 (and task owners), deadlines, milestones, and critical success factors. Discussion of project management tools and methodologies transcends the scope of this book. Moreover, a Project Manager tends to use that with which he is familiar, and that which his organization endorses and provides. In this chapter, we will consider the process of implementing a conventional group- oriented video communication facility that is suitable for routine organizational use. We will not address the special requirements of applications in areas such as telemedicine and distance learning, or those of unique facilities such as video command centers, mobile studios, or broadband television. Specialized applications warrant involvement of a consultant or video communication systems integrator. The same holds true for boardroom facilities, which generally require custom engineering. In some cases (particularly large installations) it may make sense to let the hardware or network vendor manage the entire project. In review, the two categories of group-oriented videoconferencing systems are mobile stationary. We make these distinctions independent of the fact that one may equip a group-oriented system cabinet with wheels. It is generally not practical or advisable to move high-end roll-abouts. They can be heavy, and often do not feature very large wheels. Moreover, moving such systems may also require movement of peripherals such as DVD players, document and auxiliary cameras, and PC scan converters. Anyway, it is unlikely that random placement will result in the lighting and acoustical conditions that will allow for optimal audio and video quality. Low-end cart-based and set-top systems are designed to be portable. Moving them still entails risk to delicate electronics, and jiggling may unseats boards and deteriorate wired connections. Nevertheless, some systems will be moved. When they are, it is important to schedule and track both the rooms and the equipment. The Video Communications: The Whole Picture budget should include software