Negative publicity is not always found at the end-user level. Other IT team members or managers might stand in the way of a successful virtualization deployment. Many admins find the shift from a tangible physical layer to reliance on software a bit unsettling. New server acquisitions, new tool sets and new access methods can all create disharmony within administrative teams. Changing vendors puts more strain on IT teams because it may require phasing out acquired skill sets.
Management can also slow or stop your virtualization deployment. IT middle management is primarily concerned with limiting downtime, and they often become scapegoats for upper management and end users when problems arise. Leading a virtualization deployment, you not only need a strong technical plan, you will also need to play psychologist to help your team if they resist the change. A weak technical plan will kill a project from moving forward at all, while emotional barriers will restrict and delay the scope of deployment.
Bottom line: Demonstrate and market a virtualization deployment plan's strengths to internal employees.