Tonya Emmerich

Here, I developed the YouTube Asset Delivery and Management System (ADAM) in conjunction with INgrooves and DigiPlug (Accenture) for Universal Music Group, within the Agile software development framework.

ADAM system rationalized "product-based" claiming rights, sourced from the UMG Digital Supply Chain to an "asset level" in order to comply by the YouTube XML delivery specification.

The ADAM Rules Engine enabled UMG to claim user-generated content (owned by UMG or their clients) on YouTube.

This was a very complex project not only in terms of requirements (for the rules engine) but also due to the fact I had to coordinate with various teams across the globe.

Here, I implemented product backlog requirements to an existing web-based system (a media portal for Universal Music Group, built on the Microsoft .NET framework) within an Agile software development framework (Scrum).

We successfully released new increments every four weeks. It was a pleasure to work on this project!

The main goal was to evaluate and recommend a proper replacement by either MINT or SUN Microsystems JCAPS for FirstRand Bank. This involved a complex process and system analysis, re-engineering, and documenting the business functions performed by the software (MERVA and TRECON) FirstRand Bank Limited Group—the software had been mainly used to support its message handling and management transactions (SWIFT).

I successfully identified all of the processes that fell within the scope of the analysis. I then created a requirements model that identified the automation requirements based on the process model and wrote a recommendation report (including roll-out plan) that mapped the automation requirements to the various software solutions.

At the time, WPP’s agencies did not have a solution that met their needs—their campaign planners and buyers were not able to create campaign plans that could capture the crucial data.

Not only did this create a missed opportunity to gain valuable insights from the data but it resulted in various issues:
• For client plan creation, too much time was being spent aggregating individual media plans
• Multiple versions of plans were not stored centrally—resulting in no reporting opportunities
• Non-standardized client reporting
• Inefficient planning processes
• Duplicate data entries
• Inaccurate forecasting

This project would have a huge impact on how planners completed their day-to-day work. It was, therefore, challenging to create an MVP that would excite and make planners want to use the new system. Agency adoption was crucial in securing funding for further development of the system.

Therefore the MVP was built as a solution that was very similar to what planners were used to but with the addition of having to reference the master data and saving the data for reporting purposes. To cut complexity and reduce risk, a phased roll-out was agreed upon whereby the MVP would be used on only a few campaigns.