Issue link: https://epubs.iltanet.org/i/27653
As the project progressed to the pilot phase, there was another round of discussions to present the resulting solution, and prepare people for the changes to come. The goal this time was to affirm that we listened to the feedback we received, and to let people know this was really going to happen! Pilot: The solution was piloted on a volunteer basis to 50 users. Based on initial success and high demand, the pilot expanded to 100 users. Training: Classroom training was available to the entire firm, and was attended by almost everyone. We have a philosophy at MC of not giving people technology without showing them how to use it effectively. Vendor support: MC’s UC solution didn’t come in a box; most IT solutions don’t. It required many decisions about architecture, fault-tolerance, hardware, telecom connectivity and desktop phones. The quality of support available from the vendors involved can make or break your implementation. In our case, an issue surfaced with calls being dropped for no apparent reason. The problem was difficult to diagnose, and required a collaborative effort from multiple vendors to finally get to the bottom of it. pilot expanded to 100 users.” success and high demand, the “Based on initial WHERE IT COULD (AND DID) GO WRONG Almost bleeding edge: The path we chose at MC is relatively unique, and the technology isn’t exactly widely implemented. That means fewer sources of expertise and limited peer support. This is when teamwork and senior management support really matter. Go big or go home: The decision to introduce a fully integrated UC solution to the entire firm in a short time frame carried a level of risk that might be considered higher than more traditional IT projects. The rewards are commensurate with the risks, but it is critical for the decision makers and stakeholders to understand that balance. 24 Exchange 2010 ILTA White Paper Soft phones: The largest pitfall was the decision to use USB handsets, which is essentially a decision to use soft phones. Though we did not make this decision lightly, we could have managed the risks we identified more effectively. The decision was based primarily on two factors: integration and cost. We wanted this to be as straightforward and easy to use as possible. That meant a totally integrated experience. While affordable IP handsets were available, they did not offer the tight integration we wanted (e.g., click-to- call). USB handsets offered both affordability and complete integration. It seemed a relatively simple decision at the time, but it proved problematic in our example, for a number of reasons: •The phone is entirely dependent on a healthy PC. Ours weren’t as healthy as we thought. We discovered people are much more willing to put up with PC problems than they are phone problems.