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Planning a Video Conferencing or Telepresence Project

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Planning a Video Conference of Telepresence Project is based on the experiences and lessons learned by end user organizations that have implemented telepresence projects, from personal systems to immersive room systems.The detailed guide provides information for end-to-end planning of a telepresence or video conferencing project, including an overview of solution types and components, budgeting, timelines, market considerations, and requirements determination. The guide also outlines how to get hands-on experience, select a provider and implement your solution.
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    Summer

    ByRichardTucker

    Richard@HumanProductivityLabcom

    I N D U S T R Y G U I D E

    planning a video

    conferencingor telepresence

    project

    512.828.7317 [email protected] www.HumanProductivityLab.co

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    Table of Contents

    Summary

    Understandthesolutiontypes

    andcomponents

    Solution types 3

    Immersive telepresence 4

    Solution components 6

    Lessons learned 8

    ech corner 9

    Understandthepotential

    budgetranges Budget ranges 10

    Immersive room build 11

    Lessons learned 11

    Understandthepotential

    projecttimelines

    imelines 12

    Lessons learned 13

    Understandthemarket Market size 13

    Vendor leaders 13

    Supporting service providers 14

    Lessons learned 14

    Determineyourrequirements

    Approach 15

    Business requirements 15

    Functional requirements 16

    echnical requirements 17

    Lessons learned 18

    Gethandsonexperience

    Approach 19

    Make a checklist 20

    Potential questions 20

    Lessons learned 21

    Selectyourprovider

    Approach 21

    imelines 22

    Potential pre-qualication questions 22

    Request or proposal 23

    Lessons learned 24

    Implementthesolution

    imelines 25Checklist 26

    Lessons learned 28

    AbouttheAuthor

    AboutHumanProductivityLab

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    1. Summary

    his guide provides the inormation you need to make an end-to-end plan or your

    telepresence or video conerencing project In this guide, telepresence means eithertelepresence or video conerencing

    Tis guide is based on the experiences and lessons learned by end user organisations that have imple-

    mented telepresence projects, rom personal systems to immersive room systems

    This guide is structured as follows:

    Understand the solution types and components Tis section provides a oundation on the

    basics o telepresence

    Understand the potential budget ranges Tis section provides guidance on a budget that is

    vendor neutral and requirements neutral Te objective is to highlight what drives the budget andhow much range to expect

    Understand the potential project timelines Tis section highlights what drives the timelines

    and the ranges possible

    Understand the market Tis section provides a high-level overview o the market, including

    equipment vendors and supporting service providers

    Determine your requirements Tis section provides guidance on the key requirements and

    their considerations

    Get hands-on experience Tis section provides guidance on what to look or during solutiondemonstrations

    Select your provider Tis section provides guidance on how to best select your provider, using

    the previous sections to make an inormed decision

    Implement the solution Tis section provides practical guidance on the solution implementa-

    tion and considerations or the longer-term solution operation

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    2. Understand the solution types and components

    his section provides a high-level understanding o the types and components o

    a telepresence solution Te remainder o this guide will reer to the types andcomponents dened in this section

    Solutiontypes

    elepresence denitions vary between manuacturers However, the ollowing three types are

    generally accepted:

    Multi-screen room systems

    Tese are oen dedicated rooms

    purpose-built or group telepresence

    Single-screen room systems Tese are oen installed in rooms that

    operate as general meeting rooms

    Group conerencing is also possible

    However, the multi-purpose nature

    o the room can mean a lower-quality

    telepresence experience when com-

    pared to multi-screen room systems

    Personal systems By denition,

    these systems are or individual useTese include systems that oen double

    as computer monitors and soware

    systems that run as a client on a laptop

    Te ollowing table shows the relative dierences between solution types:

    TABLE 1 TELEPRESENCE SYSTEMS TYPES

    As can be seen above, multi-screen room systems have a very high relative cost Tis is due to the invest-

    ment to achieve an immersive experience A ull denition o immersive ollows next

    Clockwise rom top le: multi-screen room system, single-

    screen room system, personal system that doubles as a

    computer monitor, and personal system leveraging a tablet.

    Multiscreenroomsystem Singlescreenroomsystem Personalsystem

    Number o local users Small or large groups Small groups 1

    Dedicated room Yes Sometimes No

    Cost Very high High Low

    Dedicated equipment Yes Yes Sometimes

    Immersive Usually Sometimes No

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    ImmersiveTelepresence

    An immersive solution aims to make you eel like you are sitting in the same room as your video-

    connected colleagues Te point at which a solution becomes immersive is arbitrary, but the more tech-

    niques used, the more eective the result Te ollowing table provides a list o eatures generally agreed

    to contribute to an immersive solution:

    TABLE 2 FEATURES THAT CONTRIBUTE TO AN IMMERSIVE EFFECT

    Lie-size Lie-size images provide the most signicant immersive contribution. Lie-size images

    can be a challenge when you have more

    participants than screen real estate. Either

    you maintain lie-size images by using voice

    activation to switch video between active

    speakers or you reduce participant size tokeep all participants on screen. Some solu-

    tions achieve this by allowing both options.

    This image shows how participant size has

    been reduced on the le side o the screen:

    Eye contact There is a signicant increase in participant

    engagement when eye contact is established.

    This eect is better when the cameras are

    aligned to the eyes o the displayed partici-

    pant. Some companies achieve this by using

    a screen that can display images while also

    having a camera directly behind, at eye level.

    Background Having the walls, tables and carpets identical across telepresence rooms allows them

    consistency to naturally blend together. The more eectively this is done the more likely you will

    eel the video participants are in the same

    room and vice versa. This eect is urther

    enhanced when screens bezels are removed.

    Some companies achieve this by projecting

    the video-connected participants onto a

    transparent screen, removing any chance o

    dierence between backgrounds.

    At right, Huddle 70 room by DVE

    (Table 2 continues on next page)

    Feature Immersivecontribution

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    Lighting Regular oce lighting has the objective o illuminating horizontal suraces such as

    desks and tables. Telepresence lighting includes emphasis on horizontal lighting

    to illuminate aces, rendering more lielike video in the process. Some companies

    achieve this by building horizontal lighting into their systems.

    Audio Directional audio, especially in multi-screen rooms, means audio and picture location

    is matched. Some solutions will allow you to tell i the video participant is seated on

    the le or the right side o the display just by closing your eyes.

    Acoustics An immersive eect is enhanced when all participants can talk and listen without

    raising their voice or straining to hear. Immersive systems recognise that, much like

    in recording studios, the best result rom a microphone is achieved in a sound-proo

    room without echo. Combined with quality directional speakers, the resulting audio

    will eel like all participants are in the same room. For long meetings this signicantlyreduces atigue. Many solutions achieve this result by speciying ceiling, wall and

    foor nishes to reduce echo and sound proo the room.

    Feature Immersivecontribution

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    Solutioncomponents

    Irrespective o the type o end point, the ollowing diagram illustrates the key components o a telepres-

    ence solution together with three example trac fows:

    Point-to-point call wo end points in a video conerence using the network to connect Multipoint call using an endpoint with MCU capability Tree end points in a video con-

    erence using Multi Conerence Unit (MCU) capability in one o the end points to bridge a

    multi-party video conerence

    Multipoint call using the MCU, including gateway call to Company B Tree end points in

    a video conerence using a central MCU to create a multi-party video conerence In addition, a

    participant rom Company B is included by using a gateway to travel between Company A and

    Company B networks

    DIAGRAM 1

    COMPONENTS OF A TELEPRESENCE SOLUTION WITH EXAMPLE TRAFFIC FLOWS

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    Te ollowing table provides details o each component:

    TABLE 3 COMPONENTS OF A TELEPRESENCE SOLUTION

    End point

    Multipoint

    Conerence Units

    (MCU)

    Gateways

    NetworkBandwidth

    Each end point, regardless o type, has the ollowing:

    Camera/s Microphone/s Speakers Screen/s

    Controller(handheldremoteordesktoptouchpanel).

    Signalprocessingresourcestoestablishandthencodeanddecodevideo

    and audio. These may also include local room processing to remove echo.

    MCU provide the unctionality to join multiple parties into the same conerence.

    MCU unctionality is available directly rom an end point or on centralised

    resources. Some high-level considerations include the ollowing:

    End-point-basedMCUprovidesdedicatedcapacitytotheendpoint.It

    also becomes the aggregating point or all video streams, enabling the

    conerence to occur.

    CentralisedMCUprovidescapacitythatcanbesharedacrossallend

    points. The aggregation o video streams can reduce network load to

    remote sites while also using MCU processing units more eciently.

    AcentralisedMCUisusuallynotcosteectiveforsmallendpoint

    deployments.

    Thisfunctionalitycanbeprovidedbythirdpartyexchangessolongasyou

    have a connection to the third party exchange to start with.

    CentralisedMCUfunctionalityisincreasinglybecomingavailableon

    virtual platorms such as VMware.

    Gateways provide unctionality to connect to other systems on either the same

    or dierent networks. They include the ollowing abilities:

    Connecttoothertypesoftelepresencesystems.

    ConnecttosystemsacrossdierentnetworksincludingtheInternet,

    ISDN or private IP networks.

    Managetracandcapacitybetweensystemsandacrossnetworks.

    Createsecurityboundariesbetweennetworks.

    This unctionality can be provided by third party exchanges so long as you

    have a connection to the third party exchange to start with.

    The network bandwidth required to carry trac between end points, gatewaysand MCU varies between 256kbps and 18Mbps. The considerations that deter-

    mine this include the ollowing:

    Numberofscreensthemorescreensforagivenresolutionthemore

    bandwidth required.

    Videoresolutionthehighertheresolutionthehigherthebandwidth.

    MCUlocationtheMCUlocationinuenceshowbandwidthis

    aggregated.

    (Table 3 continues on next page)

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    TABLE 3 COMPONENTS OF A TELEPRESENCE SOLUTION (CONT.)

    Te importance o management systems is oen underestimated Poor management systems can

    make even the best end points unreliable and dicult to use Quality management systems will

    enable you to maximise system perormance, increase reliability and provide insight into how the

    systems is being used

    Oen organisations ocus most eort on end-point vendor selection when completing a telepres-

    ence project Tis section clearly shows there are many other technology components and actors

    to consider in an end-to-end solution Tis will be important to remember when selecting provid-

    er/s in Section 8

    Management

    Systems

    Management systems, and related actions, include the ollowing:

    Monitoringhealthandusageofendpoints,MCUsandgateways.

    AllocatingnetworkbandwidthandMCUresourcesaccordingtocapacity.

    Booking,schedulingandsettingupconferences.

    Provisioningsowareupgrades.

    Proactivelyscanningroomsatregularintervalstocheckfunctionality.

    Providinglivehelptousersbookingorparticipatinginaconference.

    The above unctionality is sometimes reerred to as the scope o a Video

    Network Operations Centre (VNOC). VNOCs can be established within end

    user organisations or outsourced to third parties.

    LESSONSLEARNED

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    Tis section provides a very brie overview o the protocols and standards used or telepresence

    Signalling protocols Signalling protocols dene how a call is established between end points H323

    and SIP are the most commonResolution and rame rates Resolution denes the number

    o pixels that make up an image Common resolutions with

    horizontal and vertical pixel count in brackets include CIF (352

    x 240), 4CIF (704 x 480), 720p (1280 720) and 1080p (1920

    1080) Te relative dierence in total pixels is shown in the

    below diagram High denition is accepted as starting rom

    720p Frame rate is the number o rames per second that pro-

    vide video Common values start at 30 rames per second with

    60 rames or better-quality video

    Video standards Video signals rely on network connections to travel

    between end points o make the most ecient use o this network con-

    nection, various standards exist to compress the signal As illustrated in

    the le diagram, in general, the bit rate required to transmit a given video

    signal decreases as compression complexity increases

    DIAGRAM 3 RELATIONSHIP BETWEEN

    COMPRESSION COMPLEXITY AND BIT RATE

    Common compression standards, in increasing complexity, are H261, H263 and H264 H264 has many

    versions available, including a version used or Blue-ray discs and Youube Much industry attention hasbeen given to the Scalable Video Coding (SVC) version o H264, which allows end points with dierent

    resolution and rame-rate capabilities to communicate without the need or transcoding (eg taking a

    1080p signal rom a HD room system and transcoding the resolution into a 360p signal or a tablet device)

    ranscoding requires processing capacity, so i this can be avoided, it saves cost H264 SVC avoids the

    need or transcoding by providing a bit stream with multiple resolutions and rame rates

    Audio standards Common standards or coding and decoding voice include G711 (non-com-

    pressed), G729 (compressed) and G722 (wideband audio)

    Data-sharing standards H239 is a common standard or enabling end points to share content (or

    example, PowerPoint slides) Using H239 with a telepresence system is sometimes called people and

    content

    Interoperability standards Single-screen systems rom dierent vendors and between dierent

    organisations can communicate using the standards identied above A key part o initial negotiation

    between end points is determining common capabilities and agreeing the standard to use

    However, multi-screen systems do not have an industry standard or connectivity Cisco has released the

    elepresence Interoperability Protocol (IP) to acility interoperability, but interoperability is limited

    between organisations that choose to adopt the protocol

    TECHCORNER

    DIAGRAM 2 RELATIVE VIDEO RESOLUTIONS

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    3. Understand the potential budget ranges

    his section provides guidance on the budget ranges possible Tis, together with the

    next section on timelines, will provide context when you review the market andconsider your requirements later in this guide You will rene your budget when selecting

    your provider, as covered in Section 8

    Budgetranges

    Te ollowing table should be used as a guide only, due to variances between vendor solutions and cong-

    urations, such as redundant equipment Te table shows how the average cost per end point over ve years

    can vary rom about $10K to over $1 million

    TABLE 4 POTENTIAL BUDGET RANGES OF A TELEPRESENCE SOLUTION

    Upront1

    Per end points $300K $30K $0 to $5K

    Core $150K $150K $150K

    Immersive room build $100K2 $50K2 Not applicable

    Ongoing (per month per room)

    Network $10K $0K3 $0K3

    Management $3K $1K $100

    Total Cost o Ownership e.g. our end e.g. our end e.g. 40 ends

    (TCO) over 5 years points = $4.6M points = $1.7M = $360K($1.45 upront + $3.12M ongoing) (230K upront + $60K ongoing) (up to $350K upront +

    $6K ongoing)

    Average TCO per end point $1.15M $425K $9K

    1 Assumes all equipment is purchased (purchase model) with 30% discount o RRP including installation. Video as a service models

    (no upront equipment to purchase) are available or the core, which eectively decrease the upront and increase the ongoing costs.

    From a total budget guidance perspective, the total cost o ownership is comparable between a purchase model or video as a ser-

    vice model, as core costs are not a signicant component.

    2 Room build costs vary greatly. See Immersive section that ollows.

    3 With just our rooms oen existing, network bandwidth can be used without impact.

    Multiscreen Singlescreen Personal roomsystem roomsystem systems

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    Immersiveroombuild

    Te budget considerations or immersive solutions are outlined in the ollowing table:

    TABLE 5 BUDGET CONSIDERATIONS FOR IMMERSIVE SOLUTIONS

    Room size Multi-screen room sizes can be quite large. For example, the Polycom 8 seat solution

    requires foor space o almost 5.5m by 6.5m (or 18 by 22). Determine i you have

    the required space or i you will need to extend your target room.

    Sound proong Walls, ceilings and foors will need treatment to make the room soundproo.

    Air conditioning Air conditioning modications oen involve moving the an-cooling unit in the ceil-

    ings away rom the telepresence room to meet noise specications. An increase o

    the air conditioning capacity may also be needed to handle the additional heat rom

    the room equipment.

    Lighting Immersive specications aim or an even vertical and horizontal distribution o light.

    This eliminates shadow and bright spots, which in turn provides much better quality

    video. Standard oce lighting will not meet this requirement.

    Finishes Finishes includes wall paint, carpet, ceiling and doors. The specications or nishes

    will have acoustic objectives (to reduce echo in the room) and also to keep all rooms

    looking the same to enhance the immersive eect.

    Average room costs will vary greatly given the above considerations More remediation is oen required

    in multi-screen rooms as vendor specications are more rigid (ie less optional remediation) and roomsize is more likely to need extension An average o $100K per multi screen room and $50K per single

    screen room is not unusual or large-scale deployments

    Te total cost o ownership or room systems is very sensitive to the ongoing costs, particularly

    when the solution lie is oen ve years

    Personal systems can have very low upront costs Tis occurs or soware only solutions thatleverage a users PC or video, audio and processing

    Te ongoing costs o personal systems can also be very low Tis is because o the signicantly

    lower bandwidth requirement

    Vendor immersive specications are similar, so you can use any specication to get budgetary

    guidance on the room build rom a building contractor Tis will help prevent surprises and delays

    later in your project

    Feature Consideration

    LESSONSLEARNED

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    4. Understand the potential project timelinesTis section provides guidance on the potential project timelines Tis, together with the preceding

    section on budget, will provide context when you review the market and consider your requirements later

    in this guide You will rene your project timelines when selecting your provider, as covered in section 8

    Timelines

    Te below table provides a guide on project timelines In general, the milestones require sequential

    execution It may be possible to compress timelines by determining your requirements while getting

    hands-on experience However, to keep the timelines conservative, this is not assumed Each milestone

    aligns to a section o this guide, which provides the supporting detail

    TABLE 6 POTENTIAL PROJECT TIMELINES

    Know the market 1 This is primarily a research exercise,

    so can be done quite quickly i time

    is dedicated.

    Determine 3 Assumes a week to dene require

    requirements ments, a week or stakeholder review

    within your organisation and a week

    or ormal requirements signo.

    Get hands on 2 Two weeks is allowed, as demonstra

    experience tions can take time to arrange and

    loan equipment is not always available.

    Select your 10-14 Includes pre-selection process,

    provider RFP process and contract process.

    Implement the 16 Includes conceptual and detailed

    solution design, WAN link installation (i

    applicable), room remediation

    (ifapplicable),MCU/bridgeinstalla-

    tion (i applicable), end-point installa-

    tion, operational readiness, testing

    and end-user training and promotion.

    TOTAL 32-36

    Milestone Duration (weeks) Assumptions Further detailSection 5

    Section 6

    Section 7

    Section 8

    Section 9

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    Marketsize

    Te size o the global telepresence market is

    outlined in the below table As can be seen,

    room-based telepresence is over hal the market,

    with immersive and personal systems less than

    10% each

    TABLE 7 TELEPRESENCE MARKET SIZE

    Source: IDC Worldwide Enterprise Videoconerencing and

    Telepresence Market Share by Product Type (Factory Revenue),

    Q4 2011.

    Vendorleaders

    Te market share o the leading vendors is identi-

    ed in the below table Cisco (which includes the

    ormer andberg) has just over hal the market

    Polycom is the only other vendor with more

    than 5%

    TABLE 8 TELEPRESENCE VENDOR LEADERS

    Source: IDC Top Five Worldwide Enterprise Videoconerencing

    and Telepresence Vendors, Revenue Market Share, Q1 2012.

    Project timelines can be dramatically reduced i you already have a preerred provider and can

    skip many o the activities in the 1014 weeks allocated or selecting a provider Keep this in mind

    when reviewing the above table and see Section 8 or more detail Project implementation is highly sensitive to the type o solution required An immersive room

    system that requires WAN upgrades will take signicantly longer than deploying soware-based

    personal systems using outsourced MCU and bridging services Keep this in mind when reviewing

    the above table and see Section 9 or more detail

    5. Understand the market

    his section is not a substitute or completing your own market research Rather, this

    section is intended to help you target additional research that will benet your project

    Product type % of market

    Telepresence 54.9

    Video MCU 19.5

    Immersive telepresence 9.3

    Personal videoconerencing 9.1

    Others 7.2

    TOTAL

    Vendor % of market

    Cisco 50.6

    Polycom 26.3

    Liesize 5.0

    Teliris 2.6

    Vidyo 2.5

    Others 13.1

    TOTAL

    LESSONSLEARNED

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    Supportingserviceproviders

    Te vendors identied in the previous section provide the end points and core systems to establish con-

    erences o create an end-to-end solution, many additional components are required Te below table

    identies the additional supporting service providers to consider:

    TABLE 9 SUPPORTING SERVICE PROVIDERS

    Equipment vendor partners Telecommunications companies, systems integra-

    tors and specialised video products and services

    companies who sell vendor equipment directly to

    end user organisations.

    Network providers Provide the connectivity between equipment

    on your organisations network or on external

    networks.

    Video services providers Provide hosted MCU and bridging services. Also

    provide management services such as booking,

    monitoring and issue resolution.

    System integrators Systems integrators aggregate the various

    products and services identied in this table to

    provide an end-to-end solution. Some end user

    organisations may choose to do this themselves.

    o help maximise the quality o the end-to-end solution, vendors will oen certiy or provide

    guidelines to providers o the additional solution components For example; Polycom has a

    Certied Immersive elepresence VNOC Service Provider List and Cisco has a guideline on

    Delivering a Cisco elePresence Network Connection Service I your organisation decides to act

    as a systems integrator, make sure you understand the certications required

    Providertype Description Examples

    AT&T, BT

    Masergy, AT&T, BT,

    Orange Business

    Services, Tata

    Communications

    Services

    Glowpoint, Teliris,

    Bluejeans

    IBM, Dimension Data

    LESSONSLEARNED

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    6. Determine your requirements

    he reerence point or evaluating the success o your project will be the requirements you

    dene Requirements denitions that are incomplete or do not have stakeholder support

    jeopardise your project success Tis section provides guidance on the requirements to con-

    sider and how to use the resulting dened requirements to reach a successul project outcome

    Approach

    For this section we separate requirements into three categories:

    Business requirements Tese are the primary requirements or your project and directly eed

    into your project business case (project business case is not covered in this guide, however) Once

    implemented, the business requirements will be used to measure the success o the project

    Functional requirements Tese requirements are determined with reerence to the businessrequirements Functional requirements provide the detail on how the business requirements will

    be delivered

    Technical requirements Tese requirements will need to be considered when determining

    the unctional requirements It may be that the technical requirements place either limitations or

    opportunities on the unctional requirements possible echnical requirements include consider-

    ations on alignment to I strategies

    Businessrequirements

    Business requirements need to be dened by the business stakeholders o the project, not by I or tech-nical stakeholders Business requirements should be both outcome-based and measurable I they are not

    outcome-based, it is hard to dene how they will be achieved I they are not measurable, it is dicult to

    dene when they are achieved Some examples o business requirements are below:

    Save10%ofexecutivetravelcostsbyprovidinganeectivealternativetoface-to-faceboard

    meetings

    Enableexecutivestomeetface-to-facewhentraveltimewouldotherwiseonlypermita

    telephone meeting

    Reducetravelcostsfordesignstaby10%byprovidinganeectivealternativetosharingof

    concepts that require ace-to-ace demonstrations

    Reducehiringtimeforinternationalstabyoneweekandsave$5,000byprovidinganalternative

    to fying potential candidates or interviews

    EnablesalesengineersinNewYorktosupportcustomermeetingsinanewLondonocewithout

    needing to hire a sales engineer there

    Enabletrainingstainonecitytoprovideface-to-facetrainingtoocesinothercities/countries

    without needing to hire/pay or training sta in other locations

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    Functionalrequirements

    Te ollowing table provides a list o common unctional requirements that organisations need to

    consider Tese are provided to stimulate thought and ensure the requirements refect the needs o

    your organisation

    TABLE 10 COMMON FUNCTIONAL REQUIREMENTS TO CONSIDER

    Requirement Consideration

    Do you want an immersive Immersive solutions attempt to make participants eel like they are in the same roor non-immersive solution? A system that has lie-size images, camera angles that achieve eye contact and hi

    denition video helps to achieve this. These solutions have stringent requirementhe room environment such as lighting, acoustics and even wall color to enhance immersive eect. See section 2 or more inormation on achieving immersive solu

    How important is it Consider the needs o travelling executives, external company directors or even

    to connect to other organisations you work closely with. This will require consideration o public roomtelepresence, video or availability and interoperability with other telepresence solutions.telephone systems?

    How many people need There may be board meetings that may have larger groups than normal. Also conto use the system? systems or individual users (e.g. in executive oces, home workers or users who tr

    How important is it to Consider the type o content (e.g. static PowerPoint versus detailed Excel versus share PC content? les) and the type o content displays (dedicated individual or larger common disp

    How much space do Do you have the physical room space required without the need or extensions?you have? (The space required or a 6+ seat room can be very surprising.)

    Do you want dedicated or Are there tradeos between the telepresence experience and room fexibility?shared use rooms?

    Which cities and countries What is the capability o solution supply and support in those regions?might you expand to in theuture?

    How intuitive is the system Consider i you expect users to sel-serve or not.to nd other locationsand establish a conerence?

    Do you need a live service What resources, tools and expertise are required?to take conerence-bookingrequests and a live service toassist users who need help?

    What level o service avail- This is important as service levels greater than 99% oen require redundant soluability do you require? to meet availability levels. For example, two or more MCUs or bridges and dual W

    links to a site.

    Do you want to be able to How do you want to distribute recordings o the conerences? Who should recordings

    record conerences? available or? What sort o storage do you require (rom a security and time perspect

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    Technicalrequirements

    You will need to consider the unctional requirements outlined earlier when you think about your

    technical requirements It may be that certain unctional requirements are not possible or that some

    unctional requirements not considered can be delivered with relatively low eort Te ollowing table

    provides a list o technical requirements to consider:

    TABLE 11 COMMON TECHNICAL REQUIREMENTS TO CONSIDER

    Security Are telepresence conerences to be treated just as unencrypted telephone calls,

    or is there a business need or additional security such as encryption and phys-

    ical constraints to rooms (e.g. swipe card access)? What constraints will your IT

    security policy place on connecting with third-party networks?

    Network What is the existing capacity and utilization o your network connecting target

    telepresence locations? Is there sucient spare capacity to cover telepresence

    trac and will the network support real-time, delay-sensitive trac?

    Legacy video I applicable, will your legacy video technologies support interoperability with

    modern telepresence systems? I not, what upgrades are required?

    Alignment to Unied Do you have an existing Unied Communications strategy covering desktop

    Communications clients or presence, instant messaging and video? I so, how does this strategy

    strategies align to the telepresence technologies and, in particular, personal telepresence

    systems providing video on user desktops?

    Alignment to Bring Do you have an existing BYOD strategy covering the devices available orYour Own Device personal communications? I so how does this strategy align to the telepresence

    (BYOD) strategies technologies and, in particular, providing video on user smartphones or

    tablet PCs?

    Alignment to Does your organization have a strategy to outsource or in-source technologies?

    outsource strategies How does this infuence your approach to telepresence and to integration (i

    applicable) to existing technologies?

    Requirement Consideration

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    When dening requirements, involve all stakeholders rom your organization, including business

    stakeholders, operations teams and technical teams so that missed requirements do not cause

    project delays Keep the requirements in dra status until aer getting hands-on experience Some requirements,

    such as the importance o an immersive experience, cannot be assessed by a paper-only exercise

    Have all stakeholders sign o the requirements, even when in dra status, so that there is a ormal

    baseline or the next phases o the project

    Te requirements you dene as a result o this section should be used as the basis o all decisions

    I necessary update the requirements, but do not make decisions without ensuring they are con-

    sistent with the requirements I you keep this strict approach you will avoid delivering a solution

    that misses a requirement

    Note that none o the business requirements examples provided in this section actually mentiontelepresence It may be possible to meet the business requirements listed without using telepres-

    ence, eg travel costs could be reduced by 10% by renegotiating prices with a travel supplier It is

    important that business requirements are technology-independent, as technology is an enabler,

    rather than an outcome Tis approach helps avoid any uncertainty about the validity o the busi-

    ness requirements at a later point in the project

    Having an existing telepresence solution (perhaps reerred to in legacy terms as video coner-

    encing) may provide valuable insight Determine why this existing solution does not meet the

    business requirements or your telepresence project to make sure you have addressed all decien-

    cies and do not repeat any past mistakes

    LESSONSLEARNED

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    7. Get hands-on experience

    he primary objective o getting hands-on experience is not to select your provider/s

    Rather, it is to experience the range o solutions possible to validate your require-ments For example, deciding the importance o an immersive solution requires the eect

    to be experienced

    Approach

    Since it is impractical to get hands-on experience o each provider, consider taking the ollowing

    approaches:

    Use your requirements Focus on experiencing any o the dened requirements that were

    dicult to decide on Use the hands-on experience opportunity to rene the requirements

    Remove any providers you are certain cannot meet a requirement

    Use your market research You can make more inormed judgements on where to ocus your

    time i you already understand the vendors and supporting service provider solutions

    Align to your procurement policies I your organisation has a policy o using existing I

    providers whenever possible, then understand what telepresence products and services they

    provide and determine i there is gap against your requirements

    Aim or contrast Get at least two equipment vendor demonstrations so you can contrast

    solutions

    Take another look Remember that you can always get another round o hands-on experienceas part o the provider short listing and ormal provider selection process

    It is important to note that getting hands-on experience applies to equipment vendors but also to all the

    supporting service providers We suggest this can be achieved through the ollowing:

    Demonstrations Book sessions with equipment vendors at their demonstration centers Check

    i any o the demonstration centers include integration with supporting services that may be o

    interest, eg VNOC services

    Borrow equipment Borrow equipment or use in your company Tis can be especially useul

    to personal telepresence systems when combined with externally provided MCU services (ie no

    core network required to be installed)

    Peer companies Find other companies who use the same equipment or services you are inter-

    ested in Tis can be accomplished through your own networks, telepresence user groups or

    provider reerrals

    Trial services Most video service providers have trials available to use their hosted MCU and

    bridging services

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    Makeachecklist

    Use the ollowing points to make a checklist or assessing the solution demonstrations:

    Prepare a eature list Make a list o the eatures that you want to see in advance o the demon-

    stration Make sure all eatures can be demonstrated, in particular those eatures related tointeroperability

    Keep a record As each eature is demonstrated, keep a record o the result It can be easy

    to miss a eature or orget the result Tis will help when comparing results across solution

    demonstrations

    Do not just watch As eatures are demonstrated, ask to try them directly yoursel You will get

    a rst-hand view o how user-riendly the system is, and problems will be highlighted rather than

    stepped over

    Have a real meeting o get a true eel or the meeting experience, take at least 30 minutes

    and complete a real meeting Te longer you spend in a connected conerence, the more youwill appreciate the subtlety o the experience

    Potentialquestions

    Some potential questions you may wish to ask at the hands-on session are:

    Ifobservinganimmersivesystem,howmanyofthefeaturesidentiedinSection2areused?

    Canyoudemonstratehowthesysteminterconnectswithtelepresencesystemsfromother

    vendors?(Considerbothsingleandmulti-screensystems.)

    Canyoudemonstratehowlaptopdataissharedandhow,ifpossible,thisisdonewithanother

    vendorsolution?

    Canyoudemonstratehowauserestablishesamulti-pointcall?

    Howisamulti-pointcallaectedwhenoneoftheconnectedsystemshasapoorconnection?

    (Isonlythatconnectionaectedordoesitaecttheoverallqualityofthecall?)

    Canyoudemonstrateameetingsettoauto-startatadesignatedtime?

    CanyoudemonstrateintegrationwithcalendaringtoolssuchasMicrosoOutlooktosimplify

    theschedulingofcalls?

    Canyoudemonstrateconnectingaudio-onlyparticipantstoatelepresencecallandhowisthisdone?(Considerhoweasilyauseroradminpersoncancompletethistask.)

    Canyoudemonstratehowcallsarebothplacedandaccepted?(Considercallswithinyour

    organization and also to external end points)

    Canyoudemonstratehowthesystemupscaleslower-resolutionsystemsthatjointhecallsothey

    areseenathigherqualityintelepresencerooms?

    CanyoudemonstrateconnectionswithSIPandH.323systemssimultaneously?

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    Demonstrations and loan equipment can take many weeks to organize o prevent delays,

    make requests with solution providers and with attendees rom within your company as soon

    as possible Te quality o telepresence experiences can be quite subjective For this reason make sure your

    target users are included as part o the real meeting organised using telepresence Tis is an

    excellent method to gain user input into the selection process

    When you nish getting hands on experience, revisit you requirements document and veriy that

    they are still valid and re-release to your stakeholders

    8. Select your provider

    his section helps you select the provider or providers who will deliver the best value-or-money telepresence solution to your companyApproach

    Tis is best achieved by rst completing a provider pre-qualication process and then inviting the more

    promising providers to a ormal Request or Proposal (RFP) process

    Completing a pre-qualication process as an input to the ormal selection process has the ollowing

    advantages: Relevant and quality proposals rom the ormal selection process It allows the ormal selec-

    tion process to target providers who you already know have attractive proposals rather than

    getting distracted by proposals that are not viable It also lets providers know that i invited or a

    ormal response, you will seriously consider their proposal

    Refned budget estimates By asking or budgetary guidance, it provides the rst opportunity to

    rene the estimate made in section 3

    Refned timeline estimates By asking or timeline estimates, it provides the rst opportunity to

    rene the estimate made in section 4

    Clariying ormal selection approach By asking appropriate questions about product and

    services capabilities, you can veriy the best way to approach the ormal RFP process For example,

    do you need separate network and equipment procurement approaches, or do you need a single

    providerofanend-to-endintegratedsolution?

    LESSONSLEARNED

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    Timelines

    Te below table provides a guide on the selection process timelines:

    TABLE 12 TIMELINE FOR THE OVERALL SELECTION PROCESS

    Pre-qualication 3 Allow one week or initial shortlist, one week or providers

    process to respond to a questionnaire and one week to review and

    nalize the shortlist.

    Prepare an RFP 2 This assumes you start preparing the RFP concurrent to the

    pre-qualication process.

    Time or responses 2 4 In the pre-qualication process, ask providers how long they

    need to respond to the RFP, i invited.

    Evaluation 2 This assumes a one-week intensive evaluation ollowed by

    one week to share the result with stakeholders beore noti-

    fyingprovider/s.

    Contract 2 4 The process will be longer i with multiple providers or or

    preparation global contracts requiring local agreements in dierent

    regions.

    TOTAL 11 15

    Potentialprequalifcationquestions

    An eective pre-qualication process will ask minimal questions and request short answers Tis will

    mean you can ask many more providers to the pre-qualication process and eciently lter the providers

    to invite to the ormal selection process

    Te scope o the pre-qualication questions should be guided by your nalized requirements I you are

    unsure on any requirements, the pre-qualication provides a urther opportunity to make renements

    For example, i you are undecided about buying your own MCU equipment or using an externally

    provided service

    o provide context to the providers, you will need to provide a statement o your requirements, or theoptions you are considering so they can respond to questions on budget and timelines A list o potential

    pre-qualication question to choose rom ollows:

    Pleaseprovidedetails(includingthird-partysubcontractorresellarrangements)foranyofthe

    ollowing product and services you provide:

    Immersive telepresence room systems

    elepresence room systems

    Milestone Duration (weeks) Assumptions

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    Personal telepresence systems

    MCU or bridging products

    Network services

    Video services (hosted MCU, bridging services, booking services, monitoring services) Systems integration (end-to-end solution integration and management)

    Pleasestateyourexperienceinprovidingtheaboveproductsandservices.

    Pleaseprovidebudgetaryguidance,withanyoptionshighlighted,onthestatementof

    requirements

    Pleaseprovideadeliverytimetableestimate,withanyoptionshighlighted,tomeetthestatement

    o requirements

    Doyouhaveafacilitytodemonstratetherequirementsidentied?Arethereanyrequirementsthat

    youcannotdemonstrate?

    Willyoubeabletoprovidethreecustomerreferencesrelevanttotherequirementsidentied?

    Request for proposal

    Te ollowing checklist provides a guide in preparing your RFP or equivalent and the subsequent

    evaluation:

    M Use your requirements document and ask i the provider can deliver each item

    M Include any relevant questions that you raised during the hands-on experience (section 7) and

    provider pre-selectionM Review the checklists provided in the implementation section (section 9) to decide i you want the

    provider to include any activities within RFP scope

    M Speciy that materials lists are clearly identied, including equipment they own and equipment

    you buy

    M For completeness, include standard procurement items such as evaluation criteria, contract terms,

    method to treat variations, payment milestones, warranties, termination, etc We assume your

    procurement department will have a standard process or covering these items

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    Getting the right contact in the provider organization that can respond to pre-qualication and

    RFP questions is not always easy Te provider will want to qualiy you beore applying any eort

    For this reason, get your potential provider contacts early and let them know a pre-qualicationprocess will be held

    Beore conrming the nal providers, it can be useul to make sure all key stakeholders have

    attended a demonstration o the end-point solution Tis is only relevant i any key stakeholders

    were not available as part o the hands-on experience in section 7

    Make sure that provider availability claims are consistent with their I architectures and sup-

    porting proessional services For example, a bridging service with more than 99% availability will

    usually require redundant bridging equipment Engineering support with an SLA o our hours

    onsite will not be possible to achieve i that support is a plane fight away

    Providers will need to assume certain utilization levels to determine the capacity required tomeet your requirements Tis is critical as capacity will infuence price For example, will the

    MCUrequireenoughprocessingforveconcurrentconferencesor10?Assuch,askforcapacity

    assumptions to be stated

    I you require an immersive telepresence system, plan to identiy and select a building contractor

    so that when you nalize your telepresence selection you can roll directly into starting the room

    remediation as required

    Providers are aware some customers will preer an end-to-end approach and develop a total

    solution using sub-contract arrangements with third-party service or product providers

    Understanding the sub-contract capability will become important in overall proposal evaluation One item not covered in this guide but important in the ormal provider selection is under-

    standing how to migrate services away rom the provider at contract conclusion At some point,

    the uture products and services will be replaced Tus, understanding the potential complexity

    and cost may infuence the evaluation process

    LESSONSLEARNED

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    9. Implement the solution

    his section provides timelines and considerations or implementing your

    telepresence solution

    Timelines

    Te below table provides a guide o potential implementation timelines Adjust or what is relevant in

    your organisation

    TABLE 13 POTENTIAL IMPLEMENTATION TIMELINES

    Conceptual design 2 Conceptual design enables the technical approach to be

    ormalised beore spending time on detail. Key architectural

    items such as high availability, disaster recovery, network-in-terconnectpointsandbridging/MCUlocationsshouldall

    be determined.

    Detailed design 2 The detailed design provides the level o inormation

    required or conguration o equipment to start. Details such

    as network addressing and rewall rules are included.

    Equipment delivery 4 Equipment delivery obviously varies, so adjust this pending

    supplier advice.

    Room remediation 6 This is only applicable or immersive room environments.

    (i applicable) Room remediation will take up to six weeks i physical works

    such as sound-proong walls or moving air conditioning

    cooling units are required. See section 2 or immersive-room-

    build considerations.

    MCU/Bridge 2 This is not applicable i third-party MCU and bridging

    installation services are used.

    (i applicable)

    WAN link installation 8 This is not applicable i you leverage your existing WAN. I

    (i applicable) you do, some time or auditing existing WAN perormance

    and applying any necessary perormance changes should

    be allowed.

    Operational readiness 2 Dene support processes and responsibilities or the opera-

    tional phase o the solution.

    End point installation 2 2 weeks assumes all locations can be installed in parallel.

    Testing 2 Veriy that both technology and processes work as expected.

    End user promotion 2 Make users aware o the solution and comortable using it.

    and training

    Milestone Duration (weeks) Assumptions

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    Most milestones require sequential execution, as their output drives the milestone that ollows

    Te diagram below shows the upper duration or each milestone with a total duration o 16 weeks:

    DIAGRAM 4 POTENTIAL IMPLEMENTATION TIMELINES

    Checklist

    Te ollowing checklists may be useul when planning each o the implementation phases:

    CONCEPTUAL DESIGN

    M Istheapproachtoprovidingeachofthesolutioncomponentsinsection1identied?

    M Canyouclearlyidentifyhoweachofyourrequirementsdenedinsection6willbedelivered?

    M IstheconceptualdesignconsistentwiththeproposalprovidedbythesuccessfulRFPrespondent?

    DETAILED DESIGN

    M Howwillmanagementservicesintegrate?(e.g.monitoringservices)

    M Istheapproachtosecuritydetailed?(e.g.encryptionofsignallingormedia,passwordmanage-

    ment or administration or connectivity to third party devices and or networks)

    Consider the ollowing items i you plan to use your existing network to provide connectivity

    between end points:

    M Howwillvideotracprioritizationoccuroverothertrac?(i.e.howwillyournetwork

    bandwidthbeallocatedtovideotracandhowwillvideotracbetagged?)

    M Howwillnetworkservicessuchasnetworktime,DHCPanddirectoryservicesbeprovided?

    M Howwillyourvideo-dialplanintegrateintoanyexistingdialplans?

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    WAN LINK INSTALLATION

    M Ifapplicable,haveyouconsideredthelogisticsofestablishingnewWANconnections?

    (eg landlord approvals, external and internal building cable runs)

    M Ifapplicable,haveyouconsideredthelongleadtimeoenrequiredforWANconnections?

    EQUIPMENT DELIVERY

    M Haveyouconsideredthespacerequiredtostoreyourdeliveries?(Roomsystemscantakesubstan-

    tial space when rst delivered Immersive rooms can be more than a dozen pallets o equipment

    I applicable, consider the receipt, storage and transport logistics within your site Delivery is oen

    to your building loading bay and no urther)

    ROOM REMEDIATION

    M Doyouknowwhatroomremediationisrequired,ifany?(Yourproviderwilldenetheroom

    remediation requirements or an immersive solution Expect to do work on your ceiling, lighting,foors, walls, doors and air conditioning)

    M Doyouknowthepowerandnetworkportrequirementsyouneedtoprovide?(etablelocations

    will require power and network ports or use by the room participants, so expect to provide up to

    two power outlets and a network outlet per seat)

    END-POINT INSTALLATION

    M Doyouneedtoplanforinstallationoutsideofbusinesshours?(i.e.dotheroomsneedtobeused

    duringthedaybyothers?).

    M Haveyougotaplantoremoverubbishduringtheinstallation?(isismostrelevanttoimmersivesolutions where the packaging required or removal is signicant)

    OPERATIONAL READINESS

    M Doyouhaveaprocessforassistinguserswhoneedhelp?

    M Doyouhaveaprocessforuserstoestablishconferences?

    M Whatistheprocessforhowbookingconictswillbemanaged?

    M Whatistheprocessforaddressingissuesorproblems?

    M Have you dened a role responsible or promoting, measuring and reporting i the telepresence

    solutionisachievingtheoriginalbusinessrequirementsdened?

    M Have you dened a role responsible or the overall service as the ultimate point o escalation or

    issuesorproblems?

    M Whoisresponsibleformanagingtheservicelifecycle?Forexamplenewfeaturereleases,critical

    soware or hardware updates, or vendor end o lie announcements

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    M Who is responsible or reporting on, and managing as need be, service availability, service

    utilisationandsolutioncapacity?

    M Isas-builddocumentationavailablethatdeneshowthetelepresencesolutioniscongured?

    M Isthereguidancethatcanbereusedwhenadditionalendpointsareaddedtothesolution?

    TESTING

    M Haveyoutestedthatyourroomremediationmeetstherequiredcriteria?(etestcriteriapro-

    vided by your supplier to conrm remediation completed or immersive purposes is acceptable

    Tis can include tone generators to measure echo, light meters to measure lux levels and noise

    meters to measure sound proong)

    M Canyoutestthateachofyourrequirementsdenedinsection6aremet?(Useyourdened

    requirements and complete appropriate tests or each item)

    M Ifapplicable,canyouprovethatyourWANcansupportthenecessaryvideotrac?(Ifyouhave

    new WAN connections, consider insisting on long-held trac generators to prove the network

    stability)

    M Canyouproveyournetworkavailabilityorredundancy?(Specicallyverifyequipmentthat

    includes redundancy or high availability)

    END-USER PROMOTION AND TRAINING

    M Doyouhaveaplanforwalk-indays?(Youmaywanttoconsiderconnectingconferencesbetween

    several locations and invite users to walk in at anytime to experience telepresence

    M Doyouhaveonlinematerialsavailable?(iscanbehelpfulforuserswhocannotmakeface-to-

    ace training and as a reerence source or users to reresh themselves on unctionality)

    M Doyouhaveanyuserchampions?(Initialtrainingcantendtobeforgottenormisspeoplewho

    were out o the oce User champions provide a way or knowledge to be embedded into various

    part o the organization and thus hopeully continue to be passed on over time)

    Unlike personal telepresence systems, users oen attend room-based telepresence systems withouttheir computer As such, it is helpul or each room system to clearly display how to connect a call

    and how to ask or help

    Have a process-testing day where each process is validated through simulated cases Tis can be an

    eective way to transer processes rom a written document into day to day action

    LESSONSLEARNED

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    P L A N N I N G A V I D E O C O N F E R E N C I N G O R T E L E P R E S E N C E P R O J E C T

    copyright Human Productivity Lab 2013 H U M A N P R O D U C T I V I T Y L A B

    10. About the author

    R

    ichard Tucker has extensive experience working with end user

    organizations to deliver telepresence solutions that meet busi-ness objectives Tis includes strategy development, procurement and

    implementation o telepresence and video conerencing solutions, both

    standalone, and as part o broader unied communications solutions

    Example engagements include:

    ConsultingwithaFTSE100companytohelpthemdenetheirtelepresencestrategy.isincluded

    direct collaboration with the Chairman, CEO and members o the executive committee, and

    resulted in a telepresence solution that met their needs,

    Leadingthewriting,evaluation,andrecommendationsofacompetitiveprocurementprocessfora

    global telepresence solution,

    Managingtheimplementationofvideoconferencingandsupportingaudiovisualsolutionsinto

    over 100 rooms or the new corporate headquarters o a nancial institution,

    Managingthedeliveryofahighdenitionvideoconferencingnetworktoover40locationsglob-

    ally, including room t out, end point implementation, network upgrades, integration to nearly

    200 existing systems, core bridging and conerencing inrastructure replacement, and end user

    training/ promotion, and,

    Managingtheimplementationofanimmersivetelepresencesolution,includingacloudbridgingand conerencing solution, to 10 locations, across Europe, Asia Pacic and Americas

    Richard is project management certied, has I operations qualications, has an honours degree in

    Engineering, and a bachelor degree in Economics

    Richard is a member o the AV User Group in the UK and a judge on the annual audio visual industry

    awards in the UK

    You can contact Richard at: Richard@HumanProductivityLabcom

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    P L A N N I N G A V I D E O C O N F E R E N C I N G O R T E L E P R E S E N C E P R O J E C T

    30 H U M A N P R O D U C T I V I T Y L A B copyright Human Productivity Lab 2013

    11. About the Human Productivity Lab

    he Human Productivity Lab is the leading consultancy or

    organizations looking to deploy and uture-proo visual col-laboration solutions including videoconerencing, telepresence,

    streaming video, unied communications, and Video Network

    Operation Centers. Te Human Productivity Lab ofers organizations a host o advisory

    services including:

    VisualCollaborationEnvironment/RoomDesign&NetworkDesign

    VisualCollaborationforAgileSowareDevelopment&Scrum

    RFPCreation,BidManagementandOversight UniedCommunicationsDesignandOptimization

    VideoNetworkOperationCenter&VideoCallCenterDesign,Build,Sta,andTrain

    InfrastructureandEnvironments

    VideoRecording,Archiving,andStreaming

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    Visual CollaborationExpertise On-Tap

    Tom Luketich EMEA BusinessDevelopmentChannelEnd User/VAR Integrator Interoperability & Testing Launching Start-upCompanies

    Scott AllendeVaux UC Enterprise Architecture RFP Management &Oversight Keynote Speeches onEmerging Technologies

    Rebekah AllendeVaux RFP Management &Oversight Video Programmes,Playbooks & Training Building Enterprise VNOCs

    Michael Baker Videoconferencing SaaS Visual Collaboration

    Sanford Dickert Mobile Telepresence Remote Presence Telepresence Robotics

    David Maldow Visual CollaborationProject Management Interoperability andTesting Technical Writing

    Howard Lichtman Visual Collaborationfor Agile-Scrum Visual CollaborationSolution Design Investor Due Diligence

    Bryan Hellard Telepresence &VideoconferencingProduct Design R&D/Prototyping Computer Aided Design

    Richard Tucker Unied CommunicationsStrategy Solution Selection andProcurement Implementation Mgmt.

    Andy Howard Enterprise Webcastingand Video Streaming Video Conferencing Unied Communi-cations

    Doug Howard Security, Business Continuand Governance Visual Collaboration StrateCreation and Execution M&A, Business Integration

    The Human Productivity Lab has added some of the worlds

    leading experts in videoconferencing, telepresence, and

    visual collaboration.

    RFP Creation, Bid Management and Oversight

    Unied Communications

    Video Network Operation Center

    Design, Build, Sta, and Train

    Visual Collaboration Network Design

    Infrastructure and Environments

    Video Recording, Archiving, and Streaming

    Visual Collaboration Product Design

    Product Positioning and Strategies

    Corporate Development and Strategic Partnerships

    Due Diligence

    Human Productivity LabLONDON WASHINGTON, DC

    Solutions for the Enterprise

    Solutions for Investors

    Solutions for Vendors

    512.828.7317 [email protected]

    www.HumanProductivityLab.com

    http://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/en/Michael-Bakerhttp://www.humanproductivitylab.com/en/Michael-Bakerhttp://www.humanproductivitylab.com/en/Michael-Bakerhttp://www.humanproductivitylab.com/en/Michael-Bakerhttp://www.humanproductivitylab.com/en/Sanford-Dickerthttp://www.humanproductivitylab.com/en/Sanford-Dickerthttp://www.humanproductivitylab.com/en/Sanford-Dickerthttp://www.humanproductivitylab.com/en/Sanford-Dickerthttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/http://www.humanproductivitylab.com/https://plus.google.com/u/2/102691824351799419274/postshttps://twitter.com/the_hplhttps://www.facebook.com/HumanProductivityLab?ref=hlhttp://www.humanproductivitylab.com/en/Richard-Tuckerhttp://www.humanproductivitylab.com/en/David-Maldowhttp://www.humanproductivitylab.com/en/Tom-Luketichhttp://www.humanproductivitylab.com/en/Howard-Lichtmanhttp://www.humanproductivitylab.com/en/Doug-Howardhttp://www.humanproductivitylab.com/en/Andy-Howardhttp://www.humanproductivitylab.com/en/Bryan-Hellardhttp://www.humanproductivitylab.com/en/Sanford-Dickerthttp://www.humanproductivitylab.com/en/Michael-Bakerhttp://www.humanproductivitylab.com/en/Scott-AllendeVauxhttp://www.humanproductivitylab.com/en/Rebekah-AllendeVauxhttp://www.humanproductivitylab.com/
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