McInnes Cooper implemented unified communications to enhance communication across its seven offices and improve client service through Microsoft OCS 2007 R2. The project included integration or replacement of legacy telephone systems, training for approximately 500 staff, and delivered a comprehensive communication solution, resulting in a payback period of less than three years. The initiative led to increased efficiency and notable revenue generation, demonstrating success in its deployment.

1. Unified Communications at
McInnes Cooper

2. Objectives
• Remove barriers to communication among the
firm’s seven offices
• Deliver technology that can enhance client
service and provide a competitive advantage

3. Scope
• Implement Microsoft OCS 2007 R2 firm-wide
• Integrate or replace legacy telephone systems
– 1 hybrid IP/TDM PBX
– 1 pure IP PBX
– 1 Norstar key system
– 4 Centrex offices
• Train ~200 lawyers and ~300 staff in seven
locations

4. Deliverables
• Presence • Unified messaging
• Instant Messaging • Desktop-integrated
• Audio conferencing telephony
• Web conferencing • New telephone
hardware
• Desktop video
conferencing • Training
• Desktop sharing

5. Budget
• Capital: ~$325K
– Software was largely included in our EA
• Operating: ~$125K annual savings
• Payback of less than 3 years in hard costs
alone
• An example: combination of presence, desktop
sharing and conferencing on one call resulted in
real additional revenue of $17,500.

6. Timeline
• May 2009 Business case presented to
CEO/COO
• Jun 2009 First “promotional tour”/started
gathering requirements:
• Dec 2009 Phase 1 rollout (all but voice)
• Apr 2010 Second “promotional tour
• May 2010 Phase 2 rollout (enterprise voice)

7. People
• Initiated by MC’s Communication Services Leader
• Management backing (IT Director, COO, CEO)
• The entire firm had the opportunity to see the
concept and participate in its development
• Two pilot groups of 50 users each
• Contracted training (in cooperation with MC staff)
• Admin staff outside IT were heavily involved in
training rollout and immediate post-launch support

8. Process
• Conceptualized by Communication Services
Leader, who basically sold it to the IT Director
• IT Director and Communication Services
Leader jointly sold it to the COO/CEO
• Did a conceptual design
• Did a face-to-face “tour” of all offices to present
the concept and get feedback
• Began the detailed design, with some
consulting assistance

9. Process
• Built the infrastructure, and tested with IT
• Ran a pilot group of 50, then doubled it
• Did another face-to-face “tour” of all offices to
demonstrate the production solution and set
expectation for implementation
• Issued phone sets in parallel to allow people to
become familiar with the technology before the
actual telephone cutover

10. Process
• Provided classroom training to the entire firm
(90 min) in close proximity to live cutover
• Live cutover included removing the existing
phone system – no overlap.
• Provided deskside support for the first couple of
days to quickly deal with any minor issues
• Followup communications as each office went
live, and following completion in all offices

11. Results
• A fully desktop-integrated, zero-PBX, voice, text
and video communications solution delivered to
the entire firm.
• Examples of additional revenue as a direct
result of the capabilities delivered. In the first
week!
• Lawyers excited about technology!