Lessons Learned from the Courts and Implementation Teams
OJD followed up each implementation with After-Action Reviews (Lessons Learned) to "always improve" internal processes and preparation methods, including addressing and resolving inevitable technical glitches. Lessons Learned resulted in numerous improvements and methods that refined the implementation process for subsequent courts. The reviews were attended by court staff, judges, TCAs, and implementation teams. Here are some of the Lessons Learned from the courts and subsequent implementation improvements:
There wasn’t enough training time or practice time; exercises in training were too generic; provide real life scenarios.
The Oregon eCourt project initiated development of training materials adapted to specific job tasks. Initiated facilitated business processes training Labs and open Labs to provide more practice time. Initiated scenario exercises to practice solving problems and using the system. Added more time to judge training and practice.
Need a way for staff to receive business processes updates.
Online Help system with statewide and local business processes was developed and continues to be updated; quick reference guides developed.
Need information to answer customer and stakeholder questions regarding the new system.
Communication materials were designed and distributed, including signage, posters, brochures. Stakeholder presentations were created to assist the courts with local legal partner communication efforts. Additional presentations were created specifically for Bar members in each locale on how to use File & Serve. Took opportunities to facilitate stakeholder involvement in improving the system.
Share resources with other courts.
Courts volunteered SMEs to assist other courts at Go-Live — helped alleviate staff stress. Judges visited judges and staff in live courts to see how the implemented system works and to receive the advice of experience. Staff could use Sametime instant messaging communications between courts and Salem for discussions and solutions.
Have a designated group for issue triage at Go-Live.
Created “War Rooms” staffed with a variety of support team experts to provide immediate resolution of technical issues and business process issues during implementation.
The Court should reduce dockets and workload on staff and judges during Go-Live week and the week after.
Docket reduction became standard for courts during the Go-Live time span.
Lessons Learned from Oregon eCourt Governance
A "Final Governance Lessons Learned" session was held to collect the following observations on "What Worked Well" from Oregon eCourt Governance. Governance groups included the Executive Sponsors, the Oregon eCourt Steering Committee, and the Oregon eCourt Project Division Directors:
- The overall governance structure. It was critical to have trial judges and trial court administrators closely involved in governance.
- Success of this project can be attributed to the people involved; consistent communication and interaction; we learned and were better as we progressed.
- Having the Guiding Principles was very helpful, as was the work of the Consistency Committee at the beginning of the project.
- Many of OJD’s managers, TCAs, and judges came into the OESC committee without background in governance or project management. It was a huge learning curve, but we managed to succeed where other Oregon statewide technology projects have not been successful.
- There were times when there were substantial road blocks, and we had to regroup and change an aspect of the project, but our overall ability to accept change when it was necessary helped in this process.
- The Law and Policy Workgroup was created in anticipation that statutes, rules, and court policies would need to change to facilitate the transition to an electronic court environment, and that planning paid off.
- Allowed attorneys to be part of the governance system; they had valuable insight.
- The diverse representation of the steering committee.
- There was extraordinary cooperation and teamwork between three separate OJD divisions, ETSD, BFSD, and CECM, and between OJD and Tyler Technologies, to further the project.
- Retaining the same people on governance committees from the beginning provided institutional knowledge and insight.
- Having the support of the courts became a true test of our unified court system.
- It took individuals who knew the inner workings of the court system, OJIN, Odyssey, and business processes to really make this process work; it took everyone working together.
- This was the biggest change for the courts since they started in 1859.
- We live in a world with realistic time and resource constraints, and we were able to adjust where we needed to (whether timelines or number of resources, etc.).
- Not deviating from our rollout schedule; we created the schedule, and we stuck to it.