Assignment

Individual

D3392 – Ir. Togar A. Napitupulu, MS., MSc., Ph.D

Session 5
To be Submitted Week (i+1)th

MGMT 8047 – Advanced Topics in MIS

 Make summary of the second article discussed in class – not the one
discussed in depth or detail – in each session, maximum two pages.

 Provide comments, in particular how the article can be further

expanded or extended or applied to a different setting in order to write
another new article based on the article.

 You only need to do this for four (4) articles of your choice out of ten
(10) articles covered in all sessions.

 If you choose article from session i you should submit the summary in
session (i+1), the week after; except if the article is from session 10. For
this, you should submit the summary during exam period or submit to
the secretary at the 8th floor during exam period.

MGMT 8047 – Advanced Topics in MIS

 Materi : BIG DATA ANALYTICS AND OPERATIONS (LN-1)
 ARTICLE : BIG DATA IN OPERATION MANAGEMENT
INTRODUCTION TO BIG DATA

Big data is the revolutionary world in the field of information technology because of its enormous
influence on different domain. Big data is the voluminous and complex collection of data that comes from
different sources such as sensors, content posted on social media website, sale purchase transaction etc.

Big Data can be defined using five V’s. These are:

• Volume : This refers to the amount of data been generated from different sources
• Velocity : This refers to the rate at which data is generated and received.
• Variety: This refers to various types of structured, unstructured and semistructured data types.
• Value: This refers to the intrinsic value that the data may possess, and must be discovered.
• Veracity: This refers to the abnormality in data.

BIG DATA OPERATION MANAGEMENT

Big data operation management system is a virtualized ecosystem consisting of cloud and
operational applications to understand what the growing concern concept is across IT systems. For
example, through recommendation system a user can choose item to purchase, subscribe, invest, or any
other venture that the user may need suggestions for through building a recommendation system. Big data
operation system focuses on collection of following data :

1. Real Time Data Collection

It captures huge continuous data from remote sensors across the environment while allowing real time
analytics by firing queries in the database.

2. Real time event processing

This includes event by event processing by analyzing continuous stream of real-time data with the help
of continuous queries.The knowledge thus gained helps in understanding what can be used for making
effective decision and to identify actionable patterns and trends

3. Comprehensive data collection

Voluminous amount of data needs to be enterinto the computer system in the format which can be
understood by the computer. For storing data into data warehouse it needs to follow certain rules while
maintaining the consistency and integrity of the data. This helps in discovering, exploring and
extracting

MGMT 8047 – Advanced Topics in MIS

 unseen patterns and relationship among large data sets. Analyzing erroneous data leads to the
discoveryof wrong patterns and relationship.

4. Deterministic data collection

In this we focus on calculating as close value to the actual as possible and not an estimated value. This
helps to understand the needs and behavior of growing IT industry in the better way because averaging
value sometimes lead to enormous decision.

VARIOUS APPROACHES IN BIG DATA OPERATION MANAGEMENT

Slunk Approach to Big Data Operation Management

Splunk has the ability of collecting large amount of real time data in a scale out manner which can be
used for searching, monitoring and analyzing. It helps to understand the meaning of data facilititating
future investigation. Splunk also helps to visualize the data through charts and reports for better
understanding and makes the insights more clearer and refiner.

Reflect System Approach to Big Data Operation Management

This system has the ability of collecting large amount of streaming data from various sources. To scale
up the vmware environment through the data collecting nodes and graph based mapping techniques
this approach is widely used. Through this approach the real time data can be analysis by using
virtualization query language.

The Cloud Physic Approach to Big Data Operation Management

This approach is based on hosting and analysis of the big data at the backend and thus facilitating
secure hosting (Harzog, 2015). The knowledge gained helps in understanding the needs of every
customer individually so that it becomes easier to do the business with them. This is the revolutionary
change to build a customercentric business.

Xangati Approach to Big Data Operation Management

In this approach voluminous amount of data is collected through physical and virtual network (Harzog,
2015). This helps in analyzing in- memory database and thus facilitating in discovering, exploring and
extracting unseen patterns and relationship among large data sets.

Comment :
The writing above is good enough by providing several use cases. However, it would be better to add a
sub-chapter that discusses cyber security in big data. Because cyber security is one of the important
things in the digital era, including in big data technology

MGMT 8047 – Advanced Topics in MIS

 Materi : BIG DATA ANALYTICS AND MARKETING (LN-2)
 ARTICLE : From Silo’ed To Orchestrated Marketing
So far, I have explored the power of observation and the ability to collaborate with
customers. But how do we convert all this into a razor-sharp focus on a specific set of
customers ?. There are so many large telcos invest tens of millions of dollars in advertising with
Google. For example, AT&T invested $40.8 million in Google advertising, and Verizon invested
$22.9 Million in 2011 how much of this advertising was directed to an existing customer and
using a basic advertisement. Telco marketing to a customer should know for certain who the
customers are, and be able to refine the advertising based on what the customer has already
purchased.
To answer the question above the first obvious orchestration asset is the customer profi
le. In the broadcast days, marketers treated segments of customers, established marketing
programs to reach each segment, and provided channels to support these segments without an
explicit need to record the status of the campaign with each customer In any enterprise, there are
likely to be many views of prospects and customers. Most of the fragmentation comes from
divergent views across organizations. With the wide availability of social data, we have opened
up the customer profi le to also take into account social sources, including Twitter, Facebook,
Yelp, YouTube, other blogs, and in general any information that is publicly available. The
information published externally could include intent to buy, product preferences, complaints,
endorsements, usage, and other useful segmentation data.
We now have an interesting challenge. There are several sources of customer data. This
data may be generated at different levels in the hierarchy. How is this data aligned across sources
to create a unified customer profile? Customer profiles have been a subject of focus for decades.
Customer relationship management (CRM) tools were the first to offer an integrated customer
database, one that would unite sales, revenue, and services views of a customer. Th is data
coming from a variety of sources could be linked together to get a holistic understanding of the
customer.
The first part of the solution is a data obfuscation process. Most of the time, marketers are
interested in customer characteristics that can be provided without privately identifi able
information (PII)—that is, uniquely identifi able information about an individual that can be used
to identify, locate, and contact that individual. While one can reasonably expect data masking to
obfuscate customer identity, it should be usable for analytics. The algorithm should remove or
randomize PII, but not destroy the statistical patterns required by a data scientist. Data privacy
concerns are changing with time and the generations, leading to significant diff erences in

MGMT 8047 – Advanced Topics in MIS

personal privacy preferences. A trustworthy marketing program will build its trust with a
customer gradually and with a full understanding of customer preferences.

Pricing has been a hotly pursued topic for marketing, as every percent increase in price
without a corresponding demand decrease means an increase in profi ts. However, over the past
decade, we have seen a new, dynamic pricing equilibrium favoring customers and fueled by
thirdparty pricing search tools. For example, in the travel industry, travel sites such as Bing,
Travelocity, or Priceline off er customers the ability to search across an entire market and fi nd
deals.
As online advertising becomes integrated with online purchasing, the value of placing an
advertisement in the right context may rise. Let me cite a specifi c example to illustrate the point.
Financial services and telcos are heavy spenders in online advertising. As I studied their
spending, I found that in investing their advertising dollars, they are seeking specifi c audiences.
Advertising agencies employ DSPs to participate in the bidding process for an exchange or Ad
Network to place the advertisement. However, more than half of these advertisements are placed
on the browser screens of customers who have already purchased the advertised product and are
unlikely buyers So, how do we insert the knowledge of customers’ existing products, their
communication needs, and the product availability in their area? A telco can build a telco profi le
that represents their customers and their needs. Th ey can supply this information to a DSP like
Turn, which uses this information, along with online bidding rules, to identify customers with
specifi c needs and bid up or down a telco advertisement based on the telco profi le. How do we
get this orchestration to work? A marketer would provide a list of target customers and the
advertising campaigns to its DSP. The DSP would prioritize its bidding for advertising using the
targeted customer list from the marketer, combining it with the DMP information collected
regarding past advertisements to a specific customer
So far, I have described advertising and promotion activities separately. However, the
orchestration engines can work across channels. The recent trend is for customers to use multiple
media simultaneously to connect with marketers. In return, marketers are also using multiple
channels to connect with their customers. Th e media spend across channels has always been
closely managed by marketers, but how do we now organize and measure the collaborative
forces across channels? Th ere are three levels of coordination across channels. Th e fi rst level
of coordination is associated with an awareness of customer cross-channel activities. A number
of analytics programs have begun to store, correlate, and analyze activities across channels. Th e
second level uses a channel to complete the task for another channel. Th e P.F. Chang Facebook
lettuce wrap coupon is an example of using more than one channel to carry out a campaign. Th e
third level optimizes the activities for an overall marketing goal. The activities may span many
channels—social media sites, stores, or other ways of spreading a marketing message. Typically,

MGMT 8047 – Advanced Topics in MIS

 a marketer is seeking a multiplier eff ect, in which the customers will spread the word for the
marketer for a campaign.

A formal market test requires three components. First, it should be possible to find two or
more nearly equivalent groups of customers to be compared. Second, a marketer should be able
to conduct diff erent campaigns in each group. Th ird, it should be possible to compare and
contrast the results. From the observations and instrumentations described so far, we not only
have the ability to design experiments but also to conduct many such experiments and optimize
the marketing program based on a large number of independent experiments.
For a marketer in this distributed and federated marketplace, the big data may come from
a variety of sources, both internal and external, some derived from big data created by other
industries. The product ideas may get crowdsourced. Th e data may get organized and mined by
a set of entities in a public or private cloud. Endorsement may come from a set of satisfi ed
customers. Th e marketing strategies may be executed by yet another network, which may use a
variety of market mechanisms to infl uence the customer through a collaborative process.

Comment :
The article above is quite good. However, it would be better if an explanation was added
regarding the types and roles of marketers in the current digital era, including using big data
technology. The explanation will help everyone to adjust the capabilities and skills that exist in
him

Materi : MOBILE AND UBIQUITOUS COMMERCE (LN-3)

 ARTICLE : Security in Mobile Electronic Commerce
SECURITY
This may be the most important aspect of mobile electronic commerce. Without appropriate
security, the organization may not remain in business for a long period of time. Security hacks to
the organization’s network and database may cause the organization’s name to be disgraced and
lawsuits may be filed against the organization.

It should be remembered that even mobile (wireless) devices must send their messages through
networks. If portions of these networks (routers, servers, etc.) are compromised, then the
information sent may also become compromised. Encryption should take care of this problem,
that is, even if the message is captured by a hacker (via a sniffer), it could not be read. This is not
as true as it has been in the past. It should also be remembered that mobile devices transmit their

MGMT 8047 – Advanced Topics in MIS

messages via radio waves. Anyone with the correct equipment can intercept the signal. Whether
it
can be decrypted is another issue.

SURVEILLANCE
In addition to security issues in the mobile environment, mobile devices may be under
surveillance. Spiegel has seen documents, which are classified, that indicate the National
Security Agency (NSA) has set up working groups to determine procedures to access three
mobile platforms that are very popular.

Instant messaging and e-mail contact lists from hundreds of millions of accounts are reportedly
being collected by the NSA. This may include Americans as well. It is currently illegal for the
NSA to acquire contact lists in bulk from devices in the United States. However, they can collect
this information from other worldwide locations (Homeland Security FoxNews.com).

One way to try to remain anonymous on the Internet is to use Tor. Tor uses relays in a distributed
network that is within the Internet. Volunteers run the relays. These relays are distributed
throughout the world. The website that the user visits will not be able to determine the location
of the user. In addition, no one can determine the websites that the user visits (Tor Project:
Anonymity Online). Android can access the Tor network using a package called Orbot (Tor
Project: Android Instructions). It will probably be available on other mobile devices soon (if it is
not available already).

CONCLUSION
It should be noted that all of this technology is a double-edged sword. It can be used for a good
purpose or for a nefarious purpose. Today, the technology is perhaps used for a good purpose.
Tomorrow, the same technology may be used for a nefarious purpose. It is this second situation
that should give us pause. Will the benefits of the mobile technology outweigh the nefarious
costs of the technology? We will see.

Between the security aspects of mobile electronic commerce and the potential surveillance that
may occur on mobile devices, it is very clear that consumers (users of mobile devices and the
Internet) must be very careful in using this technology. Be safe out there.

Comment :

MGMT 8047 – Advanced Topics in MIS

 The writing in the article above is quite good. However, it would be better if it was explained in
detail about the types of cyber security threats and how to deal with them. This is useful so that
people understand the basic steps to avoid hacking from irresponsible people

 ARTICLE : Smart City As A Service Platform

Currently, cities are struggling to see which roles they can take up in this quickly changing
landscape of mobile services. The aim of this chapter is to apply a general mobile services
typology to the specific context of the city, creating a framework cities can use to consider their
place in the value network.

As a first step in this chapter, we will briefly summarize the concept of platformization. Evans et
al. (2005) provide an overview of different platforms in what they call computer-based
industries, discussing the particulars of the Symbian mobile platform, but do not offer an analysis
of different platform types within a specific sector, in this case, mobile communications.
Furthermore, they distinguish between four platform functions (matchmakers, audience makers,
transaction-based businesses, and shared-input platforms), which are all roles a mobile platform
could take up and thus are not mutually exclusive in this more specific context.

The term Smart Cities has been used in different ways: to describe a cluster of innovative
organizations within a region, the presence of industry branches that have a strong focus on ICT,
business parks, the actual educational level of the inhabitants of a certain city, the use of modern
technologies in an urban context, and technological means that increase government efficiency
and efficacy and so on. This view is supported by the somewhat technologically deterministic
idea of a control room or dashboard for the city, providing an architecture and ICT-based
overview of all activity in the city as well as the tools to (automatically) interact with
infrastructures or adjust parameters to predefined optima. In what follows, we reexamine the
platform typology and clarify its constituting elements in the context of the city. Next, we apply
it to various international cases, exposing the different platform strategies cities can undertake.

Given the more specific nature of the application domain and the elements detailed in the
preceding section, we can delineate the constituting components of the platform typology in a
more fine-grained way. An important aspect related to the generalizability of the platform
typology lies in the definition of the two control parameters: assets and customers.

Considering the definitions of the control parameters mentioned earlier, we see a few potential
models that can be labeled as Enabler City Platforms. One is the case of a city providing open
data and statistical information to interested developers. The city does not control the service
offering as services are developed by third parties but does control assets in the sense that it
decides which data is made available and under which conditions. There are several possible

MGMT 8047 – Advanced Topics in MIS

approaches to opening up data: a city can create an online platform where anyone is free to
download raw information on the city and create services on top of it.

In this platform type, the city does not control data or infrastructure assets, nor the service
offering. In real life this would crystallize in a city not taking any particular initiative toward
deploying mobile services, leaving either private projects to provide the tools available to
citizens, with the commercial logic such initiatives in many cases assume, or to more bottom-up
projects where enthusiastic individuals or nonprofit groups organize themselves to create city-
related services.

The following table provides an updated view of the platform typology to address the elements
particular to the context of the city that were identified and illustrated by the case studies
provided earlier. The definitions used in the general platform typology remain valid, but are not
repeated here. This typology can be a first step in thinking about the position a city government
wants to take in mobile service creation and provision. Briefly returning to the definition of
Smart Cities that was proposed earlier on, and the different domains the concept may refer to, we
see that the services created based on the city platform described earlier indeed address many of
the issues important for the advancement of the Smart Cities concept. Innovative environmental
services, new approaches to mobility and public transportation, increased government efficiency,
etc., are domains in which mobile city services have already been effective. Nurturing and
fostering these initiatives into fully operational platforms can thus be one way for a city
government to build out its Smart City strategy, if such policies are within the scope of a city’s
priorities.

The goal of this chapter was to verify whether a general typology for mobile service platforms
would hold up to scrutiny in the more applied and specific context of the city and to what extent
city agencies could take up platform roles within the value network. After sketching the context
of the city and the business model implications it brings to the creation and delivery of mobile
services, the chapter described in more detail how the control parameters can be interpreted in
this application of the typology. Next, several cases were presented for the four city platform
types. We can clearly identify platform roles that are being taken up by cities internationally.
These different roles have their own merits and consequences that depend on the relationship the
city has with its citizens (via the service offering) and the data or infrastructure it controls. The
thorough case studies showed the different possible approaches cities can take: play a facilitating
role by providing developers with data, tools, and resources in the case of the enabler platform,
keep tighter control over the service in an effort to increase QoS in the integrator platform.

Comment :

MGMT 8047 – Advanced Topics in MIS

Future research will build on the concepts presented in this chapter and establish whether there
are crucial gatekeeping platform roles at play in the creation and provision of mobile services in
the context of the city. An even clearer definition of what control over assets and customers
means in this context is required, while developing more applied enabling and constraining
factors, as well as policy recommendations city governments can go to work with, toward
providing compelling mobile city services.

Materi : MOBILE AND UBIQUITOUS COMMERCE : Pervasive

learning (LN-5)
ARTICLE : Cooperative Face-to-Face Learning with Connected Mobile
Devices: The Future of Classroom Learning ?

INTRODUCTION
With the invention of smartphones mobile learning comes more and more attractive and
nowadays we are thinking even about the usage of wearable devices for teaching and learning.
Nevertheless,with the rapid development of network communication technologies there has been
an increase in the quantity of research on applying mobile technologies to learning. In terms of
educational application, mobile technologies can be regarded as services that electronically
deliver general and educational content to learners regardless of location and time

THEORETICAL BACKGROUND
Games are often seen as a good promoter of learning activities or the other way round; the
benefits of learning through games are numerous. three characteristics are essential for games:
challenge, curiosity, and fantasy. A game must have a clear, achievable goal, and feedback must
be appropriate for the users. Furthermore, the game has to be challenging and not predictable.
The main idea of introducing games for learning is that learning happens indirectly, as a kind of
side effect of playing the game. Even the learning effect might be much higher because learners
are in an emotional and motivated situation. Therefore, it can be assumed that a game design will
have a positive influence to the learning behavior of the school children.

GOAL OF STUDY AND RESEARCH QUESTION

In our work we want to build on these insights and plan to develop and test a learning app for
young learners, with special attention to cooperative peer learning, aspects of the games, and
usage of the personal device. Additionally, we aim to bring cooperative learning with connected
mobile devices into the classroom setting.

CONCEPT AND DESIGN FOR THE GAME “MATHEBINGO”

MGMT 8047 – Advanced Topics in MIS

The general idea (ADS of the application) of “MatheBingo” was to develop a learning game in
the field of math (ADS: solution) for school children in the age of 6–8 (ADS: audience) with a
special focus on collaboration (ADS: differentiator). So the application should allow children to
connect with each other and to work together on a learning goal.

The idea of the game, called MatheBingo, is rather simple. Everyone knows about how to play
Bingo: Each player gets a card with randomized numbers and crosses a number out when the
game leader calls it. The first player with crossed out numbers all in a row wins the game. Our
application follows these rules, but in our case the cards are inputted on each individual device
(in our particular case on iPads) and the leader of the game is the game table on an iPad. Instead
of just calling out a number, it requires a simple calculation appropriate to the knowledge level
of the pupils. So the game table asks for simple summations or subtractions, which must be
calculated by the children and afterward the result can be marked on their devices, if the
appropriate number is available.

In accordance with the Bingo game concept, “Mathebingo” is a competitive app where the player
who has the first complete row wins. Therefore, this concept does not fulfill the common idea of
a “group learning goal” or “common goal”, but nevertheless, this concept has an important
feature of cooperative learning: Within the so-called “unlimited” option, all players have as
much time as they need to find the right number on their device.

OUTCOME RELATED TO COOPERATION WHILE USING THE APP

The main idea of the app was to initiate and foster cooperation and support among the children
while playing the game. As sketched previously, our hope was that support would be offered by
pupils who were better at math or faster at finding the right number on the device.

TECHNICAL AND OTHER CHALLENGES

The children had serious problems finding and connecting the devices within their five groups.
Recognizing this, the teacher had to decide to let each group play one at a time, which then
worked well. Concerning the application itself, the predefined knowledge levels did not match
the usual proven method suggested from the school literature (especially regarding subtractions
from 1 to 30). Finally, sometimes the touch screen did not react in time, especially when children
tried to mark the right solution.

CONCLUSION
In summary, the gaming environment and communication about the problem at hand, as well as
collaboration through mobile devices, is a very powerful combination. Mobile technologies have
the capacity to change the landscape of our classrooms due to the fact that individualized,
personalized, and collaborative learning settings can supported by appropriate applications. In
conclusion, we hope to inspire others to devise and share classroom observations and
experiments, or to develop similar apps. Bearing in mind that also wearable devices hit now the

MGMT 8047 – Advanced Topics in MIS

market it will become more and more necessary to enhance our research studies in order to
guarantee that appropriate didactical scenarios are available.

Comment :
The gamification technology used for e-learning is a very popular technology today. The
gamification technology can also be developed for students and employees who need a refresher
in their activities. Because games can increase productivity and fun for everyone

MGMT 8047 – Advanced Topics in MIS