’ implementation will be billed by the 00H00m system. You must activate the Use tenth of an hour check box in every client if you only want to work in this system:

• You can work with both system at the same time. You can uncheck Use tenth of an hour in the client record and this client’s billing sheets will be issued in the 00H00m format (although time input will still be in tenths of an hour).

It is already available in Apple App Store, the LawRD iPhone application.

Optimized with the aim of simplifying the inclusion of time in the various matters of each customer, wherever you are.

For now, the application allows the inclusion of time and the user can update the information in any place and at any time from your iPhone by syncing right away with your online application.

This is the first of a series of developments that will accompany the Web version of LawRD. Our goal is to allow, over time, total access to application functionality, with the advantage of access via mobile.

With this new application, LawRD follows the needs of its users and facilitates the effective management of your time, focusing on maximum efficiency and productivity of their work.

Now you are ready to use, just download it at the App Store.

First and foremost we must apologise to you, Lawrd’s blog reader, for our radio silence since July 2011. Our inactivity in the blog did not meant a inactivity in the work: From August to September we have been busy with many Lawrd’s developments and enhancements. For you to be in the know:

• The process of billing is faster;
• 5 bugs reported by our clients considered to be a priority have been fixed;
• Our Amazon servers have been optimized;
• Backups are more efficient than ever so that downtime can become old news;
• PagSeguro is up and running for our Brazil readers.

During the last two months we have defined, once again through feedback of our clients, what developments to do until the end of 2011. We have 13 scheduled developments that will be reported in this blog along the way.

Today we implemented a more simple version of the Billing Tab. From now on, while accessing the Billing Tab, you can filter the data you want to view by client - being able to see the Unbilled values , the Unpaid billing sheets and those already fully paid (Paid Invoices):

In the sub-tabs Unpaid Invoices and Paid Invoices, you can add or delete payments as well as deleting billing sheets.

When deleting or issuing a payment, there are immediate implications in the client’s account, as you are able to immediately view the client’s financial position on your law firm after the accomplished actions.

When deleting a billing sheet the client’s account is updated and times and expenses included become available in the sub-tab Unbilled so they can be later included in a new billing sheet.

We are certain that you will be pleased to be able to delete a payment in such a straightforward way.

Post by Nuno B.M. Lumbrales, lawyer, partner at Lumbrales & Associados and LawRD user:

I was asked to write a personal review on LawRD, from a user point of view, a little bit over one year’s use.

Without being a fully comprehensive one, given the limited use within my firm features such as those related to billing (except for the use of timesheets which, once reviewed are the basis for issuing invoices via outsource accounting), LawRD stands as an important part within our management.

The features we use the most - contacts, matters, tasks and expenses - are all gathered in a single tool, both inexpensive and easy to use as well as particularly reliable, wherein the our data base is hosted, for consultation and billing purposes (as I mentioned above the latter is not our case,though).

I am adamant in saying that LawRD is a sure asset for our management efficacy and key in our practice’s success.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

What would become of us without the time we have?

We keep complaining about having not enough time, but we only worry with what we have to do, not with time itself.

Worrying with tasks alone, leads to the conclusion that there’s lots to be done.

By looking objectively at the time we have, we come to find that we may more of it than we thought by dismissing useless actions that we only are aware of by taking time to manage time.

Having time doesn’t mean having nothing to do. It actually means that you have managed your time better so that work, pleasure and leisure are part of your daily routine. Here’s an article with an interesting reflexion on the subject:

“Time management

The simplest way to increase productivity is to manage your time better.  While many time management techniques sound like common sense, that does not mean they are easy to implement.

Start by identifying troublesome areas:

• How often are you interrupted?
• How do you manage disruptions?
• Can you section off blocks of solid work time?
• Do you make “to do” lists and prioritize them?
• Do you have a flexible work schedule?
• Do you complete your work during regular work hours?
• Do you micromanage?
• Do you take on all tasks yourself?
• Can you say “no?”

Plan how to avoid situations that can waste your time, including:

• Poorly completed work that must be re-done
• Phone calls, email, mail, casual office talk
• Lack of delegation or improper delegation
• Information that is not easy to find or use
• Too many review cycles or layers of approval
• Multiple meetings that aren’t useful
• Postponing your work
• Unclear goals or objectives
• Excessive paperwork
• Too little time and too much work
• Lack of authority to make decisions or too many levels of decision making
• Only dealing with crises
• Perfectionism
• Poor organization

Identify the time management techniques that will work best for you, including:

• Manage your stress
• Prioritize your tasks
• Organize
• Follow your schedule
• Avoid useless memos, travel, conversations, emails
• Don’t procrastinate
• Do the hard parts first
• Start as soon as possible
• Carve out blocks of time for important things
• Delegate wisely
• Give attention only to items that need it
• Don’t let others give up and pass off tasks on to you. Help them to figure out how to accomplish their own tasks, if necessary.

Effective time management begins with taking a single step.  Identify one or two action items from the list above, and start today.”

Now, do you honestly think you worry about time? If you do, just learn to manage it and turn your life around.

Post by Nuno B.M. Lumbrales, lawyer, partner at Lumbrales & Associados and LawRD user:

The billing method is an issue that, mishandled, will cause nasty glitches in the relationships between lawyers and clients.

There are several ways of billing lawyer services, just like in any other area of business, bearing in mind the uniqueness and proper rules that apply in each country as to the legal practice.

One of the most common, and losing preference, is the hourly rate method, for billing lawyers fees. Such method has the quality of its flexibility thus enabling a balance between the service rendered by lawyers and its due compensation, overlooking the fluctuation that will occur unavoidably throughout the diligences.
On the downside, in this instance it is troublesome for clients to preview the cost of  the lawyer’s fee when a given period of time is agreed upon.

However, by demanding a specification for each of the billing invoices (as it is supposed) as to the description and time spent in each item clients can have some control. Without being utterly rigorous this will prevent costs from soaring.

A more classic method is a fixed rate that will settled upon for a matter (flat rate) or for a determined cycle of billing (retainer). This, being a quite clear method, has the advantage of eliminating almost any grounds for litigation on fee agreements (service quality and issues alike are not thus prevented, though). Its lack of flexibility regarding fluctuation of the amount of work through the procedures, come as a negative point.

One other billing method consists on agreeing to a percentage of the results that will come from the lawyer’s services on one or more legal matters. Many countries do permit this form of fee agreement in its pure sate, invoking that this will give way for the leayer to being too much as a directly interested part on the matter at appreciation in court for it will depend on the court’s decision, thus compromising the lawyer’s objectivity, impartiality and independence. A mixed form of this agreement with others is allowed, though.

These methods in their pure forms and an arrangement of different ones will give way for more ecletic and balanced billing methods.

The underlying question to choosing a billing method is the fare quantification of lawyers’ services, considering amount, quality and results they bring to clients.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

Would you need 25h days to do all that you have to do? Lots of law professionals do. They put in 12, 14 hour days and still they get the feeling it’s not enough. The work keeps piling up. How come?

Just before you answer to that, read this: “Do we need more time? Or do we need to be more disciplined with the time we have?” – Kerry Johnson.

There’s only 24 hours in a day and that’s it. By law, we have 8h work days. We need time to work, time eat, time to sleep, time to be with our families, leisure time … you get the picture, we just need time. How can we juggle the time we have with all the our demands and needs? Three tips:

1. Prioritize
2. Delegate
3. Reserve time for yourself

Prioritize: This probably the hardest one for many of law professionals. Sorting priorities is hell when everything looks like it is due for ten minutes ago. Yet, a calmer look into it will let see that some are more urgent than others. In law practice, deadlines are always a priority for lawyers. Otávio Estaque, a Brazilian lawyer has this saying: “In this country, only lawyers are bound by deadlines”; still deadlines have priorities up until the 11th hour. Otherwise there more urgent priorities.

Try to set tasks into two groups: Strategic and Operative.

Strategic: contacting a client, new project, strategic alliance meeting, staff meeting, etc.

Operative: setting deadlines, calling suppliers and so on.

Strategic tasks always take the lead. But, you might wonder:” What if I miss a staff meeting already scheduled?” Of course you should not fail meeting any tasks set before hand. Nor should you pass any new business opportunities. If you are overloaded by operative tasks try the next step…

Delegate tasks and charges: This is a big burden on lots of managers, for they love to centralize saying they can’t loose control.

Centralizing is not the same as controlling.

One centralizes when you don’t trust anyone or you don´t want anyone else to do operative tasks. By delegating you are free for the strategic. Check if the operative tasks are realized, though. There isn’t much of a future if you centralize data, tasks and responsibilities on yourself.Be a team professional and profit from all the talent you’ve got working at your firm.

Delegate operative tasks. Give responsibility positions, so your firm may thrive on individual talents and not just keeping all to yourself.

Reserve time for yourself: many find this selfish or impossible to achieve given the busy lives they lead.

Take some time off, even if it is just half an hour a day for yourself. Give yourself a treat… and to your family. The firm will appreciate having a much fitter, more lucid and more market driven  employee.

Time for yourself is key. By doing that you are opening to new possibilities, to broaden your net of contacts and to bring new clients in.

To conclude, you only 24 hours in a day. It is up to you how to spend them. Make an intelligent choice, use your time wisely and you’ll gain on productivity and fulfilment. Being realized at your work is not enough. You should feel happy outside your job as well. The secret is inside of you, not outside. Think. Rationalize. Prioritize. Be yourself. This will lead to your professional success and your firm’s.

Post by Nuno B.M. Lumbrales, lawyer, partner at Lumbrales & Associados and LawRD user:

Managing time, the time each of us spend on any given task, to be more precise, is key when managing a company for it stands as an indicator of how much is demanded from that company to meet its tasks (namely what concerns human resources, which is usually seen as fixed or a general cost, rather than a specific one related to a client or project).

By managing time, it is possible to spot waste, logistics inefficiency and other obstacles that may stand in the way of productivity, slowing down its pace thus affecting the company’s results.

Paramount as it is for any company management, it is more so for law firms and lawyers at large, since they often run on a hourly cost/pricing model that is directly dependent on the enhancement of individual performance of the employees for being a successful one, when it comes to results.

Three practical tips on this subject:

• Try to limit interruptions to a minimum, there are always to many (i.e. that email that just came in, is it that urgent to the point of interfering in your present task, or any others that have been on hold for quite some time and so became urgent just because they are overdue?)

• Do not keep up for too long on tasks which have a doubtful return (is it worthy to attend every conference, when you know that the benefit you get from them is barely none? Shouldn’t you go only when that amount of time won’t hurt all the work waiting you at the office?)

• Do not tag everything as ‘URGENT’ (if all is urgent then nothing is, which leads to loss regarding work quality and organization, as well as sorting priorities. Attempt to figure when does the client actually need the work done and then ‘negotiate’ with them the deadline. Most of them realize that they will benefit from a better and more careful work, as long as the established deadline is observed).

Post by Daniel Nunes, muchBeta’s Chief Financial Officer:

A client current-account represents the financial situation before a lawyer or law firm.

That being said it’s all very clear: when I (lawyer) issue a billing sheet to clients they owe me money, therefore I will log that debtor position on the current-account. By the time clients pay billing sheets, they no longer owe me any money, i.e. they now have a creditor position before me (lawyer). Thus, clients payments are always credited on their current-accounts. This is why, whenever a money provision is advanced for fees and expenses, I have to credit the client’s current-account.

Yet, a current-account that just reflects financial movements and responsibilities is not enough. A practical example:

A lawyer starts a new matter for a client and asks for a fee provision of $2,000. The current-account shows a creditor balance of $2,000.

Throughout one week, a lawyer has input 20 hours of work into the client’s matter. If that lawyer charges a $150/hour fee, what is the client financial position then?

For any usual billing software the answer would be: the client is creditor of $2,000. According to that application all is OK regarding this client.

But if that lawyer were a LawRD user, when checking the client’s current-account the information would have be:

LawRD displays two balances:

• A green one shows the amount of $2,000 representing a credit to the client, for the advanced provision.
• A red one with the negative amount of -$1,000.

This red -$1,000 stands for the real financial situation of the client towards the lawyer. By the end of the month LawRD will read the client situation as:

$2,000 (provision) - [20 hours input x $150] = $2,000 - $3,000 = -$1,300

LawRD displays two diverse concepts of current-account:

• The traditional, i.e. one that reflects the issuing of billing sheets and the client payments.
• And another, we call Global Current-Account, which mentions tasks and expenses already logged on the matter, but not yet issued  and billed to the client.

Given the scenario on the example, a lawyer faces two options: either a new provision is requested or all debts are billed to the client so that the balance is altered.

Looking at the first option and that a new provision of $2,500 has been added, the current-account will show a positive balance of $4,500, if only financial flow is considered. A positive balance of $1,500 is shown if the total input of tasks already accomplished but not yet billed is taken into consideration, though:

That $1,500 balance equals about 10 hours worth of work ($1,500 divided by $150) that the lawyer may use for that matter. Once that happens, the client will be in debt before the lawyer, again.

Should the lawyer bill all work to the client, the balance in both accounts will be the same: a negative -$1,000:

LawRD displays as negative and in red all the client’s debtor positions. This is a way to red flag the client’s debtor positions to the matter manager or anyone in charge of the administration.

So, what is the upside of showing two concepts of current-account? Here’s one: the client financial situation to the lawyer or law firm is displayed in real time. Billing never keeps up with the work actually done. By using LawRD, users are informed earlier when the client’s financial position is negative… and real time info is valuable for it allows swifter decisions without having to wait on the administrative time it takes for billing sheets to be issued and only then being able to decide.

LawRD is valuable data for your valuable time.

Post by Daniel Nunes, muchBeta’s Chief Financial Officer:

Your LawRD account has a preset matter: General Internal Matters.

This matter is devised for logging the time spent on tasks not to be billed to clients. Let’s consider two examples that will show how useful this particular matter can be:

• Lawyers will log here the time spent on weekly firm meetings.
• The partner in charge of back office chores (i.e. overviewing accounts receivable and accounts payable) may log that time spent into this General Internal Matters.

On both cases, by not logging, the data on time spent will not be realistic. This time is actually allocated and is of the firm’s interest. For the weekly meetings instance, it will look as if there is a day in the week that less work is done, whereas the partner in charge of the back office tasks seems to put in less than all the others who just work for the clients matters.

Checking the Status tab within General Internal Matters, allows for consulting data on how do internal affairs affect the overall firm performance as well as, keeping up with its evolution through time.

Following the said example and figuring that we are in early March 2010, we may state that:

• The total amount of time spent on Internal Affairs is increasing by the month (Time chart).
• Consequently to that, losses related to this matter are growing (Money chart)
• The General Internal Matters quota for the Inefficiency Share will rise up to 45% by December 2010 (Productivity chart). The Inefficiency Share is the ratio of the non billed time on a matter and the total non billed time on all the firm’s matters.

In presence of this data, it is up to the firm whether or not to hire to someone to supervise internal affairs, thus freeing lawyers to just working on clients matters. The best first step in order to best go through this issue might be checking reports on the time  each lawyer wastes on internal affairs: