Projektledelse Projektledelse og Produktion af Digitalt Indhold (DPI) Lektion 11 21. april 2004 Peter Olaf Looms

Dagens program ”COPE og versionering” 9:00-12:00 12:00-13:00 13:00 -14:30 14:30 - 14:45 14:45 - 15:00 Forelæsning m. pauser FROKOST Gennemgang af modelsvar til PDI-E2003 Udlevering af to tidligere eksamensopgaver til løsning frem til ultimo maj. Tilbagemelding om de studerendes kursusevaluering af 22. marts 2004 Bodil Michaelsen om eksamensbestemmelser vedrørende brug af PC under den skriftlige eksamen

Emneoversigt Afslutning af #10: Idévurdering - hvordan den gøres i praksis Udvikling af digitalt indhold til børn - udviklingsmetoder

Idévurdering i praksis

2. COPE - Create Once Publish Everywhere

Convergence in Hong Kong...

Convergence in Hong Kong...

What does COPE stand for?

Creating Content for Anyone, Anywhere on Any Device (Bryan Lamkin, NAB SuperSession panel, April 9, 2002) (PDF: 745 KB / 33 pages) http://www.adobe.com.hk/aboutadobe/pressroom/pressmaterials/pdfs/adobe_contentworld.pdf

COPE in digital content industries The problem...

Content publishing then and now...

Asia Pacific Asia Pacific Regional Trends Regional Trends in ... Page 1. 1 Copyright © 2002 ACNielsen Asia Pacific Asia Pacific Regional Trends Regional Trends in Consumer in Consumer Behaviour ... www.acnielsen.com.sg/en/pdf/mri/20/APOnlineOmnibus_ConsumerTech.PDF

Content publishing then and now... changes Supply side Liberalisation Digitalisation More choice in the form of: More content (channels, programmes, sites and services) More platforms and digital networks (Internet, broadcast, mobile) More types of device Anything, Anytime, Anywhere Demand Consumption (time) growing slowly Consumer spend running faster than consumer index Fragmentation of audiences Churn (reduced loyalty) as consequence of more choice

Consequences Less money for digital content measured per programme, per site or per service Advertising as a business model under pressure Planning more difficult as audience segmentation is breaking down Pay services require careful research to assure consumer acceptability and commercial success Economic implications of consequence regardless of business model used

COPE in digital content industries The strategic options...

Three Strategic Options: Horizontal integration of value chain Radio and television Vertical integration of value chain Internet portals and services Focus on core competencies Mobile portals and services Print publishing

... And DTV value chain - the stakeholders Content creators Content syndicators Distributors

... Who stands to benefit from COPE? Content creators Content syndicators Distributors

A production strategy for convergence COPE A production strategy for convergence

COPE = Horizontal integration (Doing More For Less) Radio and television Internet portals and services Horizontal integration of value chain Mobile portals and services Print publishing

http://www.dambigidea.com/pdf/DAMday_roadmapsMoon.ppt

Potential Benefits: Can decrease time to market (better organization) Can decrease time to synchronize multichannel resources Can decrease time to customized versioning

COPE - Potential benefits Decreased time to market (better organization) Decreased time to synchronize multichannel resources (cross media) Being able to offer more choice Lower costs for a given unit of delivered content Decreased time to customized versioning Being able to offer personalisation

Which kind of solutions and architectures are there? COPE Which kind of solutions and architectures are there?

System overview

Quantifying the benefits COPE Quantifying the benefits

Exploitation baseline This is what was done: Redesign of top bar for 55,000 pages Until December, 2001, DR’s website www.dr.dk had a top bar with drop-down menus. Usability studies using focus groups showed amongst other things: That there were inconsistencies in the interaction design for the home page That users were often unsuccessful in finding that the home page loaded too slowly A decision to resign the top bar was taken in August 2001. It took 3 months from the decision in principle to commission the task until an internal pitch with a proposal had been completed and finally approved.

Conventional redesign The slide shows the time frame for the project. To bring the terms in line with other cases, we can split such a project into 4 main phases: Work leading to an internal/pitch, comprising objectives, preliminary work plan, budget and manpower requirements. Go/no go decision Work leading up to agreement/contract comprising final objectives, work plan, budget and manpower requirements. Go/no go decision 3. Work leading up to beta version. 4. Testing, commissioning - service in use. Note that phases 1 and 2 require man-hours, and that one of the problems here is that a mock-up requires a designer to put together something which gives an impression of the layout but not the interaction design.

Conventional redesign This table shows which job-categories were involved in the redesign process. Ideally in future projects there should be less call for specialised staff members such as the informatyion architect and the web technician.

Conventional redesign To summarise: The redesign of the top bar: took a period of 22 weeks required 757 man-hours over the 4 phases of the project required specialist help in the form of a system architect, designer and web technician

Redesign with CONTESSA The slide shows the estimated time frame for the project. When using CONTESSA to format content from the new DR content management system currently being implemented. As was the case in the traditional redesign, work has been split into 4 main phases: Work leading to an internal/pitch, comprising objectives, preliminary work plan, budget and manpower requirements. Go/no go decision Work leading up to agreement/contract comprising final objectives, work plan, budget and manpower requirements. Go/no go decision 3. Work leading up to beta version. 4. Testing, commissioning - service in use. Note that phase 1 would probably lead to a saving in the man-hours of about a quarter and the period required to produce a pitch including a visualisation of the redesigned service. We are assuming that this is possible because templates can be changed rapidly - although in this case we would still use specialist man-power. Note that there is unlikely to be any saving in phase 2, as someone has to finalise the agreement and get it approved. The period is unlikely to change, either. The major impact of a CONTESSA-like solution would be in the number and nature of man-hours required for implementation - phase 3 - and a substantial reduction in the number of hours for testing, debugging and commissioning - phase 4.

Redesign with CONTESSA This table shows which job-categories were involved in the redesign process. The redesign process with CONTESSA should reduce the man-hour consumption by 57% and lighten the work load of specialists such as the system architect, the web-technician and the designer. We are assuming that the work in this case will primarily involve changes in the templates using the service toolkit. The work load of the web editor would not change substantially, but it would now be he who would carry out much of the work, checking the various changes in relation to the new templates from the designer.

Redesign with CONTESSA To summarise: The redesign of the top bar: would take a total period of 18 weeks (instead of 22 weeks) would halve the implementation and testing period (4 weeks instead of 8) would require 43% of the man-hours in the traditional set-up - 327 instead of 757 man-hours - over the 4 phases of the project would reduce the demands on specialist staff categories primarily the system architect, designer and web technician

COPE Emerging standards

Emerging standards Digital Television COPE standards iTVProductionStandards_Spec.pdf News Sports

3. Versionering

Localisation in Hong Kong...

Localisation-what is it? Localisation in relation to, say, Overview Localisation-what is it? Localisation in relation to, say, internationalisation Localisation - Why? Localisation - How? Localisation - Cost structure?

Localisation - what is it?

Geographical area to be covered GLOCAL? Municipality District State Country Continent World LOCAL GLOBAL

2 terms: Localisation and Internationalisation The process of preparing a software application And the supporting documentation and packaging For specific target languages and cultures through translation and cultural adaptation Internationalisation: The process of designing and developing (or re- engineering) an application so that it can be adapted To various locales without software engineering changes

Localisation - why bother? For some services and media, no change is needed (e.g. the Schweppes advertisements) http://www.tigers-animal-actors.com/commercial/commercial.html In other cases, a lack of customisation results in lower revenues.

Localisation - what does it cost? 1999 figures from Allied Business Intelligence estimate that localisation accounts for 32% of the USD 11 billion market for translation - and it is still growing.

Localisation is but one of the options Do it in ONE language only (English, Spanish?) Make an international version ”sanitised” and largely culturally neutral - and the localise Produce a culturally neutral framework and then build in cases/examples for each specific market Make dedicated products for each particular market

Four Cases... Thomas & Tim (CD-ROM for kids) Thomas Blue Eagle (Book - CD-ROM - Broadband WWW) The Dinosaurs are Coming! (web and CD-ROM for 10-14 year olds) - Dorling Kindersley Papyrus

Thomas and Tim

Thomas Blue Eagle

Dorling Kindersley Dorling Kindersley (DK) was an independent publisher founded in 1970 Expanded into multimedia CD-ROMs, Web and television production (cross media) One of the first to adpot a coherent production strategy based on a globally acceptable content framework Work with partners on global content acceptability DK now part of Pearson Group (includes FT and Economist)

Papyrus

Localisation - why? B2C in small countries: to assure that content can be developed in small markets where the home market is too small to break even B2C in large countries: Localisation generates additional revenue and gives leverage as gatekeeper to reduce local competition

Localisation - how? Papyrus http://www.kidcomics.com/papyrus/ - examples Need a localisation ”kit” Needs to be planned before the original production is done, not as you go along...

Localisation - what does it cost? Thomas og Tim 10% extra per language Dorling Kindersley 5-50% depending on the nature of the product. Partners paid for own localisation costs plus and up front fee based on sales potential of the localised product

Production issues Text area is different from language to language Displaying characters globally - Big5/Graphics for Chinese and Thai characters? Inputting text (Papyrus) Commentaries - recorded at the producer or in the target country? Video and animations - different attitudes to explicit violence, nudity etc. even in a small continent like Europe