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

Hierarchical video surveillance architecture: a chassis for video big data analytics and exploration

There is increasing reliance on video surveillance systems for systematic derivation, analysis and interpretation of the data needed for predicting, planning, evaluating and implementing public safety. This is evident from the massive number of surveillance cameras deployed across public locations. For example, in July 2013, the British Security Industry Association (BSIA) reported that over 4 million CCTV cameras had been installed in Britain alone. The BSIA also reveal that only 1.5% of these are state owned. In this paper, we propose a framework that allows access to data from privately owned cameras, with the aim of increasing the efficiency and accuracy of public safety planning, security activities, and decision support systems that are based on video integrated surveillance systems. The accuracy of results obtained from government-owned public safety infrastructure would improve greatly if privately owned surveillance systems ‘expose’ relevant video-generated metadata events, such as triggered alerts and also permit query of a metadata repository. Subsequently, a police officer, for example, with an appropriate level of system permission can query unified video systems across a large geographical area such as a city or a country to predict the location of an interesting entity, such as a pedestrian or a vehicle. This becomes possible with our proposed novel hierarchical architecture, the Fused Video Surveillance Architecture (FVSA). At the high level, FVSA comprises of a hardware framework that is supported by a multi-layer abstraction software interface. It presents video surveillance systems as an adapted computational grid of intelligent services, which is integration-enabled to communicate with other compatible systems in the Internet of Things (IoT)

D-SPACE4Cloud: A Design Tool for Big Data Applications

The last years have seen a steep rise in data generation worldwide, with the development and widespread adoption of several software projects targeting the Big Data paradigm. Many companies currently engage in Big Data analytics as part of their core business activities, nonetheless there are no tools and techniques to support the design of the underlying hardware configuration backing such systems. In particular, the focus in this report is set on Cloud deployed clusters, which represent a cost-effective alternative to on premises installations. We propose a novel tool implementing a battery of optimization and prediction techniques integrated so as to efficiently assess several alternative resource configurations, in order to determine the minimum cost cluster deployment satisfying QoS constraints. Further, the experimental campaign conducted on real systems shows the validity and relevance of the proposed method

A review and future direction of agile, business intelligence, analytics and data science

Agile methodologies were introduced in 2001. Since this time, practitioners have applied Agile methodologies to many delivery disciplines. This article explores the application of Agile methodologies and principles to business intelligence delivery and how Agile has changed with the evolution of business intelligence. Business intelligence has evolved because the amount of data generated through the internet and smart devices has grown exponentially altering how organizations and individuals use information. The practice of business intelligence delivery with an Agile methodology has matured; however, business intelligence has evolved altering the use of Agile principles and practices. The Big Data phenomenon, the volume, variety, and velocity of data, has impacted business intelligence and the use of information. New trends such as fast analytics and data science have emerged as part of business intelligence. This paper addresses how Agile principles and practices have evolved with business intelligence, as well as its challenges and future directions