Arizona Judicial Branch

Class Resources

Unit 1 – Introduction and Court Overview

Technology has proven a great force for cultural change and has transformed whole industries…Courts are no exception…. – Robert W. Tobin


Unit 2 – Court Information Technology Governance


Almost all courts are relying more and more on technology to help them do their work.  Court leaders of the future, to establish vision and strategic direction for technology, will be adopting an IT governance strategy for their courts.  IT governance is a formal structure and process for managing business operations and supporting technology tools.  – Lawrence P. Webster


Unit 3 – Project Management Introduction


For IT projects, there's only one real way to tell when a system is truly done. That's when all the stakeholders in the system agree that it's done. Each group must certify that the project sufficiently addresses its concerns. – Paul Glen

  • Belisario-McGrath, Gina.  Information Technology Outsourcing From a Court Perspective.  Williamsburg, VA: Institute of Court Management, 2000.                                                      
  • Court Business Process Enhancement Guide: An Aid to Process Improvement and Process Reengineering for Judges, Court Managers, and Court Information Technology Directors.  SEARCH, The National Consortium for Justice Information and Statistics and National Center for State Courts, 2003.
  • Court Technology Model Request for Proposal.  Joint Technology Committee of the Conference of State Court Administrators and the National Association for Court Management, 2000.  
  • Cross, Carlene.  What are the Information Technology Requirements for the Caribbean Court of Justice? Williamsburg, VA: Institute for Court Management, 2007.     %3


Unit 4 – Court Technology Applications


Lack of common standards discourages development of sophisticated applications usable in multiple jurisdictions, slowing the pace at which new automation capabilities are applied to solve court needs. – Resolution 13, Conference of Chief Justices


Unit 5 – Project Planning


Without a project charter, the goals of the project will be ambiguous and often understood incorrectly by the key stakeholders, each having a different point of interest in the project. The result is a project beset with conflicting priorities, role confusion, and in many cases, as failed project.  – The.Project.Management.Hut



Unit 6 – Other Technologies


Technology creates many opportunities for courts.  The opportunity to improve customer service is here now, and courts should consider taking that opportunity.  – James McMillan, Future Trends in State Courts, 2007.



Unit 7 – IT Policy


IT systems are vulnerable to a variety of disruptions, ranging from mild (e.g., short-term power outage, disk drive failure) to severe (e.g. equipment destruction, fire) from a variety of sources such as natural disasters to terrorists actions.  While many vulnerabilities may be minimized or eliminated through technical, management or operation solutions as part of the organization’s risk management effort, it is virtually impossible to completely eliminate all risks. – National Association of State Chief Information Officers.


Unit 8 – Project Implementation and Closure


At periodic intervals, policy leaders of the judicial branch must reassess the position and trajectory of the court system with respect to technology to ensure that resources are being directed where they are needed most. – Lawrence Webster


Unit 9 – Court of the Future


E-filing is surely “the wave of the future” and will save money and time for both courts and attorneys. – John T. Matthias



For more information and resources on Technology and the Courts, visit the National Center for State Courts Library online catalog at:

NCSC digital resources are located in the Digital Archive available at:

Call 1-800-616-6164 or email for more information.


Knowledge and Information Services
National Center for State Courts
Williamsburg, Virginia
February 2012