Rights and Scheduling: Vision Broadcast Master. Lee Sheppard, Product Line Manager Client Conference, March 2013

Transcription

1 Rights and Scheduling: Vision Broadcast Master Lee Sheppard, Product Line Manager Client Conference, March 2013

2 Broadcast Master and Vision

3 Rights and Scheduling: Objectives Managing Rights Scheduling and Utilising Rights Workflow Management Reduce Your Operating Costs Data Accessibility and Integration

4 Achieving these Objectives

5 Strategic Drivers SYNERGIES AND CONVERGENCE Ensure Vision and BCM clients both benefit from our new product developments Avoid duplication of effort so we can accomplish more Take advantage of new technologies Serve our clients in a more agile way

6 Incrementally Consolidate Functionality Bite-Size, Agile, Tight Planning, Client Engagement The Convergence Project Incremental New UI Incremental Agile Participative Client Devs in New- Tech If Possible Incremental New Technology and Architecture

7 Product Similarities

8 Schedule Planning Views

9 Programme Content Dialogs

10 Rights and Content: the two data sets Contract Hdr Vision Deal Header BCM E.g. MGM 2012 CONTRACT E.g. MGM 2012 CONTRACT Programme Rights Hdr The Mentalist Srs 4 Programme Hdr The Mentalist Srs 4 Deal Title The Mentalist Srs 4 Series The Mentalist Srs 4 Sub Prog Rights Hdr The Mentalist Ep 3 rights Sub Prog Hdr The Mentalist Srs 4 Ep 3 Licence The Mentalist Ep 3 rights Programme The Mentalist Srs 4 Ep 3 Purchased Play Purchased Play inc Free Records for each play Version Mentalist 3, TX Master Segments Version Mentalist 3, TX Master Segments Scheduled Event Mentalist 3, TX Master, Seg 1 Media Scheduled Event Mentalist 3, TX Master, Seg 1 Media Chnl 2, 3pm, 45 mins long MENT00003.xxx Chnl 2, 3pm, 45 mins long MENT00003.xxx

11 Key Differences BCM Unified Scheduling Vision Non-Linear Sched Different Integration SQL Server / Oracle

12 Technology

13 Harris Technology Stack Framework User Interface (Screens) Presentation Layer Business Logic Database Tables

14 Standard Development Model

15 Service-Oriented Architecture

16 Why SOA is Important

17 A Simplified Services Model Deal Contract Licence Title Edit Scheduling View runs Client App Client App Edit Services Interface Rights Service Content Service Scheduling Service Media Service

18 SOA And Workflow Integration

19 Content Workflow SOA becomes even more important when the organisation s wider workflows are considered. The management of content media does not begin with production or ingest. It starts with commissioning or purchase of rights. Thus managing media preparation crosses systems

20 Content Workflow Planning, acquisition & scheduling Vision, Broadcast Master Landmark, BCM for content and ads

21 Content Workflow Planning, acquisition & scheduling Ingest, Processing & QC Invenio/ metadata repository Invenio Workflow/ Ingest Search/Locate QC Vision, Broadcast Master Landmark, BCM for content and ads NEXIO/ Storage Infrastructure

22 Content Workflow Planning, acquisition & scheduling Ingest, Processing & QC Edit, prep for air Invenio/ metadata repository Invenio Workflow/ Ingest Search/Locate QC Velocity/ Edit Vision, Broadcast Master Landmark, BCM for for content and ads NEXIO/ Storage Infrastructure

23 Content Workflow Planning, acquisition & scheduling Ingest, Processing & QC Edit, prep for air Play-to-air, or non linear delivery Invenio/ metadata repository Invenio Workflow/ Ingest Search/Locate QC Velocity/ Edit Vision, Broadcast Master Landmark, BCM for content and ads NEXIO/ Storage Infrastructure ADC-D-Series- Invenio/ Delivery NetGain & Business Systems/ Reconcile, measure

24 Integration through SOA Rights Scheduling Sales Storage Transformation Delivery

25 and integration possibilities

26 User Interface and Database Matters

27 The User Interface The Screens Able to Simplify New-Look UI Range of Platforms Future-Prepared

28 Simplifying Dialogs

29 The Database Tier SQL Server Clean Cloud? DB-agnostic

30 Why Does all This Matter? 1 Avoid duplication more agile 2 Benefit from new technology 3 Keep software fresh 4 Integrate other Harris tools 5 Support external interaction

31 Getting from Here to There

32 Our Fundamental Project Principles Bite-Size, Agile, Tight Planning, Client Engageme nt Client Devs in New- Tech If Possible Incremental ly Consolidat e Functionalit y The Converge nce Project Incremental New Technology and Architectur e Incremental New UI INCREMENTAL PROGRESS, MANAGING RISK Bite-size steps Integrating the New with the Existing Careful Planning An Agile Approach Regular Engagement with Clients Pragmatism and Negotiation

33 Our Fundamental Project Principles Bite-Size, Agile, Tight Planning, Client Engageme nt Client Devs in New- Tech If Possible Incremental ly Consolidat e Functionalit y The Converge nce Project Incremental New Technology and Architectur e Incremental New UI INCREMENTAL PROGRESS, MANAGING RISK Bite-size steps Integrating the New with the Existing Careful Planning An Agile Approach Regular Engagement with Clients Pragmatism and Negotiation

34 Creating the New Building Blocks Series Manage Series The Mentalist Srs 4 Programme The Mentalist Srs 4 Ep 3 Version Mentalist 3, TX Master Segments Mentalist 3, TX Master, Seg 1 Media Manage Program Manage Cast Manage Event List MENT00003.xxx

35 Our Fundamental Project Principles Bite-Size, Agile, Tight Planning, Client Engageme nt Client Devs in New- Tech If Possible Incremental ly Consolidat e Functionalit y The Converge nce Project Incremental New Technology and Architectur e Incremental New UI INCREMENTAL PROGRESS, MANAGING RISK Bite-size steps Integrating the New with the Existing Careful Planning An Agile Approach Regular Engagement with Clients Pragmatism and Negotiation

36 Creating the New Building Blocks Series The Mentalist Season The Mentalist Srs 4 Programme The Mentalist Srs 4 Ep 3 Version Mentalist 3, TX Master Segments Mentalist 3, TX Master, Seg 1 Media MENT00003.xxx

37 Integrating New and Existing

38 Integrating New and Existing: Rights

39 Our Fundamental Project Principles Bite-Size, Agile, Tight Planning, Client Engageme nt Client Devs in New- Tech If Possible Incremental ly Consolidat e Functionalit y The Converge nce Project Incremental New Technology and Architectur e Incremental New UI INCREMENTAL PROGRESS, MANAGING RISK Bite-size steps Integrating the New with the Existing Careful Planning An Agile Approach Regular Engagement with Clients Pragmatism and Negotiation

40 Building the Plan Phase 1 Project Inception Project Planning Project Setup Start Iterations Project Inception Complete Proprietary and Confidential

41 Building the Plan Phase 2 Project Inception Project Planning Project Setup Start Iterations Project Planning (March thru June 1 st, 2013) Verify project requirements Refine Process and Procedures to achieve two week iterations Define resource and training needs Perform POCs and identify technologies to be used Capture and prioritize feature backlog Define deployment and support strategy Select participants for the Client Advisory Board Proprietary and Confidential

42 Building the Plan Phase 3 Project Inception Project Planning Project Setup Start Iterations Project Setup (June thru July 1 st, 2013) Acquire and configure required Hardware & Software Build Team and perform required training Client Services to make preparations to support new product Identify Technology to be used Prepare project performance dashboard Prepare BRDs/Specs for iteration one backlog Proprietary and Confidential

43 Building the Plan Phase 4 Project Inception Project Planning Project Setup Start Iterations Start Iterations (Beginning of July 2013) Start development of iteration on backlog items Two week iterations maximum Proprietary and Confidential

44 Project Timeline: Guide Only CY 2013 CY 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Business Plan Project Plan Project Setup Project Implementation (Rights and Content) (Scheduling) Project Implementation Dates have not yet been determined. This slide presents the proposal that converge rights and contents first. Proprietary and Confidential

45 Planning: Comments Scrum teams will be established The prioritising of the services and iterations will be based on: The key priorities of our clients How Harris can add value with new features Can we complete system verticals so that some users are working in the new UI only? This planning phase is client-dialog driven essential to get the schedule established correctly. New-technology releases will be coordinated with std releases

46 Our Fundamental Project Principles Bite-Size, Agile, Tight Planning, Client Engageme nt Client Devs in New- Tech If Possible Incremental ly Consolidat e Functionalit y The Converge nce Project Incremental New Technology and Architectur e Incremental New UI INCREMENTAL PROGRESS, MANAGING RISK Bite-size steps Integrating the New with the Existing Careful Planning An Agile Approach Regular Engagement with Clients Pragmatism and Negotiation

47 Engagement and Pragmatism We do not merely want to replicate all current functionality: Is any functionality superfluous? Have we added too much functionality? Reconciling product differences Establish a Client Advisory Board: Representative from each client ideally Negotiating and Discussion: timing for deliveries (e.g. production amortisation) Pragmatism: knowing what is NOT feasible to do.

48 Our Request to You Be involved Work with us on the timing of required enhancements if feasible Join the advisory board Decisions about optimising the system Deciding what matters

49 Functional Design Topics

50 Unified or Multiple Schedule? SALES PLAN SCHEDULE

51 Unified or Multiple Schedule?

52 What about the User Interface?

53 UI Decisions to be Made Acceptability of current and new UI being in place at the same time. Should our applications be entirely web-based? Will you have remote users doing standard applications? Approach to Windows 8 The need for Mac support Are you considering a cloud-based operation? What about tablets and phones? What sort of functionality would be useful?

54 Q&A Proprietary and Confidential

55 Disclaimer Harris Broadcast is a global supplier of hardware and software that creates, manages, transmits, distributes and monetizes video content. Headquartered in Denver, Colorado, the company is widely recognized as the preeminent brand in the broadcast communications equipment industry. Harris Broadcast s uniquely integrated digital media solutions streamline the entire content workflow from live production to transmission. With a presence in key locations around the world, Harris Broadcast supports media customers in more than 130 countries. On February 4, 2013, The Gores Group, a Los Angeles based investment firm that acquires controlling interests in mature and growing businesses, completed the acquisition of Harris Broadcast Communications from Harris Corporation. Harris Broadcast is working with The Gores Group to drive innovation, streamline operations and enhance customer service. This presentation and its contents may contain Harris Broadcast proprietary and confidential information. Any review, reliance, distribution, disclosure, or forwarding without expressed permission is prohibited. Harris Broadcast is an independent company not affiliated with Harris Corporation. Copyright 2013 Harris Broadcast. All Rights Reserved.