Creating business value from big data and business analytics : organizational, managerial and human resource implications

This paper reports on a research project, funded by the EPSRC’s NEMODE (New Economic Models in the Digital Economy, Network+) programme, explores how organizations create value from their increasingly Big Data and the challenges they face in doing so. Three case studies are reported of large organizations with a formal business analytics group and data volumes that can be considered to be ‘big’. The case organizations are MobCo, a mobile telecoms operator, MediaCo, a television broadcaster, and CityTrans, a provider of transport services to a major city. Analysis of the cases is structured around a framework in which data and value creation are mediated by the organization’s business analytics capability. This capability is then studied through a sociotechnical lens of organization/management, process, people, and technology. From the cases twenty key findings are identified. In the area of data and value creation these are: 1. Ensure data quality, 2. Build trust and permissions platforms, 3. Provide adequate anonymization, 4. Share value with data originators, 5. Create value through data partnerships, 6. Create public as well as private value, 7. Monitor and plan for changes in legislation and regulation. In organization and management: 8. Build a corporate analytics strategy, 9. Plan for organizational and cultural change, 10. Build deep domain knowledge, 11. Structure the analytics team carefully, 12. Partner with academic institutions, 13. Create an ethics approval process, 14. Make analytics projects agile, 15. Explore and exploit in analytics projects. In technology: 16. Use visualization as story-telling, 17. Be agnostic about technology while the landscape is uncertain (i.e., maintain a focus on value). In people and tools: 18. Data scientist personal attributes (curious, problem focused), 19. Data scientist as ‘bricoleur’, 20. Data scientist acquisition and retention through challenging work. With regards to what organizations should do if they want to create value from their data the paper further proposes: a model of the analytics eco-system that places the business analytics function in a broad organizational context; and a process model for analytics implementation together with a six-stage maturity model

Designing requirements engineering research

Engineering sciences study different different topics than natural sciences, and utility is an essential factor in choosing engineering research problems. But despite these differences, research methods for the engineering sciences are no different than research methods for any other kind of science. At most there is a difference in emphasis. In the case of requirements engineering research - and more generally software engineering research - there is a confusion about the relative roles of research and about design and the methods appropriate for each of these activities. This paper analyzes these roles and provides a classification of research methods that can be used in any science—engineering or otherwise

An ontology co-design method for the co-creation of a continuous care ontology

Ontology engineering methodologies tend to emphasize the role of the knowledge engineer or require a very active role of domain experts. In this paper, a participatory ontology engineering method is described that holds the middle ground between these two 'extremes'. After thorough ethnographic research, an interdisciplinary group of domain experts closely interacted with ontology engineers and social scientists in a series of workshops. Once a preliminary ontology was developed, a dynamic care request system was built using the ontology. Additional workshops were organized involving a broader group of domain experts to ensure the applicability of the ontology across continuous care settings. The proposed method successfully actively engaged domain experts in constructing the ontology, without overburdening them. Its applicability is illustrated by presenting the co-created continuous care ontology. The lessons learned during the design and execution of the approach are also presented

Harnessing agile concepts for the development of intelligent systems

Traditional and current approaches to intelligent systems design, have led to the creation of sophisticated and computationally-intensive packages and environments, for a wide range of applications. This paper proposes methods with which to extend the functionality of such systems, borrowing knowledge management concepts from the field of Agile Manufacturing. As such, this paper proposes that the future of intelligent systems design should be based not only upon the continuing development of artificial intelligence techniques, but also effective methods for harnessing human skills and core competencies to achieve these aims

User-driven design of decision support systems for polycentric environmental resources management

Open and decentralized technologies such as the Internet provide increasing opportunities to create knowledge and deliver computer-based decision support for multiple types of users across scales. However, environmental decision support systems/tools (henceforth EDSS) are often strongly science-driven and assuming single types of decision makers, and hence poorly suited for more decentralized and polycentric decision making contexts. In such contexts, EDSS need to be tailored to meet diverse user requirements to ensure that it provides useful (relevant), usable (intuitive), and exchangeable (institutionally unobstructed) information for decision support for different types of actors. To address these issues, we present a participatory framework for designing EDSS that emphasizes a more complete understanding of the decision making structures and iterative design of the user interface. We illustrate the application of the framework through a case study within the context of water-stressed upstream/downstream communities in Lima, Peru