Information Technology Management

Technology Management

Curriculum Guideline Four

Well-managed courts make good use of Information Technology.  Automation requires courts and others work more closely and at new levels of detail.  This creates tension and requires superior management, delegation, and communication.  The quality of technical staff is critical and the market for them makes it difficult for courts to compete.  But for even highly qualified court technologists to be effective, court leaders must manage the technologists. Talented court leaders know how to blend technical staff into the court and justice system, achieve common understandings and, very importantly,  ensure that technical staff service and support those who do the court’s work.  Budget, staff, equipment, and caseflow and other business processes must be aligned.

Knowledge, Skills and Abilities

• Knowledge that success with court technology depends as much on the management of people and work processes as it does on the quality of the tools;

• Ability to attract, develop, and retain good court technical staff;

• Ability to lead and manage technical people, whether in-house, central judicial (e.g., state administrative office), executive branch, outsourced, or contractual;

• Ability to anticipate and resolve the problems that judges and operational staff will have with the introduction of new technology;

• Skill in working with agencies and organizations in the justice system to produce or to implement standards for application integration and data exchange, including remote access, electronic reporting, and workflow;

• Ability to work with technologists to maintain and improve court operations, including case management, facilities and their modification, data conversion strategies, start-up plans, and operational procedures;

• Skill in writing, speaking, listening, presenting, media relations, and meeting management as they relate to oversight of technology and technical staff supporting court operations;

• Ability to develop and maintain communication plans and information distribution methods concerning technology for stakeholders, insiders and outsiders, including judicial officers, funding authorities, and those who process cases and manage other court functions;

• Skill in setting goals, evaluating options, and monitoring the work of technologists to maintain and improve the acquisition, development, and use of court technology;

• Knowledge of how to provide effective user support for court technology applications, including training, documentation, and quality assurance;

• Skill in aligning budgets, technology, court workflows, judges, other staff, and technologists.

View the Summary of Information Technology Curriculum Guidelines or click on each of the other four Curriculum Guidelines to see the associated Knowledge, Skills and Abilities:

Curriculum Guidelines

Court Purposes and Processes

Vision and Leadership

Fundamentals

Technology Management

Projects

Contact the webmaster

Home