2008 Ebu Training BBC Scotland From QMD to PQ
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2008 Ebu Training BBC Scotland From QMD to PQ

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2008 Ebu Training BBC Scotland From QMD to PQ Presentation Transcript

  • 1. EBU Presentation By Bruce Malcolm Chief Operating Officer BBC Scotland 1
  • 2. How was the project managed and structured? Strong leadership/sponsorship from Ken MacQuarrie, Controller Scotland “One BBC Scotland” view and no competing priorities. Well resourced Programme Management Office led by Project Director. Clear business accountabilities through sponsors, leads and accountable executives. Clear decision making process. 2
  • 3. Contractors and Budgets Technology One systems integrator appointed – Siemens – to take all delivery risk. Existing relationship as BBC’s chosen technology supplier through their purchase of BBC T. All subcontracting etc. done through Siemens. Innovative cap/collar pricing arrangement to incentives cost reduction but also cap BBC’s financial exposure. p p Outsourcing simultaneously of all technology support functions in i new digital, tapeless world. di it l t l ld 3
  • 4. Contractors and Budgets Property Build Financed by off balance sheet bond to avoid capital outlays. Built by Bovis B ilt b B i under LST management with BBC as client under d t ith li t d 30 year lease. David Chipperfield – lead firm of architects designed the building. Works very well – open plan, transparent, democratic, e.g. no offices, parking free on first come first served basis Use of local design companies and materials to ground building in Scotland. 4
  • 5. Key Success Factors and Lessons Learnt We have created one of the most advanced broadcasting centres in the world. We have transformed how we work across all platforms and genres. The transformation has encompassed: True cross platform working Digital/tapeless workflow HD production Digital Library We believe it puts us in ideal position to respond both to global changes in the media industry and particular Scottish challenges challenges. We will achieve a significant cost reduction of approximately 25 – g pp y 30%. 5
  • 6. Key Success Factors and Lessons Learnt Structural change has accompanied the move to allow us to benefit from new facilities. facilities Project delivered on time and on budget. j g 6
  • 7. What Helped Us Achieve This? Strong vision for technology and transformation. We did not deviate from this ambition which was quite far sighted at times e.g. tapelessness HD, etc. e g tapelessness, HD etc Early engagement of the business i.e. production in design process. Their requirements were built in early. Merging of IT/Broadcast networks and support. g g / pp DBH contract with cap/collar helped deliver on time and on budget. b d t Involvement of staff from all levels and constant communication through whole raft of means e.g. user groups, newsletters, etc. 7
  • 8. What Helped Us Achieve This? Strong programme office (PMO) which applied rigorous procedures but was grounded in meeting the business’s requirements. requirements 14 clear benefits workstreams with sponsorship and leadership to deliver our financial targets. 8
  • 9. What Could We Have Done Better / Learning Points Post Production solution very ambitious. Suffered from teething and integration problems. Continue to work on this complex area. area Careful defining of requirements, contracting with requirements suppliers, involving production etc. is required here. Dealing with Siemens – Relationship of Siemens/Avid was in our view problematic. Staff in certain areas attempting to impose old ways of working on the new system. Clearer definition of required workflow changes would have helped. helped Quantity and quality of resource available for project management in Scotland was problematic. Integrating systems across the piece was our single biggest headache! 9
  • 10. What Could We Have Done Better / Learning Points Can’t emphasise enough need to define workflows/deliverables very tightly. Retrofitting workflows to given technology solutions is difficult There is an almost linear relationship between difficult. success of solution and early definition of requirement. Difficulty of engaging senior staff in decision making. C Change requests are costly and difficult and should be g q y minimised. 10