 example, ordering and turning up a T1 or DS3 private line connection between two sites can easily be seen or labeled as a task or project that can be completed in a few days or weeks. On the other hand, converting a collection of point-to-point private lines to frame relay or Internet access based connectivity between a data center and three remote sites is more like a project because of the level of capital and operating cost, amount of time, and resource level required to accomplish it. Broaden the imagination slightly and visu- alize converting an enterprise network from classic circuit-switched voice services and frame relay connectivity to an IP network with differentiated services capable of transporting voice, data, content, and providing fire-walled access to the Internet, and it begins to sound like a technology conversion program, especially if private branch exchange equipment is replaced with session initiation proto- col telephones connected to local area networks (LANs). If your organization has embarked on a major project or program, engaging a qualified consultant can be appealing, not only in terms of getting the work done, but in introducing change in the organization. For example, it's quite common for management to be convinced that investment in new technologies and capabilities is valuable (i.e., there's a return on the investment). But optimistic action turns to skepticism and outright pessimism at the mention of increased PRACTICAL IP AND TELECOM FOR BROADCAST ENGINEERING AND OPERATIONS headcount to execute and operate. Well-qualified consultants can fill the gap and become a powerful way to educate, inform, and change attitudes, which is the first step in changing the way business is done. DEFINING TASKS, PROJECTS, AND PROGRAMS Defining work to be done is another way of defining a deliverable in contractual lingo. A deliverable can be a completed work item as easily as it can be a piece of equipment or software placed on the receiving dock. Accepting a deliverable as complete and satisfa