DIGITAL SIGNAGE AND WAYFINDING Business Case for a Public Good Prepared By: Gretchen Grey Lynn Johnson Version: Final Last Update: September 14, 2010
Digital Signage and Wayfinding – Business Case for a Public Good
Table of Contents EXECUTIVE SUMMARY ......................................................................................................................................................... 4 INTRODUCTION ................................................................................................................................................................... 9 BUSINESS IMPACT ........................................................................................................................................................................ 9 PILOT BACKGROUND ................................................................................................................................................................... 12 PILOT UNITS’ OBJECTIVES FOR TRANSITION TO PUBLIC GOOD SUPPORT ............................................................................................ 13 TABLE OF RISKS ......................................................................................................................................................................... 14 DESCRIPTION OF DIGITAL SIGNAGE AND WAYFINDING ..................................................................................................... 15 DIGITAL SIGNAGE AT U-‐M .......................................................................................................................................................... 15 WAYFINDING ............................................................................................................................................................................ 17 RECOMMENDATIONS OF THE PILOT UNITS ........................................................................................................................ 18 MINIMUM AND ESSENTIAL SUPPORT RECOMMENDATIONS ................................................................................................................. 18 MINIMUM AND ESSENTIAL SUPPORT WITH CONTENT MANAGEMENT ................................................................................................... 18 PUBIC GOOD SUPPORT DETAILS ........................................................................................................................................ 20 PROGRAM MANAGEMENT ........................................................................................................................................................... 22 CONTENT ADMINISTRATION ......................................................................................................................................................... 23 SHARED CONTENT MANAGEMENT................................................................................................................................................. 23 SERVER AND DATABASE MANAGEMENT ......................................................................................................................................... 24 SOFTWARE MANAGEMENT .......................................................................................................................................................... 24 DISPLAY DEVICE SUPPORT ........................................................................................................................................................... 24 BUDGET ............................................................................................................................................................................. 26 APPENDICES ...................................................................................................................................................................... 29 APPENDIX A – PARTICIPATING UNITS ............................................................................................................................................. 30 APPENDIX B – PILOT TIMELINE ..................................................................................................................................................... 32 APPENDIX C -‐ PILOT ROLES .......................................................................................................................................................... 33 APPENDIX D -‐ UNIT IMPLEMENTATION SUMMARIES AND RECOMMENDATIONS ...................................................................................... 34 School of Social Work – Digital Signage Summary and Suggestions ................................................................................ 34 Rackham Graduate School – Digital Signage Summary and Suggestions ........................................................................ 36 Ford School of Public Policy – Digital Signage Summary and Suggestions ....................................................................... 37 School of Education – Digital Signage Summary and Suggestions ................................................................................... 37 Undergraduate Admissions – Digital Signage Summary and Suggestions ....................................................................... 37 The Career Center – Digital Signage Summary and Suggestions ..................................................................................... 38 Palmer Commons – Digital Signage Summary and Suggestions ...................................................................................... 38 School of Dentistry – Digital Signage Summary and Suggestions .................................................................................... 39 Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 2 of 56
Digital Signage and Wayfinding – Business Case for a Public Good University Housing – Digital Signage Summary and Suggestions .................................................................................... 39 UM Transportation Research Institute – Digital Signage Summary and Suggestions ...................................................... 40 Comprehensive Cancer Center – Digital Signage Summary and Suggestions .................................................................. 41 Athletics – Digital Signage Summary and Suggestions .................................................................................................... 42 Medical School – Digital Signage Summary and Suggestions .......................................................................................... 43 Kellogg Eye Center – Digital Signage Summary and Suggestions .................................................................................... 43 LSA –Department of Chemistry – Digital Signage Summary and Suggestions ................................................................. 44 LSA – Department of Physics – Digital Signage Summary and Suggestions ..................................................................... 44 Office of Financial Aid – Digital Signage Summary and Suggestions ............................................................................... 45 School of Nursing – Digital Signage Summary and Suggestions ...................................................................................... 45 School of Education – Digital Signage Summary and Suggestions ................................................................................... 47 APPENDIX E – EXAMPLES OF DIGITAL SIGNAGE DEPLOYMENTS ........................................................................................................... 49 APPENDIX F – DETAILS OF INITIAL INSTALLATION COSTS FOR ONE DISPLAY ............................................................................................. 51 APPENDIX G -‐ PILOT COST SAVINGS ............................................................................................................................................... 52 APPENDIX H -‐ REFERENCES .......................................................................................................................................................... 53 APPENDIX I – LETTERS OF SUPPORT ............................................................................................................................................... 54 GLOSSARY.......................................................................................................................................................................... 56
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 3 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
EXECUTIVE SUMMARY DEFINITION -‐ The term “digital signage” is best described as computerized displays that are capable of providing any information any computer can provide. Some displays are simple, such as scrolling through a series of screens showing current events, while others offer more sophisticated and interactive capabilities through touch screens. One application for advanced displays is to provide “wayfinding,” an automated “you are here” mapping to user selected destinations. The term Public Good refers to university-‐wide resources that provide the foundation that holds together the many campus units that are fulfilling their own unique needs. Traditionally, Public Good refers to units such as museums and libraries. The term is used in this proposal to refer to information technology (IT) services that can be used by all on campus. This is how the term Public Good is used in the IT Rationalization proposed funding model. BACKGROUND & RATIONALE -‐ A pilot project that began two years ago has shown a high demand for digital signage across campus and endless possibilities for future use. A Public Good service for supporting and standardizing computerized signs is proposed for three reasons: 1. Emergency Preparedness: Digital signage as a Public Good can provide an important layer to the University’s emergency alert system. The current system can reach only those faculty, staff, and students who have registered their phone numbers. The digital signage system would reach the tens of thousands of visitors the U-‐M averages each week as well as display emergency messages on each of the desktops of all students, faculty, and staff. 2. Cost Avoidance: Digital signage as a Public Good will make this technology a strategic University asset, aligning its adoption with NextGen Michigan goals. Traditionally, units have developed their own unique solutions when a common solution integrated with campus infrastructure did not exist. The collective cost of these numerous and varied solutions is typically more expensive than a single Public Good solution. 3. Standardization: Digital signage as a Public Good will also establish a common look and feel on digital signs across campus, so the campus community and its visitors will experience “One Michigan.” Like the Internet, the use of digital signage is growing rapidly, which could result in disconnected, inconsistent applications across campus. It is important to unify support and standardize now, before too many units adopt incompatible systems. One lesson learned from the World Wide Web is that it is much easier to establish standards and guidelines before a Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 4 of 56
Digital Signage and Wayfinding – Business Case for a Public Good new technology is adopted than to attempt standardization after. Without centralization and standardization, many benefits of this technology will not be realized. Early adoption is the best time to establish standards and a collaborative spirit. RECOMMENDATIONS – Fully recognizing the severity of the current financial situation, we propose two levels of recommendations: (1) the Minimum and Essential Support level, and (2) the Minimum and Essential Support with Content Management level. The Minimum and Essential Support level describes the standards and infrastructure required for a campus-‐wide effective and low-‐cost solution for the current time. The Minimum and Essential Support with Content Management level describes a support level whose benefits would be realized in the long-‐term after widespread adoption. MINIMUM AND ESSENTIAL SUPPORT RECOMMENDATIONS: 1. EMERGENCY MESSAGING: A Standard Practice Guide (SPG) be written that requires all digital signs to display emergency notifications from DPS. 2. IT INFRASTRUCTURE: A single unit, we suggest Information and Technology Services (ITS), provide the information technology infrastructure (campus site license for the software, information architecture, and servers) for the digital signage system. The current system, Four Winds Interactive 1 should continue to used for at least the next three years 2. 3. COORDINATOR: A single unit, we suggest the Office of the Vice President for Communications, be the central point of contact and coordinate the digital signage system for campus including providing the design standards for the campus digital system; and 4. UNIT RESPONSIBILITIES: Individual units provide the hardware and create the unit specific content that will be displayed in their building. Recognizing that digital signage has the potential to integrate with other technologies and that there are potential savings in developing integrated systems versus multiple silo systems the U-‐M could establish itself as a technology leader by demonstrating the power and cost-‐effectiveness of this integration, thus, we also propose two additional recommendations:
1
Four Winds Interactive was selected in 2008 after a thorough RFP process because it was the only product that fulfilled all the specifications at that time including the emergency messaging requirements.
2
By using the current software for the next three years, we are proposing a five-‐year life cycle for the current product.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 5 of 56
Digital Signage and Wayfinding – Business Case for a Public Good MINIMUM AND ESSENTIAL SUPPORT WITH CONTENT MANAGEMENT 5. INTEGRATION: The emergency messaging and other content for digital signage should integrate with the Michigan mobility system; and 6. STANDARD CONTENT: A single unit, we suggest the Office of the Vice President for Communications, should be the central provider for standardized content that individual units could draw upon for their building-‐specific signage. ESTIMATED COSTS – The costs of the two levels of support are summarized. The Minimum and Essential Support level of support requires one fulltime position that provides minimal program management as well as system administration. Program management would include the role of a single point of contact, assist users, developing standards, maintain vendor relationships, and issue tracking. With this level of support DPS would schedule and manage emergency tests, including coordination with all units that have digital signs. Units would seek training independently and assume responsibility for a user group or other coordinating activities, i.e. some units could charge fees for posting content on behalf of others. Units would create all content for which central support will assist with cross unit sharing, essentially eliminating campus-‐wide news and announcements. The Minimum and Essential Support with Content Management level of support requires two fulltime positions, one to manage the program and one to administrate, create, and manage content. With this level of support, the program management role would include scheduling and managing emergency tests on behalf of DPS. Central support would provide training and would assume all coordinating activities. Content for campus-‐wide news and announcements would be created and distributed centrally. The costs for two levels of central support as well as the modest technology funding needs are provided below.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 6 of 56
Digital Signage and Wayfinding – Business Case for a Public Good MINIMUM AND ESSENTIAL
Initial Year
Software License 2
Recurring 1
$9,000
$9,000
$96,000
$96,000
ITS Software Management Salary & Benefits
$13,162
$11,362
ITS Database Management Salary & Benefits
$3,615
$3,155
ITS Display Device Support Salary & Benefits
$ 0
$1,312
$11,475
$5,369
$133,252
$126,198
$33,313
$31,550
$166,565
$157,748
Office of Communications Costs Program Manager Salary & Benefits3 Information & Technology Services Costs 4
ITS Hardware (server & display device) & Software Sub-‐total Indirect Costs @ 25% TOTAL
MINIMUM AND ESSENTIAL WITH CONTENT MANAGEMENT Content Manager Salary and Benefits2
$57,600
$57,600
Indirect Costs @ 25%
$14,400
$14,400
Sub-‐total
$72,000
$72,000
TOTAL
$238,565
$229,748
It is recommended that the units fund the content creation, hardware, and installation costs related to their facility. One-‐time costs for a display are $ 3,160 for a digital sign and $ 6,960 for an interactive display; see Appendix F – Details of initial installation Costs on page 51 for more information. See Appendix G -‐ Pilot Cost Savings on page 52 for details on costs of the pilot project. 1
Merit and cost of living increases are unknown and not included.
2
This is the cost of the maintenance contract with the current vendor, Four Winds Interactive. If a different vendor was selected the initial purchase costs would be incurred and the ongoing maintenance costs would change. 3
Salary endorsed by Michigan Marketing and Design.
4
Detailed budget obtained from ITS.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 7 of 56
Digital Signage and Wayfinding – Business Case for a Public Good BALANCE OF COST, STANDARDIZATON, AND UNIT INDEPENDENCE -‐ Units are more likely to adopt the common solution if it is easier and more cost effective than buying their own solution and they have some independent control over content. If standardization leads to overzealous restrictions or if cost savings are not sufficient to motivate units to use the common, standardized solution, then emergency alerts and other campus-‐wide benefits will be ineffective. It is important to find the right balance of cost, standardization, and unit independence.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 8 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
INTRODUCTION This document provides recommendations for the ongoing common provision and support of a University of Michigan digital signage program. The remainder of this document provides the context, definitions, and explanations behind the synopsis in the Executive Summary. This Introduction explains the business impact of digital signage as well as the results of a pilot project involving project team members from eight different units who collaborated over two years to test the viability of digital signage as an emergency alert tool as well as a shared service. It then lays out the reasoning behind Public Good support for digital signage and the risks to a successful transition. For more details on the pilot project see: Appendix A – Participating Units on page 30, Appendix B – Pilot Timeline on page 32, Appendix C -‐ Pilot Roles on page 33, and Appendix D -‐ Unit Implementation Summaries and Recommendations on page 34.
BUSINESS IMPACT
EMERGENCY ALERTS FOR CAMPUS VISITORS Public Good support of digital signage will ensure emergency alert messaging will be implemented, standardized, and regularly tested. x
Provides an important layer to emergency alerts -‐ Using digital signage for emergency alerts adds one more method for reaching faculty, staff, and students as well as adds a dimension to the emergency alert system for reaching visitors. Without campus support, it is unlikely that this important alert method will be implemented. The existing mass notification application that sends phone and text messages can reach only those faculty, staff, and students who have registered for the service. Visitors do not have the option to register for alerts messages. Although the City of Ann Arbor does have a siren for severe weather that can be heard on campus, the University does not have a method for alerting the millions who visit campus every year.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 9 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
COMMUNICATIONS Computerized signs offer immeasurable possibilities for future innovation, particularly if management is part of the Public Good. Immediate benefits to the University include campus unity as well as effective news and information delivery, for which standardization is crucial. However, if an environment of rigorous restrictions or unbalanced costs is created, then units may opt for other solutions. x
Unify Campus -‐ Public Good management of digital signage will provide an opportunity to develop a greater sense of community by presenting a common ‘look and feel’ on displays across campus. Consistency improves visitor experiences, particularly when using functions such as “wayfinding” in different buildings. Standardization will also assist units in presenting professional and appropriate content. Public Good support could lead to future uses such as wayfinding across campus on out-‐of-‐doors and mobile devices such as smart phones.
x
University News -‐ The Office for Communications can deliver content to units for University announcements and promotions. It is possible to make up some costs by using signage advertisement space or sponsorships; however, revenue possibilities depend upon the number of units that deploy the campus solution. If Public Good support does not adequately benefit units, then they are less likely to adopt it.
x
Pinpoint Delivery -‐ Individual units often target populations associated with other areas of the campus community using methods such as email messages, web site announcements, and posters. Digital signage offers the opportunity to target particular populations by pushing content to displays located in particular locations.
x
Standardization Versus Independence -‐ Success requires that Public Good support is adequately funded and managed with the right balance of standardization and unit independence. Units are more likely to adopt the campus solution if it is easier and more cost effective than buying their own solution. If the Public Good solution results in restrictive standards and oversight, then even the ease of implementation and cost savings might not be enough motivation. On the other hand, taking on a program that has the growth potential of digital signage should come with benefits for campus communications, which standardization and oversight can bring, such as unifying campus and opportunities for central promotion. Therefore, it is important for a Public Good strategy to strike the right balance between support and oversight.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 10 of 56
Digital Signage and Wayfinding – Business Case for a Public Good NEXTGEN MICHIGAN STRATEGY
A foundational element of NextGen Michigan is the careful selection of elements that constitute the Public Good. Public Good funding for a shared digital signage infrastructure and centrally managed media content will make this technology a strategic University asset, aligning its adoption with NextGen Michigan strategic goals: x
Propel Innovation – Digital signage is a new and quickly advancing medium. Advanced retailers are already using it in amazing ways, such as allowing coupon downloads and purchases through cell phones, using floors as new advertising space, and presenting eye catching cylindrical displays. Early adoption is the best time to establish standards and a collaborative spirit. Furthermore, Public Good support means units have more money to put toward new ideas and advancement, rather than just covering their base costs.
x
Promote Interoperability – Common hardware and software makes emergency alert messaging over for digital signs possible. The ability to operate together also offers opportunities for individual units to collaborate on new ideas and share solutions. One example would be integration with the Michigan iPhone project currently underway. The same campus events announcements functionality that is currently being developed for the iPhone could easily “feed” digital signs, but only if the service infrastructure was coordinated by a campus unit such as ITS. Public Good support provides so many advantages that units deploying digital signage are more likely to adopt the common solution and its standards.
x
Move to a Shared Services Model – Units that volunteered to participate in the digital signage project were already investigating the technology individually. Besides the obvious cost savings that sharing hardware and software provided, units also found significant savings in content development by sharing templates and media. Without campus funding and administration, units who deployed digital signage during the pilot project would have been left to sharing existing infrastructure in an ad hoc manner. Currently, at least three digital signage systems in 22 different units are used on campus with interest being expressed by 7 more units. See Appendix A – Participating Units on page 30 for details. As more units begin using the technology, system and content administration will become unwieldy and units will be more likely to acquire separate technologies.
x
Manage Technology Investments with Efficiency and Effectiveness – Units involved in the pilot project have already saved money by sharing software, database, server, and media content.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 11 of 56
Digital Signage and Wayfinding – Business Case for a Public Good The rate of savings will continue to grow as more and more buildings across campus deploy digital signs -‐ as long as adopting the common solution outweighs any loss of control or other hassles that sharing often adds. Public Good funding will ensure quality system administration, content standardization, and sharing, which increases value and advances efficiency. PILOT BACKGROUND In 2007, the School of Dentistry started a project to replace its digital signage system and soon recognized an opportunity to share effort and costs with others who were investigating the same type of systems. Interest in emergency alert methods was also high at this time due to the massacre at Virginia Tech a few months earlier and digital signage offered one possible addition to the University’s alert process. A few interested parties together researched systems and vendors, which ultimately led to a formal Request for Proposals (RFP). Using data from RFP responses, the group created a plan to work with a vendor to develop an emergency alert function using digital signage software. This plan eventually led to financial support from the Provost’s Office and the Emergency Management Office. They together subsidized the pilot for three reasons: 1. Interoperability for emergency alerts: Shared hardware and software are naturally compatible, making emergency alerts possible. 2. Cost avoidance: Shared infrastructure hardware and software saved costs. 3. Encourage shared solutions: Although sharing effort has benefits, it also complicates decision making and slows the pace of implementations. Sometimes units work independently in order to avoid these hassles and expenses, to the detriment of the whole. In order to encourage a shared solution, the Provost’s Office provided funds to the units who were willing to contribute extra effort. The pilot units successfully developed a shared signage infrastructure that can benefit the entire campus, with one common software license for an unlimited number of users and one shared server to house the data repository. In addition, the software vendor enhanced functionality to meet University requirements to increase system capability for sending alerts to large numbers of displays. Alert messages to one hundred monitors were nearly instantaneous. Accomplishments of the pilot group include:
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 12 of 56
Digital Signage and Wayfinding – Business Case for a Public Good x
Successful software test of the capability to send emergency alerts to large numbers of displays;
x
Templates were created for current and future use;
x Units worked through ‘how-‐to’ develop content and deploy digital signage and documented on a wiki; and x 19 units have deployed or are in the process of deploying 160 devices and 7 other units are investigating, which could add another 200 devices in the next year. See Appendix G -‐ Pilot Cost Savings on page 52 for details on costs of the pilot project. PILOT UNITS’ OBJECTIVES FOR TRANSITION TO PUBLIC GOOD SUPPORT Now that the pilot objectives are met, participating units recognize that the digital signage infrastructure requires permanent, campus support. Individual units participating in the pilot voluntarily contributed administration of the shared server, software, and content throughout the pilot, but cannot do so indefinitely. At a minimum, the University should support hosting and administration of the shared server, database, and content software. Because pilot subsidy targeted emergency alert messaging, formally establishing standards and guidelines for hardware, software, and content design to ensure compatibility is also a priority for on-‐going support. However, standards will be effective only if digital signage hardware and software across campus is compatible; therefore, the University should also fund a minimal level of support that simplifies entry into digital signage use as encouragement for units to leverage this solution. Units who participated in the pilot project are primarily interested in campus support for these reasons: 1. Formally standardize emergency alert messaging using digital signage across campus; 2. Campus support the infrastructure so that it can scale beyond the pilot; 3. Reduce complications of sharing one solution with dedicated administrators, standards, and a single point of contact; and 4. Maximize cost savings. The following table describes the risks involved with undertaking a Public Good digital signage system along with the possibility, or likelihood of that risk occurring and its potential impact.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 13 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
TABLE OF RISKS Risk
Likelihood
Impact
1. Complexity of managing media inventory will increase as more units deploy and as units discover new uses
High
High
2. Additional interfaces to systems, scheduling content, multi-‐versioning, and a broad variety of campaign scenarios will require richer functionality, higher stability, reliability, and security over time
High
High
3. The transition process itself could add delays or difficulties for new units to join, which could discourage them from continuing – or discourage others from choosing the Public Good solution
High
High
4. The economic environment will limit Public Good support or will complicate support models to the point where units are not adequately motivated to use the common solution
High
High
5. There is some indication that units might be attempting to use the software without appropriate training and so distinguishing between true software ‘bugs’ and training issues is not possible without Public Good resources
High
Medium
6. Along with this new (and exciting) medium comes new challenges in policy decisions, ‘look and feel’ standards, branding, and in cross unit cooperation
High
Medium
7. Fast pace of change in digital signage as a medium, along with development of standards and metrics, will require frequent updates
High
Low
8. Some units feel that the software vendor needs to improve some functions of the content management software as well as stabilize the player software. It is important for a central resource to act quickly or risk new units choosing another solution.
Medium
High
9. Complexity of managing media inventory will increase as targeting specific populations increases (rate of increase depends on digital signage effectiveness as a replacement for email)
Medium
Medium
10. Estimating future growth and functions depends upon the level of support offered centrally, therefore transition decisions concerning central support may be based on very rough data (chicken / egg situation)
Medium
Medium
Low
High
11. Even with Public Good support, units may invest in other digital signage solutions, which would circumvent emergency alert functions
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 14 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
DESCRIPTION OF DIGITAL SIGNAGE AND WAYFINDING Digital Signage is a new technology that is best described as computerized signs. It is a fast growing technology with innovative applications due to price drops for large plasma and LCD screens. Computerized signage networks allow for live and timely updates, easier content exchange, and adaptation to specific situations dynamically -‐ even interactively. Content on digital signs can be anything, including images, animations, video, and audio, and can interact with mobile phones, social media, and other applications. It is even possible to use 3D displays that do not need special glasses for viewing. In short, anything a computer can do, a digital sign can do. Another significant element of digital signs is the ability to remotely control content, which allows for emergency alert messaging. Digital signs could provide another important layer to the University alert system. This technology also offers the ability for enterprise-‐wide communications using rich media, such as streaming video, in combination with other media. Content created for other forums, such as the internet or television, works on these displays as well. Because digital signs run on standard computers, content can update automatically from other systems. This eases the effort in keeping content fresh and useful. Since the campus needs to produce information for a wide variety of purposes and populations, digital signage presents a powerful medium for individual units to reach particular populations as well as offers opportunities for sharing news and promotions campus wide.
DIGITAL SIGNAGE AT U-‐M Digital signage can contribute in subtle ways beyond obvious display of information. It enhances visitors’ experience, unifies the campus, and builds the University brand. In short, digital signage can build the U-‐M community. Electronic display of information offers opportunities to target specific locations at specific times, reaching intended audiences more effectively. Like any technology, digital signage applications range widely in capability, from simple screens looping page by page to complex, interactive applications. Simple displays often present news, health and safety reminders, event schedules, and advertisements. Early use of digital signage at U-‐M is already demonstrating innovative thinking. Most units use existing systems and online sources to automatically update content.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 15 of 56
Digital Signage and Wayfinding – Business Case for a Public Good This sign created by the School of Dentistry welcomes visitors with upcoming events (that are also concurrently posted to the school’s website) and the weather forecast for the day.
The Medical School’s Information Services unit posts staff availability, critical updates, and scheduled events.
The Physics department in the School of Literature, Science, and Arts uses this digital sign for presenting meetings and displaying conference room availability.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 16 of 56
Digital Signage and Wayfinding – Business Case for a Public Good University Housing uses digital signage for a bit of fun, including student contributions, as well as useful information such as bus arrival.
During the pilot project, many units deployed both simple and advanced signs in various locations for a range of purposes around their facilities. For more examples see Appendix E – Examples of Digital Signage Deployments on page 49.
WAYFINDING Advanced digital signs can also provide guest services such as directory searches and “wayfinding” using easy to navigate touch screens. “Wayfinding” provides visitor mappings from kiosk locations, i.e. “you are here,” to specific destinations. For instance, a visitor can look up a particular occupant’s office and then get a map from the kiosk to the office. Maps can show paths from floor to floor using elevators or stairways. This picture was captured from the Rackham Graduate School interactive kiosk mounted in the lobby. By using an option at the bottom of the screen, visitors can locate elevators, stairways, restrooms, offices, and meeting rooms. This particular kiosk also provides a directory search and events posting.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 17 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
RECOMMENDATIONS OF THE PILOT UNITS Combining their numerous and varied digital signage experiences with the recognition of the current financial situation the pilot team proposes two levels of recommendations: (1) the Minimum and Essential Support level, and (2) the Minimum and Essential Support with Content Manager level. The Minimum and Essential Support level describes the standards and infrastructure required for a campus-‐wide effective and low-‐cost solution for today’s financial situation. The Minimum and Essential Support with Content Manager level describes a support level whose benefits would be realized in the long-‐term with wide-‐spread adoption.
MINIMUM AND ESSENTIAL SUPPORT RECOMMENDATIONS 1. EMERGENCY MESSAGING: A Standard Practice Guide (SPG) be written that requires all digital signs to display emergency notifications from DPS. 2. IT INFRASTRUCTURE: A single unit, we suggest Information and Technology Services (ITS), provide the information technology infrastructure (campus site license for the software, information architecture, and servers) for the digital signage system. The current system, Four Winds Interactive 1 should continue to used for at least the next three years 2. 3. COORDINATOR: A single unit, we suggest the Office of the Vice President for Communications, be the central point of contact and coordinate the digital signage system for campus including providing the design standards for the campus digital system; and 4. UNIT RESPONSIBILITIES: Individual units provide the hardware and create the unit specific content that will be displayed in their building. MINIMUM AND ESSENTIAL SUPPORT WITH CONTENT MANAGEMENT 7. INTEGRATION: The emergency messaging and other content for digital signage should integrate with the Michigan mobility system; and 1
Four Winds Interactive was selected in 2008 after a thorough RFP process because it was the only product that fulfilled all
the specifications at that time including the emergency messaging requirements. 2
By using the current software for the next three years, we are proposing a five-year life cycle for the current product.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 18 of 56
Digital Signage and Wayfinding – Business Case for a Public Good 8. STANDARD CONTENT: A single unit, we suggest that the Office of the Vice President for Communications, be the central provider for standardized content that individual units could draw upon for their building-‐specific signage.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 19 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
PUBIC GOOD SUPPORT DETAILS This section explains the roles and responsibilities for administrating and managing the software, hardware, standards, and guidelines of digital signage. There are two levels of support that should be considered: 1) essential support only and 2) essential support with central content management. These support levels parallel the pilot team’s recommendations for campus. This table compares the differences in roles and responsibilities between the two levels, including a new position for a program manager and with the higher support level a new position for content management. Function/ Role Single point of contact Schedule emergency tests Coordinate emergency testing Manage vendor relationship Develop standards Oversee standards Track and prioritize issues Chair user group Communicate with groups Administer accounts Work with ITS /security Organize content/ templates Maintain documentation Assist users Create & maintain unit content Create central content Oversee signage use Facilitate cross unit promotion
Minimum and Essential Support Only Program Individual Manager Units
x x x x x x x x x
Granny: Digital Signs\Digital Signage Central Services
x x x x
Minimum and Essential Support with Content Management
DPS
Program Manager
x x
x x x x x x x x x
September 14, 2010
Individual DPS Units
x
x x
Content Manager
x x x x x x x x
Page 20 of 56
Digital Signage and Wayfinding – Business Case for a Public Good The interconnections of the involved units are described in the following diagram and section.
1. Program management
Single point of contact, develop standards, schedule emergency tests, vendor relationship, chair user group, issue tracking, communicate with campus groups, general coordination
2. Content administration
Administrate accounts, work with ITS, organize content, document system, distribute updates to standards, assist users with the system
3. Shared content management
Centrally created pages and other content, content oversight and reporting, cross unit advertising
4. Server and database management
Hosting, database (MSSQL Server) administration, backup services
5. Software management
Version control, security and access, load/image for player computers
6. Display device support
Device expertise, field maintenance support
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 21 of 56
Digital Signage and Wayfinding – Business Case for a Public Good PROGRAM MANAGEMENT A program manager is an essential role for centralization. The program manager will work with stake holders to establish standards and guidelines, set up procedures, and eventually support a growing number of units. He/she will act as the single point of contact for all digital signage functions, including vendor relations. The program manager will need to implement solid program and project management practices and know the right people to involve at the right time. It makes sense for this program to reside in Central Communications since digital signage is a communications asset. The program manager position is a highly visible role that requires technical and management skills as well as familiarity with University workings. Management of a central program involves significant collaboration, influence, and understanding. The program manager would have two different sets of functions that depend upon the level of support. This table summarizes the role and responsibilities of the program manager for essential only support and for essential support with content management; items in red indicate functions that would be assigned to the content administrator and blue items indicate management functions that the program manager would assume should centralization involve the higher level of support. Minimum and Essential Support Only
Minimum and Essential Support with Content Management
1. Act as the single point of contact
1. Act as the single point of contact
2. Manage the vendor relationship
2. Schedule emergency tests
3. Develop standards
3. Coordinate emergency testing
4. Track issues and ensure system quality
4. Manage the vendor relationship
5. Administer accounts
5. Develop standards
6. Work with ITS/ security
6. Oversee standards
7. Organize content/ template
7. Track issues and ensure system quality
8. Maintain documentation
8. Chair users group
9. Assist users
9. Communicate with groups 10. Oversee signage use 11. Facilitate cross unit promotions
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 22 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
CONTENT ADMINISTRATION There is minimal media organization and coordination necessary for centralization. This role should be assumed by a position separate from that of the program manager if news and information will be created and shared campus-‐wide on a regular basis. If central support will not include sharing centrally created content, then this role would be assumed by the program manager and the program management would be reduced to bare minimum level, as explained in the previous section. Administrative tasks, such as organizing graphics and managing templates, are fundamental to centralizing digital signage. Even though individual units create media, the central repository provides a method for sharing media between units as well as sharing common design elements and templates. Centralized support is not viable without this basic level of administration. 1. Administer and grant access to the software and to content 2. Work with ITS on technical tasks, such as upgrades and security 3. Organize content and maintain a library/ directory structure within the system to manage content between units 4. Maintain system documentation 5. Ensure all users get updates to standards and procedures 6. Assist users with technical issues and with using the software SHARED CONTENT MANAGEMENT To take full advantage of the possibilities digital signage offers, the University should provide support beyond essential program management and content administration to include centrally created news and information for devices across campus. While this report is only about digital signs it is feasible that in the future these devices could extend to include mobile devices such as iPhones and smart phones. Creating shared content for campus-‐wide promotion is possible only if 2 positions are funded. The pilot project demonstrated the value of a shared repository, such as U-‐M branded content of attractive photographs, branding assets, and campus-‐wide announcements. A rich set of such content would make units’ installations significantly more successful as they would be able to draw upon their own announcements, branding assets, and other creative work as well as that of the University. Digital signage could be a powerful tool for creating a unified atmosphere by providing the same ‘look and feel’ on displays in different buildings across campus. Centralization of some content creation and Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 23 of 56
Digital Signage and Wayfinding – Business Case for a Public Good sharing would allow for campus wide use by student and alumni organizations and others in the campus community. Central content development will build University expertise for creating complex applications that are currently created by the vendor. Units might find additional cost savings by using University resources for contracting work or training. Central Communications could provide training to units or could potentially provide a chargeback service for signage work that would be less expensive than the vendor.
SERVER AND DATABASE MANAGEMENT The server that holds a shared MSSQL database will be hosted on an ITS virtualized server, including backup and recovery services. Firewall options will need to be determined by the program director, but cost estimations assume that virtual firewall services will be provided by ITS. Typical virtualization services do not include database or server administration tasks; however one server for multiple units requires central administration. ITS will estimate costs for this support based on the time Housing spent on administration, which is around 4 hours per month.
SOFTWARE MANAGEMENT Digital signage software runs the database server, the content manager, and the display computers. Managing this software involves security and access as well as version control. Centralizing support requires a formal process for individuals to request and acquire access to appropriate software, which is likely to involve database administration as well as software installation. Version control involves coordinating patches and upgrades across ITS and participating users. This central function also includes software load/image support for content management and player computers.
DISPLAY DEVICE SUPPORT University could build some expertise in troubleshooting and maintaining display devices by centralizing field maintenance support. Campus Computing Sites could assist units in diagnosing display failures and providing temporary replacement devices. Some display devices will experience heavier use than others, depending upon placement and use. Display maintenance is likely to remain low in the first few years of use as vendors recommend replacing devices every four years. It is possible that Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 24 of 56
Digital Signage and Wayfinding – Business Case for a Public Good support funding would be needed if display devices prove to have shorter life spans or experience more problems than expected. In any event, the individual units should assume responsibility for the purchase, installation and maintenance of the display devices in their facility.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 25 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
BUDGET ITS ESTIMATE FOR DIGITAL SIGNAGE PROJECT Estimated Cost Summary as of May 19, 2010 Support Function
Installation
Software and player computer management Labor w/benefits fixed Labor w/benefits incremental Hardware /software fixed Database management Labor w/benefits Hardware/software Display device support Labor w/benefits Hardware spares one-‐time Hardware spares ongoing TOTAL
$13,162 $10,000 $3,615 -‐ -‐ -‐ -‐ $26,777
Annual On-‐ Going $11,362 $5,000 $3,155 -‐ -‐ -‐ -‐ $19,517
Annual Cost/ 100 devices $2,250 $1,312 $1,475 $369 $5,406
ASSUMPTIONS/NOTES 1. ITS only provides support for the functions listed above and does not have any program management, content administration, or shared content management responsibilities as defined in the business case. 2. In discussions with the software vendor, it is the understanding of ITS that the player computers run the application and communicate directly with the database (i.e. no central application server is required). 3. Per the software vendor, the SQL database is expected to be small (maximum size of 30 GB). 4. Depending on the system availability requirements and support model, on-‐call costs for one or more of the functions listed above may be necessary and the associated costs would need to be calculated and added to this estimate.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 26 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
ESTIMATES FOR SOFTWARE (AND PLAYER COMPUTER) MANAGEMENT This includes annual software/hardware costs for supporting the service (~$5k) and estimated staff time (~250 hours/year). The staff time includes providing basic customer setup and ongoing support. It is also expected that some additional software/hardware costs and staff time would be required for the initial setup of the service. This is estimated at ~$10k and ~40hours (respectively) on top of the annual cost. The salary rate used is for a system administrator intermediate at $58,000/year plus 36% benefits and calculating the hourly rate from 1,740 hours/year. Item
Description
Test and Deploy Windows Updates Add Windows Updates to Image Deployment System Content Player Updates
Task Time Annual Estimate Quantity (hours)
Test and Deploy Monthly Windows Updates to Digital Signage Systems Add monthly Windows Updates to digital signage image and/or Microsoft Deployment Toolkit (MDT). Test and deploy content player updates and add updated content player to image and/or MDT. Estimating 4 updates per year Configure Player Configure player system in DNS, MDT, Systems for Reload Content Manager DB, and BigFix. Estimating 100 new signage systems per year Signage System Daily check of signage player systems and Monitoring review of event log exceptions. Signage System Create new digital signage loadset to Loadset support new operating system and Development hardware. It's estimated that this will occur every two years. General signage Answer support questions from signage software support users. Investigate signage software and troubleshooting problems. Estimate 1 hours per week TOTAL HOURS HOURLY RATE TOTAL COST
Annual Total (hours)
2
12
24
1
12
12
8
4
32
.5
100
50
.25
250
62.5
40
.5
20
1
52
52
252.5 $45 $11,362
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 27 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
ESTIMATES FOR DATABASE MANAGEMENT Year One: Initial set-‐up and testing: $2260 (40 hours to get acquainted with application, determine database requirements, and set up test and prod instances) Monthly on-‐going support: $1355 (assumes 2 hours/month for troubleshooting, monitoring, maintenance, support) TOTAL $3615 Subsequent Years: Monthly ongoing support: $1355 (same as year one) Annual upgrade effort: $1800 (assumes 32 hours of effort for upgrading and troubleshooting test and prod instances) TOTAL $3155 In addition, there would be a small hardware cost associated with these database instances. ESTIMATED DISPLAY DEVICE SUPPORT PER 100 DEVICES 100 100 4% 8 4 32 $41 Annual Labor Expense 1% Display spares (32” & 47”) 1% Mac Minis spares One-‐time total/100 displays Annual cost/100 displays based on 4 year replacement cycle
Signs Mac Minis Estimated failure rate Support calls Hours per call (2 techs * 2 hours) Hours per year (if 4% failure rate) Hardware technician hourly rate $1,312 $825 $650 $1,475 $369
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 28 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDICES Appendix A – Participating Units
30
Appendix B – Pilot Timeline
32
Appendix C -‐ Pilot Roles
33
Appendix D -‐ Unit Implementation Summaries and Recommendations
34
Appendix E – Examples of Digital Signage Deployments
49
Appendix F – Details of initial installation Costs
51
Appendix G -‐ Pilot Cost Savings
52
Appendix H -‐ References
53
Appendix I – Letters of Support
54
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 29 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX A – PARTICIPATING UNITS
Unit 1. 2. 3. 4. 5. 6. 7. 8.
Pilot Units Cancer Center Dentistry Education Housing Nursing Palmer Commons Social Work Rackham
Additional Units – Pilot Solution 9. Career Center 10. Financial Aid 11. Ford School of Public Policy 12. Kellogg Eye Center 13. LSA -‐ Chemistry 14. Medical School 15. Transportation Research Institute 16. Undergraduate Admissions 17. Athletics Additional Units – Different Solutions 1. Business – developed in-‐house 2. Unions TOTAL DEVICES DEPLOYED (177) Additional Units – Pilot Solution 1. LSA -‐ Physics 2. School of Public Health 3. University Hospital Cafeteria TOTAL STARTED (5) TOTAL DEVICES POSSIBLE (190) Granny: Digital Signs\Digital Signage Central Services
Status
Number of Display Units Interactive Wayfinding Other
Signage
Deployed Deployed Deployed Deployed Deployed Deployed Deployed Deployed
-‐ 16 8 1 -‐ -‐ 5 2
-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐
12 10 -‐ 33 6 7 8 -‐
Deployed Deployed Deployed Deployed Deployed Deployed Deployed Deployed Deployed
-‐ -‐ -‐ 1 -‐ 5 -‐ 1 -‐
-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ 25
1 1 2 2 6 3 1 12 2
Deployed Deployed
-‐ 39
-‐ 25
7 8 121
-‐ -‐ -‐
-‐ -‐ 5 5
-‐ -‐ -‐
39
30
121
Started Started Started September 14, 2010
Page 30 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
1. 2. 3. 4. 5. 6
Additional Units Investigating Pilot Solution Engineering Investigating ISR Investigating Law Investigating Libraries Investigating LSA Investigating North Campus Research Center Investigating
Additional Units Investigating a Different Solution 1. School of Information – possibly Cisco
2-‐3
-‐
-‐
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 31 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX B – PILOT TIMELINE 2007 Q4:
Research and RFI (40 vendors)
Q1:
"Signage Vendor Fair" (10 vendors), RFP (15 vendors), site visits (3 vendors)
Q2:
BAFOs received; system design and project planning begun
Q3:
IT Commons project support Agreement for pilot drafted
Q4:
Provost subsidy approved to support pilot deployment
Q1:
OSEH funding for shared licensing approved; Hardware purchased; system implementation begun; deployment at Housing (first static signage deployed); "look and feel" for campus signage completed
Q2:
Implementation at Palmer Commons and Social Work (first shared-‐design branded static signage deployed)
Q3:
Implementation at Rackham (first interactive signage deployed)
Q4:
Implementation at Dentistry, Education (additional interactive wayfinding devices)
Q1:
Planning for transition of project to centralized management and support; implementation at other facilities
Q2:
Transition to a central service using the new IT governance
2008
2009
2010
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 32 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX C -‐ PILOT ROLES Shared Roles Project Lead:
Doug Chase (Dentistry) -‐
[email protected] (no longer with UM)
Database/Server Admin:
Glen Yeager (Housing) -‐
[email protected]
Graphic Designer:
Laura Rodrian (SI/Rackham) -‐
[email protected]
Wayfinding Implementation: Marc Williams (Rackham) -‐
[email protected] Vendor Roles: Four Winds Interactive Project Manager:
Greg Newman -‐
[email protected]
Signage Architect:
Tor Stenbakken -‐
[email protected]
Lead Developer:
Dave Shapiro -‐
[email protected]
Roles used in Individual Units Signage Lead
Communications or marketing manager or other administrator
Technical Lead
Network or desktop support manager
Creative Lead
Graphic design or other media manager
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 33 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX D -‐ UNIT IMPLEMENTATION SUMMARIES AND RECOMMENDATIONS
SCHOOL OF SOCIAL WORK – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x x
4 Static Signs – 1 per floor 1 Interactive Sign – 1st floor, secondary entrance EXPECTED DEPLOYMENT
x x
11 Static Signs – 1 at every major stairwell hallway intersection and 1 in front lobby 5 Interactive Signs – 1 at each major 1st floor entrance, 1 in the elevator lobby on each floor BASIC DESIGN
x x x
Static sites required lockable mounting bracket for CPU and a bracket for the screen. Interactive sites had a special designed box frame created by Panel Works. Static sites were mounted as close to the ceiling as possible. Interactive signs were hung with careful consideration given to wheelchair access and fire safety. All player machines were built on Mac Minis using a Windows XP image. OTHER ACCOMPLISHMENTS
x x
x
Several Content Manager template layouts were applied to the layout design developed by Rackham for other departments to duplicate. Way-‐finding Wiki developed as the Social Work Site was built to provide a resource for other departments. The Wiki includes step by step instructions and images to assist in the application building. Troubleshooting and write up were created for egresses, which are used by the Four Winds software to handle elevator and stairway paths. FUTURE SCHOOL OF SOCIAL WORK PLANS
x x x x x
Deployment of remaining stations. Plans to include directional way-‐finding for locations outside of SSWB. Development of way-‐finding for the International Institute (which shares the SSWB). Mapping of current SSW classes to assist new students in finding classrooms. Development of a digital signage style sheet to assist other units in providing similar looking layouts.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 34 of 56
Digital Signage and Wayfinding – Business Case for a Public Good RECOMMENDATIONS – UNIVERSITY WIDE x x
x
x
x
Standard designs – The separate schools should work together to develop a standard design and layout to assist in user-‐experience throughout the university. Cooperative content – Content should be made available for all schools to use in developing digital signs. Things such as a campus map, logo, and some functionality-‐oriented images are already available. Centralized and cooperative support – The software is simple enough that the current Wiki and cooperative communication are available to assist in many obstacles that come up in developing the signs. In the future, it would be wise to have a centralized location to turn to for issues with the software. In addition, the community aspect of support should continue to be encouraged and the Wiki should be kept as up-‐to-‐date as possible. Continued communication – It will be important to arrange regular meetings with the primary users of the Content Manager along with a Four Winds representative(s) to provide workshops, updates, and additional information sharing. Regular template and content management –A method of copying templates and content will need to be understood by the digital signage managers of each department. This is especially true regarding the use of cooperative templates, images, and other content. Copying will prevent a base item from being altered. In addition, regular content cleanup of content and templates will be required.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 35 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
RACKHAM GRADUATE SCHOOL – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
st
2 Interactive Kiosks – 1 floor, Lobby EXPECTED DEPLOYMENT
x
2 Interactive Kiosks – 1st floor, Lobby BASIC DESIGN
x x x
Interactive kiosks use stock PDS-‐4200 enclosures from Panel Works. All player machines were built on Mac Minis using a Windows XP image. Kiosks connect to the network over WiFi and MWireless. OTHER ACCOMPLISHMENTS
x
Rackham designed mockups for static and interactive applications with input and approval from the DSW pilot group. We worked with Four Winds Interactive to develop the mockups into working templates and shared the result with other departments. FUTURE PLANS
x
We have experimented with creating an interactive campus map. RECOMMENDATIONS – UNIVERSITY WIDE
x x x
x
Style Guide; schools should continue working together to develop a style guide. Documentation; work with Four Winds Interactive to gather and develop complete documentation for the Content Manager and Player. Quick Start Disk; organize all content items and templates and create a “signage kit” disk image anyone could install and quickly customize. This kit could have the content manager and a generic sign or kiosk already installed. Meetings and Support; regular meetings and training for all digital signage managers.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 36 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
FORD SCHOOL OF PUBLIC POLICY – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
2 Static Displays are in the process of being deployed BASIC DESIGN
x
Currently using Axis TV, which is flawed and difficult to use and support. RECOMMENDATIONS – UNIVERSITY WIDE
x
Would like centralized support is accessible and responsive.
SCHOOL OF EDUCATION – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
8 Wayfinding/Interactive displays EXPECTED DEPLOYMENT
x
May add one or two additional static displays OTHER ACCOMPLISHMENTS
x
x
Displays currently have the following options: wayfinding for building and central campus, events list with detail and locations, people directory, recent school news, weather, date and time, and promotional banners (which are active when interactive options are not in use). The Central Campus wayfinding currently displays on 6-‐7 locations but we can plan to develop it to cover all major locations on campus. RECOMMENDATIONS – UNIVERSITY WIDE
x x x x
Add a directory list and enable touch (in addition to scroll) functionality. Fix parameters (enable multiple parameters use) Reposition zoom with ADA requirements on the wayfinding signs. Provide templates library
UNDERGRADUATE ADMISSIONS – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS September 14, 2010 Page 37 of 56
Granny: Digital Signs\Digital Signage Central Services
Digital Signage and Wayfinding – Business Case for a Public Good CURRENT DEPLOYMENT x x
12 Static Displays 1 Wayfinding BASIC DESIGN
x
Displays integrate with our Tel Systems A/V equipment.
THE CAREER CENTER – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
1 Static Display RECOMMENDATIONS – UNIVERSITY WIDE
x x
Mac interface Would like help with training and how to use the design and deployment software
PALMER COMMONS – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
7 Static Displays OTHER ACCOMPLISHMENTS
x
Ability to pull database info off an offsite server – auto daily restart with successful MWireless and VP re-‐login. RECOMMENDATIONS – UNIVERSITY WIDE
x
Have a good understanding on how to implement the most popular items that most digital sign users would want.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 38 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
SCHOOL OF DENTISTRY – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x x
10 Static Displays 16 Wayfinding Displays OTHER ACCOMPLISHMENTS
x x
Communicates school wide events Enhanced content delivery to users in the building. RECOMMENDATIONS – UNIVERSITY WIDE
x x x x
Software changes and improvements to the user interface. Make it easier to deposit content into specific folders with fewer steps. Easily accessible templates. DSW problem solving providers.
UNIVERSITY HOUSING – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x x
33 Static Displays 1 Wayfinding Display EXPECTED DEPLOYMENT
x
5-‐10 additional displays. OTHER ACCOMPLISHMENTS
x
Signage does much more than transmit information for University Housing. We are able to deploy a common platform that we use in multiple ways, including replacing expensive, custom menu boards in our dining and retail facilities. However, the most innovative use of signage is for the purpose of building community; large digital displays are a key component of our RICHI program (Residents Interacting to Create Community and Hall Information). RICHI program attempts to synthesize face to face community with online community. There are two key premises. First that the content of any community or information system should be a product of both our student residents and the staff that live in the residence hall. Second, that information originally submitted online, and then displayed on large screens in high traffic areas, will help create and enhance a
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 39 of 56
Digital Signage and Wayfinding – Business Case for a Public Good common community by creating a shared, public experience of consuming information. In this way the members of the community see that the online information relates to their daily physical world, and that other members of the community are consuming the same RECOMMENDATIONS – UNIVERSITY WIDE x
Better documentation. More robustness in the WYSIWYG, Windows-‐like features of the Content Manager. More timely implementation of bug fixes and more functionality in the directory-‐like interface that would allow easier storing of, simpler access to, easier manipulation of, and search and filtering of multiple folders of content.
x
Centralized support should take direction from a governance group of users of the signage system. Central support should carefully implement Central support should provide University standard templates for common signage features, such as a common look and feel for initial screen, interfacing to University standard applications such as Outlook calendaring. Central support should provide consulting and information for departments looking to implement signage for the first time. Central support should maintain and enhance the interface to DPS emergency alerts and make sure this is property implemented in all signage deployments.
x
It took only a few hours (2-‐4) to adapt a simple, static template provided by Rackham and Four Winds. For the RICHI project templates were developed with unique layouts and graphical elements. I estimate that we have spent over 280 hours developing these templates. UM TRANSPORTATION RESEARCH INSTITUTE – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT
x
1 Static Display BASIC DESIGN
x x
Currently using Legacy System Exhibio. Have a desire to migrate to campus wayfinding product Four Winds Interactive (FWi).
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 40 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
COMPREHENSIVE CANCER CENTER – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
12 Static displays are in the process of being deployed. OTHER ACCOMPLISHMENTS
x x
x
We will be deploying the displays in patient waiting areas to present informational content about cancer center programs and treatments (essentially patient education). In addition, we will be presenting relaxation videos on the equipment. Past research has demonstrated that this type of media can be efficacious in reducing anxiety. We are planning a pre-‐ post study to assess this impact, along with the impact of the patient education materials. A particular area of interest will be to study if the signs are useful in increasing clinical trial recruitments. RECOMMENDATIONS – UNIVERSITY WIDE
x
This project needs several things: o A dedicated project manager or support group o Common video engineering specifications or a consulting group that can provide these units as a "plug and play" solution.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 41 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
ATHLETICS – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x x
2 Static Displays 25 static in the stadium by Fall EXPECTED DEPLOYMENT
x x x
75 Static Displays 2 Wayfinding Displays 15 Interactive Displays BASIC DESIGN
x x x
Supporting own system. Will be using them at the stadium and arena areas for concession menu boards. Also using them for informational displays and possibly some interactive. RECOMMENDATIONS – UNIVERSITY WIDE
x x x
First experience with Four Winds tech support was not positive. Consistency with interface. Redundancy, Service Level Agreement, Off Hours support, and a University Rep acting as a liaison with Four Winds.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 42 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
MEDICAL SCHOOL – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
3 Static/Interactive signs are currently deployed. EXPECTED DEPLOYMENT
x x
2 additional interactive signs for Guessing 25-‐75 additional informational signs are estimated over the next year (mostly static) BASIC DESIGN
x x x x
Using a customized software, but may need to migrate to Four Winds. Currently supported by Medical School Information Systems desktop support. Current boards are used for client ticketing and staff in and out board. The feed for the client ticket boards comes from the ticketing system.
KELLOGG EYE CENTER – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
2 Static Displays -‐ Marketing EXPECTED DEPLOYMENT
x
1 Wayfinding sign is on hold BASIC DESIGN
x x
Created own display Using video displays with marketing messages displayed. OTHER ACCOMPLISHMENTS
x
Static boards are eye catching with nice photos of faculty and health providers.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 43 of 56
Digital Signage and Wayfinding – Business Case for a Public Good LSA –DEPARTMENT OF CHEMISTRY – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
6 Static Displays EXPECTED DEPLOYMENT
x
None currently planned due to funding. OTHER ACCOMPLISHMENTS
x x x x
Communications in the building is much better. Active directory online, building notifications, as well as emergency capabilities. Have been consistent with notification of seminars, events and daily news/weather. Has Magic Bus entrance points and has been well received. RECOMMENDATIONS – UNIVERSITY WIDE
x
Any kind of University support and a centralized point of reference for information.
LSA – DEPARTMENT OF PHYSICS – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
Had 1 deployed, but stopped using. BASIC DESIGN
x
Used an early version of the software and it didn’t work. RECOMMENDATIONS – UNIVERSITY WIDE
x x
Stopped using displays because half of the display stopped working. There was too many problems. Either features were not working or were not yet implemented, or worked with Windows XP but not with Vista or Windows 7.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 44 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
OFFICE OF FINANCIAL AID – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
1 Static Display BASIC DESIGN
x
Using a local database OTHER ACCOMPLISHMENTS
x
We integrated Live TV with our S.A.B. lobby display. RECOMMENDATIONS – UNIVERSITY WIDE
x x
Content Manager is not stable when using central database. We resorted to using a local database. Would be nice to know who the Active Directory administrators are.
SCHOOL OF NURSING – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS CURRENT DEPLOYMENT x
6 Static Displays EXPECTED DEPLOYMENT
x x x
8 Static Signs – 1 at every major stairwell hallway intersection and 1 in front lobby 2 Interactive Signs – 1 at each entrance way to the building 4 Interactive Wayfinding Kiosks – 1 on each floor of the building BASIC DESIGN
x x x x
Static signs required lockable mounting bracket for CPU and a bracket for the screen. Static signs were mounted as close to the ceiling as possible. All player machines were built on Mac Minis using a Windows Vista image. School of Nursing also utilized the template developed by School of Social Work and customized to fit our Schools needs. OTHER ACCOMPLISHMENTS
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 45 of 56
Digital Signage and Wayfinding – Business Case for a Public Good x
x
In addition to utilizing the signs for School announcements and events, they are used for educational purposes. Our Student Services unit has created a “quiz” to explain the masters program. This has been well received by students. Signs are also being used as another format of announcing special academic or research recognition of students and faculty. FUTURE PLANS
x x x x x x x
Deployment of remaining stations. Plans to include directional way-‐finding for locations outside of SoN. Mapping of current SoN classes to assist new students in finding classrooms. Mapping of SoN building in relation to other buildings on campus to assist visitors to campus and for student orientation. ( this occurs in a building outside of SoN). Utilize color to highlight special areas for students, ie. Student Services, financial area, lounges for undergrad, masters, and post-‐doc students. Player migration to Windows 7 Deploy Digital Signage VLAN RECOMMENDATIONS – UNIVERSITY WIDE
x
Training for users unfamiliar with the system – Although Four Winds has online tutorials, and training documents, it may be helpful for new users to have access to “short” videos that highlight particular tasks. These could be created and made available to all users via the Ctools or other site. (i.e. 1-‐2 minute videos similar to those found on the Qualtrics (survey tool) web site.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 46 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
SCHOOL OF EDUCATION – DIGITAL SIGNAGE SUMMARY AND SUGGESTIONS
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 47 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 48 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX E – EXAMPLES OF DIGITAL SIGNAGE DEPLOYMENTS
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 49 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 50 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX F – DETAILS OF INITIAL INSTALLATION COSTS FOR ONE DISPLAY Initial Installation Costs
Digital Sign
Interactive/Wayfinding
1
Training
$ 1,160
$ 1,160
Player computer
$ 800
$ 800
$ 1,200
$ 5,000
$ 3,160
$ 6,960
Display devices 2
Conduit, power and network costs Total One-‐Time Costs 1
One day training from vendor for the content administrator and program manager. This would be unnecessary if the Program Manager provided in-‐house training. 2 These cost are extremely variable from facility to facility and thus are not estimated.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 51 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX G -‐ PILOT COST SAVINGS Software License Labor for Media Design 3 Server Hardware2 Server Administration
Estimated Savings To-‐Date for Initial Costs If Individual Deployment Per Unit Units1 Pilot Costs $ 10,000 $ 190,000 $ 50,000
Estimated Savings $ 140,000
see below $ 227,000 $ 21,000 $ 206,000 $ 1,000 $ 19,000 $ 10,000 $ 9,000 $ 6,240 $ 118,560 $ 10,000 $ 108,560 $ 463,560
At the time of this writing, 20 units have deployed or have started implementation
1
Labor for Media Design Interactive app develop Directory/ wayfinding template Design (60 hr. x $80)
Per unit $ 12,000 $ 5,000 $ 4,800
Number of Units 8 7 20
Total
$ 96,000 $ 35,000 $ 96,000 $ 227,000
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 52 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX H -‐ REFERENCES Digital Signage and Wayfinding Pilot Wiki https://knowledgebase.umich.edu/kbwiki/index.php/The_Digital_Signage_and_Wayfinding_Pilot
Digital Signage and Wayfinding Pilot Project Definition; November 24, 2008; Doug Chase Digital and Interactive Signage and A Centrally-‐Managed Service; November 15, 2009; Doug Chase Digital Signage and Wayfinding Pilot Project Schedule; February 2, 2009; Doug Chase “Digital Signage and Wayfinding – Semi-‐Official Project Blog: Blogging a large-‐scale collaborative IT pilot at the University of Michigan;” accessed March 8, 2010; http://mblog.lib.umich.edu/digitalsigns/
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 53 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
APPENDIX I – LETTERS OF SUPPORT September 13, 2010 Dear Unit IT Steering Committee, I am writing to support the Business Case for a Centrally-‐Managed Service for the Digital Signage and Wayfinding, and to recommend that the Office of the Vice President for Communications manage standardized computer signage across campus. Working with a number of individuals and groups across campus, Gretchen Grey and Lynn Johnson offer an excellent proposal to establish standards and guidelines for the growing use of digital signage at U-‐M. As the plan states, we must act is now if we hope to achieve the benefits of such standardization, as more units are now adding this technology in their facilities for wayfinding and other local communication. From a practical standpoint, it is most efficient and cost-‐effective to use a common vendor and software, and it makes great sense to provide a certain level of standardized formatting so that the signs look similar across campus. During the past few years, with emergency situations such as those at Virginia Tech, it is foremost on the minds of the Executive Officers and those of us in communications to have the ability to use every means possible to issue urgent messages to the campus. The centralized management of digital signs offers an effective complementary tool to our emergency messaging system that could be invaluable in crisis situations. While emergency notification alone is a good argument for such a centralized service, we also see a great opportunity to use the signs to convey other important messages to audiences across campus. Although OVPC is critically involved in emergency messaging, this broader capability for the system makes our involvement a natural. With our Internal Communications, Public Affairs, Marketing and News Service units, we have rich sources of information that could be shared with the campus and visitors through digital signs. Reporting news from the administration; highlighting faculty, staff, student and alumni accomplishments; and promoting major campus events are just some of the ways we can create a greater sense of community in a medium that complements the array of other media that we manage, including the University Record, Record Update, News Service Web site and Gateway. The proposal offers minimum and essential support recommendations with two options—one with the basic systems and a program manager, the second adds a content manager. OVPC is interested in managing the project if the content manager position is included, because it is at this level that OVPC’s expertise will be needed. I look forward to continuing this discussion as the proposal moves through the approval process, and would be happy to elaborate on the possibilities we see for centralized sharing of news and information. Sincerely, David R. Lampe Vice President for Communications Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 54 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 55 of 56
Digital Signage and Wayfinding – Business Case for a Public Good
GLOSSARY Account administration
Control of login access
Content administration
Organization of content so users can contribute to and share a collection graphics, templates, and images
Digital signage
Computerized displays used for informing and advertising
DPS
Department of Public Safety
Hosting (virtual server)
Customers lease a server that is logically partitioned from other servers on one physical storage device
Infrastructure
Basic physical and organizational functions needed to operate digital signage
Interfaces
Interaction between systems
Library structure
System of organizing a collection of resources into virtual containers, i.e. directory
Load/image
Copy of the operating system and other foundation software used to set up computers for the same purpose
MSSQL Server
Database from Microsoft
Repository
Computer storage of a collection of resources
Security and access
Enables control over system login and users’ rights to use system functions
Server
A computer on a network that manages storage and services available to other computers
Server Administration
Housekeeping tasks for and managing access to servers
Shared content
Graphics, images, and other components used by multiple units, such as the University logo
Standards
Established norms on technical criteria, methods, processes, and practices, particularly essential in software’s ability to exchange and use information
Template
A pre-‐existing generic model that has standard components and positioning used to design a screen
Transition
Move the pilot project to a central support model
Trouble ticket tracking
A formal process for ensuring calls for assistance are completed satisfactorily
Unit
An organization, such as a department, or a group of co-‐residents such as the North Campus Research Complex
Version control
Management of patches and upgrades to software
Wayfinding
One application of computerized signs that shows users maps to elevators, meeting rooms, offices, etc.
Granny: Digital Signs\Digital Signage Central Services
September 14, 2010
Page 56 of 56