What you have learned in this chapter is how to evaluate and realize a unified communications project. It is important to think about all steps, especially whether or not you have the required support by management and all stakeholders. As mentioned before, this chapter only illustrates a compact or small part of reality. I also mentioned before the "dynamic" aspect of real projects. Every project is different. Since every unified communications project is also a change project inside the organization, some companies are very resistant against changes. Pressure for innovation on collaboration and communication might have built up over a long period of time before something can actually happen. Some projects were done due to the increasing pressure from business partners because the existing collaboration was no longer efficient or simply too expensive. There were also a few interesting experiences where change was driven by the middle-management layer and it did not get supported...