The Challenge
A law firm representing clients in workers’ compensation and Social Security disability had grown to multiple offices. It had processes for running the business, but people often approached the same task in different ways, which led to different results. Its matter management system also allowed overloaded fields, so data was disorganized and hard to rely on.
The firm wanted to move its matters to a cloud-based system, and saw the move as a chance to unify communication, improve the client experience, and reduce overhead. To get there, it needed:
- A clear view of how its key processes actually worked.
- Standardized, documented workflows that every office would follow.
- Clean, structured data requirements that a new system could be built around.
The Approach
BRIO began with the firm’s stakeholder team, using interviews and working sessions to understand the core functions of the business. Together they identified five key processes and mapped each existing workflow in visual diagrams, then set requirements for each process area and defined how success would be measured.
Next, BRIO examined each step of every process with the people who performed it, combining their input with leadership’s goals. Some processes were adjusted and some were created from scratch.
The Solution
A Documented Blueprint: For each process, BRIO produced detailed documentation covering the workflow, business logic, decision trees, key performance indicators, reports, helper processes, and integrations.
A Clean Handoff to Development: The documentation was reviewed and approved by every team, then handed to the firm’s internal team and the developers responsible for moving matters to the new cloud system.
From Plan to Build: With the blueprint approved, BRIO expanded its team with developers to handle the matter migration, implementation, and integrations on the new cloud-based matter management system.
Technical foundation
- Stakeholder interviews and process mapping workshops
- Visual workflow diagrams for five key processes
- Process documentation with business logic, decision trees, and KPIs
- Requirements and success metrics for each process area
The Impact
- One documented way of working for each key process, across offices.
- Structured data requirements to replace overloaded fields.
- Measurable goals for every process, defined before the build began.
- A blueprint the development team could build and migrate against with confidence.
Many firms want to move straight to configuration. This project shows why the documentation comes first. See what that phase looks like today in what happens in Litify discovery.
