 for information (RFI). Perfectly intelligent but woefully unexperienced and lacking knowledge, indi- viduals pass themselves off as consultants to managers and execu- tives who are ill-equipped to pass judgment on their ability to create and document requirements, specifications, conduct evaluations, and make recommendations throughout various aspects of a procure- ment process. Worse yet, many organizations buy and pay signifi- cantly more than they should or would have to if they were to take the time to prepare and carry out a reasonable procurement process. The process of procuring goods and services is only one aspect of a project or program. Likewise, specifying equipment and services is only one aspect of the procurement process. This chapter is about Practical IP and Telecom for Broadcast Engineering and Operations Copyright © 2004 by Fred Huffman. All rights of reproduction in any form reserved. PRACTICAL IP AND TELECOM FOR BROADCAST ENGINEERING AND OPERATIONS specifying what is to be acquired. The focus is getting the specs right, one of the most critical steps in any successful project or program. If what you want is not properly specified-the specs can sour an otherwise flawless acquisition process. Acquisition of goods and services is the subject of the next chapter. CONSULTANTS Every profession has its quacks and incompetents. Internet, Telecom, and computer industries have their share. When times are good, competent consultants are busy. When times are bad, competent consultants are busy. It's not difficult to engage an incompetent consultant in good times or bad. Like other professionals, engaging a new consultant is similar to finding new medical or dental profes- sional after a move. Specifying and procuring professional labor services can and should be treated like any other service. If your organization engages ac- countants and attorneys, you can easily engage a communications consultant. Most third-party professionals are engaged through direct knowledge or by referral. In other words, if y