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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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7/16/2019 Planning a Video Conferencing or Telepresence Project
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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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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
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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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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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
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