1
2012 Presidential Debate
October 3, 2012 - Denver, CO
University of Denver
An “insider’s” Perspective!
5 Step Process:
Step 1 – Celebration!
Step 2 – Oh Crap!
Step 3 – Everyone take a breath, we can do this!
Step 4 – Uh, we c...
Design and implement an overlay multimedia, communications platform to support the 2012
Debate and future media-rich event...
Strategic Approach
4
# 1 Quality # 2 Reliability # 3 Cost
Effectiveness
• No second chances
• Select the “best of breed”
p...
# 4 Reusability
How do we make the most of our investment?
Critical component of planning for project resources.
Presented...
# 4 Reusability
Magness Arena, Ritchie Center and other venues are now “media-ready”.
6
Strategic Approach
• Engage experienced partners to
supplement/compliment internal resources
• Don’t reinvent the wheel; “the media knows wha...
8
Project Requirements
Project Scope: the overall project included over 100 pre- and post-debate events engaging
faculty, ...
The project included:
• Telecommunications (Internet, Wi-Fi, local
production networks, VoIP, voice, and various
channel s...
• Bulk of requirements came from the CPD – Commission
on Presidential Debates
• Started with a vague contract (March 2012)...
1st of 3 Presidential debates
• October 3, 7:00 – 8:30 p.m.
• Moderator was Jim Lehrer, PBS
• Debate Topic was Domestic Po...
 18 months from initial bid to CPD to
actual event
 Over 1 year of planning & preparation
 8 months to construct
teleco...
Scope – expect the scope to change up to last minute; plan for it
Secret Service and Security
• On site over 90 days
• Sig...
Teardown and cleanup
Bring Ritchie Center and Campus
back to normal operations!
Built and implemented over 6
months – tear...
15
Questions and Comments
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TechMunch Presents: The Presidential Debate 2012 – A Project Management Approach with Tim Brooks

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Abstract: Hosting a presidential debate is an undertaking of monumental proportion. Utilizing a risk and project management approach was a key success factor to planning and implementing the debate and over 100 other media rich events. Tim will discuss the overall strategy, tactics, major milestones, opportunities, challenges and lessons learned.

Speaker Bio: Mr. Brooks became the Vice Chancellor and Chief Technology Officer on December 1, 2011. He has 25 years of experience in information technology with over 20 years serving higher education institutions. Most recently Mr. Brooks served as the Vice President and Chief Information Officer for Saint Louis University and the Director of Information Systems and Security for Washington University in St. Louis. Mr. Brooks oversees University wide technology planning, integration, and support. He is also responsible for ensuring the strategic alignment of technology related projects, products and services with the overall University vision, mission and goals.

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TechMunch Presents: The Presidential Debate 2012 – A Project Management Approach with Tim Brooks

  1. 1. 1 2012 Presidential Debate October 3, 2012 - Denver, CO University of Denver An “insider’s” Perspective!
  2. 2. 5 Step Process: Step 1 – Celebration! Step 2 – Oh Crap! Step 3 – Everyone take a breath, we can do this! Step 4 – Uh, we can do this with some help. Step 5 – This is a University-wide, city-wide, regional event. With the right partners and integrated planning, we will succeed. 2 An “Insider’s” Perspective”
  3. 3. Design and implement an overlay multimedia, communications platform to support the 2012 Debate and future media-rich events, meeting or exceeding the formal CPD specifications. The design was based on the following guidelines: 3 Strategic Approach #1 Quality # 2 Reliability # 3 Cost Effectiveness # 4 Reusability
  4. 4. Strategic Approach 4 # 1 Quality # 2 Reliability # 3 Cost Effectiveness • No second chances • Select the “best of breed” products, services, and partners • Ensure the quality of service first; all else is a distant second • Fully redundant design for voice, data, wireless, Internet and CCTV • Dual staffing • Redundant NOCs • Risk based contingency plan • Leverage existing talent and resources; supplement with business partners • Select equipment that is part of our technology roadmap • Lease vs. Buy • Leverage sponsorships and supporters
  5. 5. # 4 Reusability How do we make the most of our investment? Critical component of planning for project resources. Presented tremendous opportunities for the University. 5 Strategic Approach Follow up infrastructure projects: • Redundant I1/I2 • Firewall Upgrades • Core Switch Upgrades • Data Center Switch Upgrades • 500 VoIP Phones • 1300 PoE ports • Digital Signage Upgrades • DNS/DHCP Upgrades • Increased virtualization from 60 75% • Student Printing Upgrades Anderson Academic Commons
  6. 6. # 4 Reusability Magness Arena, Ritchie Center and other venues are now “media-ready”. 6 Strategic Approach
  7. 7. • Engage experienced partners to supplement/compliment internal resources • Don’t reinvent the wheel; “the media knows what they want!” • Program/Project Management 101 (Scope, Budget, Quality) • Schedule was non-negotiable • Design for flexibility and scalability • Assume the scope is a moving target • Risk Management approach 7 Major Tactics
  8. 8. 8 Project Requirements Project Scope: the overall project included over 100 pre- and post-debate events engaging faculty, staff, students, and the community at large. On October 3rd we hosted a campus- wide “debate-fest” in conjunction with the kickoff presidential debate.
  9. 9. The project included: • Telecommunications (Internet, Wi-Fi, local production networks, VoIP, voice, and various channel services, 3G/4G LTE) • Video Production (Major Media video production, localized CCTV) • Audio Systems (Media audio feed and localized audio services) • Credentialing and Authentication services • Desktop, printing and duplication services • Redundant web services • Various specialized media services • Digital photography networks • Dedicated channelized circuits 9 Project Requirements
  10. 10. • Bulk of requirements came from the CPD – Commission on Presidential Debates • Started with a vague contract (March 2012) • Scope more granularly defined (May/June 2012) • CPD Visits • Secret Service Visits • Pre and Post-debate events • Moving target! • Service changes received on day 0 • Media outlets provided basic and often ambiguous technology requirements • Assume it will change 10 Managing Scope
  11. 11. 1st of 3 Presidential debates • October 3, 7:00 – 8:30 p.m. • Moderator was Jim Lehrer, PBS • Debate Topic was Domestic Policy • Inside DU’s Ritchie Wellness Center- Magness Arena 3,000 media journalists: • 700 foreign media from 47 countries Final Nielsen Media Research rating was 67.2M viewers • 200M internationally • 10.3M tweets during the 90 minute debate 11 109 other programs, lectures and events from Nov 1, 2011-Oct 4, 2012 • 1,000 guests in the audience including 297 DU students • 5,000 guests at “Debatefest” ROI Analysis • $5 million cost including CPD fee • Over $55 million in estimated marketing value • $36 million on debate day alone • Undergraduate applications up significantly Outcomes
  12. 12.  18 months from initial bid to CPD to actual event  Over 1 year of planning & preparation  8 months to construct telecommunications elements  48 hours to dismantle…  145 Technology personnel were credentialed for event  3.2 GW for technology (enough to power 3,200 homes)  100,000 feet of CAT5e cable 12  2 x 10Gb WAVE based Internet connections w/DDOS. Completely isolated from campus connection.  1,300 voice lines & custom phones  1,300 1 x GigE ports  Ubiquitous 802.11n wireless  125 x 42” HD television monitors and stands  135 x CATV drops  10 x HD channel lineup  Externally hosted debate website Technology by the numbers
  13. 13. Scope – expect the scope to change up to last minute; plan for it Secret Service and Security • On site over 90 days • Significant impact on design and delivery of IT services Program/Project Management • Hire a program manager and carefully select project managers • Single, integrated plan • Regular program steering meetings; internal and external stakeholders • Get external stakeholders involved very early Great opportunity to invest in campus infrastructure Rebranding and Logos! DU 150th Sesquicentennial Celebration (2014) Don’t assume your team is OK. Be visible and attentive. 13 Challenges, Opportunities and Lessons Learned Follow up infrastructure projects: • Redundant I1/I2 • Firewall Upgrades • Core Switch Upgrades • Data Center Switch Upgrades • 500 VoIP Phones • 1300 PoE ports • Digital Signage Upgrades • DNS/DHCP Upgrades • Increased virtualization from 60 75% • Student Printing Upgrades
  14. 14. Teardown and cleanup Bring Ritchie Center and Campus back to normal operations! Built and implemented over 6 months – teardown had to be completed in 36 hours! 14 The fun is not over yet!
  15. 15. 15 Questions and Comments

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