DIGITAL SIGNAGE AND WAYFINDING. Business Case for a Public Good

            DIGITAL  SIGNAGE  AND  WAYFINDING   Business  Case  for  a  Public  Good                   Prepared  By:   Gretchen  Grey   Lynn  John...
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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    

 

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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  

 

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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    

 

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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.  

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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.  

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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.  

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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.  

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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.  

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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.  

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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.  

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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:  

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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.  

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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  

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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.  

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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.  

   

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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.        

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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.

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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.  

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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          

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              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          

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Individual   DPS   Units  

                            x        

  x   x                                

Content   Manager  

                  x   x   x   x   x     x   x   x  

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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  

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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  

 

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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    

 

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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    

 

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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.  

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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.  

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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  

 

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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  

   

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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  

     

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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  

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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  

-­‐  

-­‐  

 

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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  

 

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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  

 

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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.  

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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.  

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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.  

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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  

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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.  

 

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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  

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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).    

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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.  

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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.  

 

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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.  

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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.    

 

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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  

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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.    

 

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SCHOOL  OF  EDUCATION  –  DIGITAL  SIGNAGE  SUMMARY  AND  SUGGESTIONS                                    

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APPENDIX  E  –  EXAMPLES  OF  DIGITAL  SIGNAGE  DEPLOYMENTS    

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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.  

 

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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    

 

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 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/  

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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    

 

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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.    

 

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