2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)

Big Data Through Product Offering: The

Technological Challenges Of Data Science
2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE) | 979-8-3503-9926-4/23/$31.00 ©2023 IEEE | DOI: 10.1109/ICACITE57410.2023.10182974

Prof. Gaikwad Anil Pandurang Manish Gupta Jageshwar Ray

Assistant Professor, Department of Lovely Professional University, Uttaranchal Institute of Technology,
MCA, JSPM's Jayawantrao Sawant Phagwara Uttaranchal University
College of Engineering, S. No. 58, jageshwarray@uttaranchaluniversity.a
Indrayani Nagar, Handewadi Road, c.in
Hadapsar, Pune – 411028
anilgaikwad2@gmail.com

R. Ravi Kumar Ali Hussein Malik Bader Alazzam6

Assistant Professor, School of Medical technical college, Al-Farahidi 6Information Technology College,
Computer Science and Artificial University, Baghdad 10021, Iraq Ajloun National University, Jordan
Intelligence, SR University, Warangal, fadil@gmail.com malikbader2@gmail.com
Telangana, India
Abstract: Analysis of "big data" has a great deal of promise interaction between various stakeholder interests, skills, and
to improve company. In recent years, the constant development points of view. These initiatives pattern as a key component
of tools and technologies has produced a brand-new ecosystem of gaining knowledge and proficiency in analytics. Thirdly,
brimming with possibilities for data-driven entrepreneurship. analytics initiatives work in tandem with the current data
However, complexity also increases as the quantity of accessible technology (IT) infrastructure [3] to provide quick scripts or
data climbs. The difficulty for firms is to design the appropriate strategic insights that are subsequently included into bigger IT
settings, interfaces, and procedures, as well as the appropriate initiatives. Due to the lack of an end-to-end aim, data must
questions to direct data analysis. To harness the potential for
additionally be discovered, identified, and partially formatted
innovation, collaboration and concentration are needed in order
in addition to being extracted, converted, and loaded. To steer
to effectively allocate to the most exciting developments. This
post will focus on creating a methodology for complex projects
analytics initiatives and handle these difficulties, a generic
from first concepts to reality with regard to the creative process. framework for value generation must be defined.
What can the real debate of take from business transformation
is the topic we address. The knowledge shared in this post is
based on our actual working experiences with a variety of
customers. Along this process, we will analyze analytics projects
and talk about typical breakthrough roadblocks.

Keywords: Big Data, Data Science, Data Analysis, IT, ETL,

PoC and Challenges.

I. INTRODUCTION
It seems sense that significant effort is being put into "big
data" analysis in order to unlock its potentially immense
commercial worth. [1] Numerous new applications are being
made possible by the emergence of new data sources and
improved methods for collecting and analyzing enormous data
sets, but it's not always apparent what each big data
application will ultimately add to the bottom line. Practically
speaking, businesses still find it difficult to employ data
effectively because they lack the necessary skills. Contingent
on whether the main focus is a specific request from a division
that simply lacks the necessary skills [2]
Analytics projects have a few distinctive characteristics.
They first need an explorative strategy, in which the analysis
begins with a concept or data collection rather than precise
needs as in other initiatives. Fabrication and ideation
approaches are used to evaluate the contribution. This
investigation is crucial to creating a common understanding Fig. 1. Flowchart of the System.
and providing a big data venture with a strategic direction.
Second, early analysis efforts are reliant on a complicated

979-8-3503-9926-4/23/$31.00 ©2023 IEEE 1349

Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.
 2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)
Here, we provide a precise setup and a set of instructions
for managing a enterprise. In contrast to a traditional analytics
project, a big data analytics business lacks well defined
criteria and project goals, making it difficult to manage the
analytics process. Consequently, the linear industry 4.0 acts as
a guide and point of direction (Cooper, 1990). Clear and
repeatable procedures are necessary, as Comes up research
colleagues (2017) explain, for big data to be effectively
integrated and applied in a company. However, since each
analytics project is unique, the approach must be adaptable.
Unfortunately, the literature seldom mixes principles from
innovation management with difficulties in the analytics
process. [4] However, including open innovation ideas might
help with the analytics job of creating digital strategies,
organizationally anchoring the analytics units and their roles,
building the information portfolio, as well as the core
operational principles.
We will thus focus on the question of what the analytical
work and practical discourse of applying big data in
businesses, respectively, may learn from strategy
implementation in this paper. To direct the workflow from
idea to value creation, a methodology for analytical
innovation is established. The difficulties encountered
throughout this procedure and the [5] many access points are
highlighted. By doing so, we draw on our knowledge and
understanding gained through a variety of complex projects
for various industries and domains to provide suggestions for
completely deploying analytics solutions (Figure 1).
In this part, we cover the fundamental perspectives that
should be used to examine the intelligence value chain data,
network, and analytics – with the business requirement acting
as the primary motivator. Our understanding is that value is
[6] produced by evaluating data in a particular context, and
that the need for innovations is driven by a problem statement
tied to a business necessity. This process involves a functional
infrastructure in addition to knowledge on how to perform
data and analytics projects, particularly when the amount,
velocity, or diversity of data that has to be examined surpasses
certain thresholds. We go into further depth about each of the
three technological perspectives below.
A. Data
Big data is frequently defined in terms of volume (what
more data there is), velocity (how quickly data is generated),
[7] and variety (the range of data kinds) Big data refers to data
sets that are too large to be processed using conventional data
management methods. While many conceptions of big data
focus on the feature of volume, or the amount of data that is
accessible, big data also includes certain mixed formats and a
wide range of potential data sources. Examples include
disorganized information such as photos, or videos, as well as
controlled numerical data. This diverse and expansive array of
data sources provides several chances to develop insights.
Additionally, the pace of data production offers quick insights
into [8] developing situations.
Big data designs and cloud computing, for example, allow
for the analysis and archival of data on a scale that was
previously unattainable. It takes careful investigation to
determine the precise commercial worth of many (new) forms
of data. Even for professional data scientists, the current
evidence is often chaotic and difficult to understand, even
when cleaned up. [9] Naturally, the value of data differs across
business cases and solutions and depends on the context.
1350
Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.
Finding data that best matches the business need is a
significant task.
B. Analytics
In contrast to data analytics, analytics frequently includes
a predictive component and goes beyond descriptive analytics
(based on SQL). The precise business case determines which
approach should be used. For instance, a company's internal
regulations as well as regionally specific legal limitations and
standards limit the analysis of data. Additional problems
include data dependability and quality. When making model
assumptions, understanding the data and having domain
expertise are crucial prerequisites[10]
x Better internal research process: One indication is
forecasting techniques that bring more data to expert-
based planning processes. These techniques provide
new or additional insights to internal business
operations by building on already-existing datasets,
such as dashboards.
x Groupings of data sets give fresh perspectives, such as
when data and registration information are combined.
x Making use of fresh or (until now) untapped data
sources (such websites and open data) to find new
insights. Actually,utilise the data, therefore, a context
or application is required. Data employed for market
research is one example.
C. IIT infrastructure
1) The first layer, known as data ingestion, is
responsible for the transfer of data from a data repository to
a developing a successful. As a result, a toolkit and associated
methodology must be established. Hadoop/big data systems
are integrated with conventional extract, process, and load
(ETL) technologies and relational databases to handle, in
particular, problems brought on by less unstructured, large
volume, or streaming data. Data from large datasets and
completely unstructured data are the [12] foundation for
analytics use cases. This breadth puts traditional structures to
the test and calls for flexible designs. The particular
application will determine which data sets to incorporate.
2) Data value inquiry layer: In this layer, data is
investigated, tested, and picked in accordance with the
business requirement and the related use case. An appropriate
analytics strategy is established based on the complication
and business challenge. By using sophisticated analytics
techniques and integrating Mondrian models with memory
technologies, business and exploratory analysis [13] is
supplemented or enlarged.
3) Data consumption layer: In this layer, the outcomes,
for instance, are deployed for depiction. The final user may
access the data or function without having a thorough
understanding of technology.
Figure 2 shows that the structures must be flexible and
expandable to accommodate various needs and data sources
in modern methodologies. It is necessary to take into account
variables like processor speed, cost effectiveness, and overall
corporate infrastructure strategy.
Transforming Ideas into Applications from Data to Value
Organizations still have difficulty using data in meaningful
 2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)
ways or are lacking in the necessary skills. Finding the
business requirement and the leading questions is one of the
biggest hurdles in analytics initiatives. In an operational
setting, various analytics issues often emerge from particular
demands that simply lack certain skills to a primary interest in
[14] dealing with big data. This strategy suggests many
analytics process entry points and various innovation paths,
each of which are discussed further in this article.
Fig. 2. Choose Which Analytics Tools to Use According to Value,
Complication, And Predictive Accuracy.
What is the starting point?
Each analytics project has a different beginning point.
According to the four factors raised above, it is necessary to
evaluate the "state of the art" for each one separately in order
to determine the analytics maturity:
1) Business need: The specificity of the issue
description and its breadth vary from instance to case. In
certain situations, the asking question and the analysis phase's
scope are very clearly defined, while in other situations, these
elements must be worked out and improved as the process
goes along.
2) Data: Additional data to be included in the project
may be specified, however it is not yet apparent what source
would be best. The quantity and calibre of the [15] data
mostly dictate how far along the procedure will go. Structure
(i.e., pre-processing work) and data set size are two examples
of parameters.
3) Analytics: The best strategies to use depend on the
situation and must be tried and tested.
There are unique obstacles at each phase. This work
highlights process difficulties, as opposed to similar work that
stresses data-related challenges (TABLE 2) such data
collecting, purification, or aggregation.
D. Phase 1: Idea generation
An ideation phase is the first step in organising analytics
initiatives. The main task here is to brainstorm and debate
pertinent business issues. Developing a common
understanding, disproving presumptions, guiding big data
efforts, and discovering problems that may be addressed with
analytics all depend heavily on idea development. For
instance, design thinking promotes a planned ideation process
and is used as a methodical approach to issue resolution
(Authorizing & Ogilvie, 2011). Figure 3 shows that the
business unit's issues are gathered and compared to the
analytics' capabilities. Ideation is an iterative process. The first
ideation cycle, which tries to get an understanding of the
current difficulties and demands of the business unit, is
1351
Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.
initially guided by the broad project objectives. This is
consistent with choosing the right data sets. The concepts must
next undergo professional scrutiny to determine their viability
before being chosen for prototyping.
The participation of decision-makers from all hierarchical
levels is essential from an organization point of view.
Company directors’ management is needed concern and
enshrine a sense of urgency. top half management is needed
to release experts from their regular tasks and onboard actors
into specific roles, and operational specialists' extensive
knowledge is crucial to delineating the main question and
assessing the viability.
Fig. 3. Risk Assessment.
The concepts considered for the PoC phase are chosen
from a portfolio. Innovative portfolios provide a logical
framework for evaluating the potential effect of innovations.
They divide thoughts into categories and specify which
concepts should be given priority. The suggestions for the
employee case are graded and evaluated in accordance with
three categories: viability (x-axis), process [16] innovation (y-
axis), and overall applicability. (size of the node). Aspects of
feasibility include things like data accessibility, data access
time, or job difficulty as expected. Value creation accentuates
concepts with a high anticipated contribution and addresses
the projected business value. Which ideas are anticipated to
have a stronger influence on the current situation are
highlighted using the concept of overall relevance. Therefore,
concept 3 has a high predicted feasibility but a low expected
generated value. Idea 4 and Principle 8 should be given
priority during the following phase since they are tied to larger
expectations for value generation.
In addition to the asset allocation screening process, ideas
are limited at the first phase for a variety of reasons, such as
the lack of data needed to solve the issue, the need to increase
the data first. In order to provide a trustworthy but effective
evaluation of business requirements and data applicability,
relevant data sources must be chosen and access must be
allowed.
 2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)

The proper specialists must be found as an operational So, for instance, the analysis should adhere to these
barrier and released from their regular duties so that they are limitations depending on the kind of content.
accessible for analytics initiatives. In order to ask the proper
questions throughout the brainstorming process, it's critical to The data is then investigated for a more thorough
strike a good balance amid creativity and concentration. understanding. The data is now translated into an appropriate
format for more analysis. This stage involves cleaning and
preparing the data as well as doing the first descriptive
TABLE I. IMPORTANT ISSUES THAT DATA ANALYSIS CAN analysis.
RESOLVE
After that, during the modelling stage, the data is
HINDSIGHT INSIGHT FORESIGHT
Information What took What's going What will occur?
examined for patterns and dependencies to provide answers to
place? on right now? (Supposition) the questions posed. Constant selection, statistical models,
(Disclosing) (Notifications) model adaptation, and simulation models are iterative
Knowledge What caused it, What should I What is the processes that are used to test various approaches and
and why? do right away? potential for algorithms and validate the outcomes.
(Modeling, (Piece of success or
response advice) failure? Finally, the findings are shared. A Representative provides
surface (Modeling, an initial view on the data's potential while identifying its
methodology) optimization, strengths and flaws. The data quality may prevent modelling,
and forecasting)
various modelling approaches may not provide a valid
Table 1 represents the results of the first phase provide
conclusion, or there may not be [18] enough data to make a
concepts and the data sources that may be used to study the
meaningful assertion. Finally, this provides the framework for
issues; a mapping of the concerns or ideas and knowledge
formulating, discussing, and coordinating subsequent
sources is necessary. Strong facilitators are required to lead
activities.
through the process in the initial phase. Additionally, it is
crucial to have a methodical specialist who can assess the PoCs only last for around 6 to 8 weeks. Information
technological viability of the concepts under consideration. quality, authorization, and data comprehension are three of the
The concepts and information are just discussed; no analysis phase's major obstacles, in addition to gaining access to the
is done. The next action completes this. required data or extracting it from pertinent sources.
Additional obstacles include applying the appropriate models
Protection and confidentiality are another matter that has
and cleaning and munging the data into a manner that can be
to be resolved at this early stage. Regulations specific to each
handled. Additionally, obtaining insightful results from the
nation place restrictions on the investigation.
data that are both feasible and relevant for the firm requires a
solid grasp of business. The absence of analytics expertise and
E. Phase2:Proofofconcept the necessary agility in putting the findings into effect is
Prototypes are created, and directly to public are run, to another problem.
test the concepts. PoCs are a preliminary analysis of the data
set to determine whether or not a posed question can be F. Phase 3 & 4: Operationalization
addressed in light of the existing information.
The outcomes of the Update are then incorporated into an
Step: access to information must be allowed, the data must expert IT infrastructure. Results from prototypes must be
be investigated and evaluated, and finally the findings must be prepared for formalization and converted into an application.
reported. This phase is based on the [17] stated limit from the Is the model expandable, and can the findings obtained thus
previous phase. far be used to a bigger data set? This is the major question to
be answered. A resultant application must be modified in
This phase starts with a project objective or issue order for an IT support group to maintain it without ongoing
statement, as previously mentioned. Unlike traditional IT assistance from data scientists. It is necessary to establish
development, which begins with specifications, analysis often event- or evening data flows and align them with adherence,
begins with a sample and a hypothesis. The analytical security, and data privacy standards in conjunction with the
procedure results in the generation of specific needs. final application. If the tool or application is intended to play
Therefore, the Cutover phase can only begin after data is a strategic, protracted role, then test management,
accessible or when it is. One of the first tasks in an Update is arrangements for incident dealing and application
receiving the data or collecting it from current systems. Here, modifications, as well as brand and asset management tasks,
it's important to look into any structural restrictions or legal must be agreed upon.
disputes that may act as access hurdles.

1352
Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.
 2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)

Fig. 4. Big Data Challenges of Data Science

Examples of obstacles include the necessary funding,

excessively difficult exams, standards, and compliance. TABLE II. CHALLENGES
Another problem is the coordination of IT management and 1. Degraded information.
the delegation of work to the IT department. This has to do 2. Bigdata skills shortage inside the company.
with growing the analytical model and converting it to 3. Organizational issues, poor governance, and a lack of
consumable code as well as moving from an early, funding for a data science team.
incremental working paradigm to steady operations. 4. The absence of a clear question that must be answered or
a clear course to take with the information at hand.
In general, converting the proof-of-concept prototype into 5. Lack of or challenging access to information.
a reliable infrastructure takes a lot of work. Additional 6. Business decision-makers do not apply the findings of
obstacles to operationalization include, for instance, data science.
7. Educating people about data science.
establishing support and customer care responsibilities,
8. Privacy concerns.
winning over the user base, creating [19] suitable training 9. Absence of substantial involvement from domain experts.
ideas, and transferring the necessary expertise for 10. Because of its tiny size, the company should be able a
maintaining, testing, and improving the application. machine learning staff.
11. Company that uses a variety of ad hoc debugging tools,
including Python, R, Java, etc.
II. CONCLUSION AND DISCUSSION 12 Restrictions on instruments.
The difficulty for enterprises often resides in defining 13. Coordination with technology is required.
strategies for value development from the many data sources 14. Preserving reasonable goals of the influence that bigdata
that are already accessible. We discussed how to extract value initiatives may have
15. Failure to incorporate insights into organizational ruling.
from data in this post and offered a[20] structured procedure 16. Insufficient funding to purchase meaningful information
that analytics initiatives adhere to. We started by outlining the from other providers.
basic components of business growth: industry need, data, 17. Issues with rating and placement.
network, and analytics. Then, we went through the procedure 18. Extending the computer science answer across the whole
for creating apps that are ready for the market. The procedure databases.
may be entered at various phases depending on the project's 19. Artificial learning's government limits.
maturity condition. With a focus on the particular 20. Failed to collect data that may have been used for
scientific analysis & choice
impediments, the four stages of this procedure were described. 21. I'd rather not tell.
This paradigm, which tries to[21] coordinate and regulate 22. Many more
explorative analytic tool, is based on Cooper's stage-gate Should be invested on incorporating the findings into the
model for analytics activities from 1990. current (technical) infrastructure and procedures rather than in
Big data and data analytics are not only a technological developing sophisticated and complicated models. The
challenge as shown in figure 4; they also have an influence on franchise should be consistently engaged in the process and
the whole business and its processes. Less work is required to the findings must be approved and understood for the
be successful using analytics. prototype to be considered professional. Additionally, the
appropriate personnel and skills are required: in addition to
data scientists with expertise in statistical and machine-

1353
Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.
 2023 3rd International Conference on Advance Computing and Innovative Technologies in Engineering (ICACITE)

learning modelling, IT professionals and a comprehensive [17] Sivarajah,U.,Kamal,M.M.,Irani,Z.,&Weerakkody,V.2017.CriticalAna

grasp of business are also needed Additionally, value from lysis of Big Data Challengesand Analytical Methods.
JournalofBusiness Research, 70: 263–
data can only be produced if the analytics project is linked into 286.https://doi.org/10.1016/j.jbusres.2016.08.001
a software platform and the analysis is part of a larger frame [18] Tidd,J.,&Bessant,J.2013.ManagingInnovation:IntegratingTechnologic
of competences and skills. al, Market and Organizational Change (5th ed.).
NewYork:JohnWiley&Sons.
When constructing analytics capabilities, businesses of all
[19] Waller,M.A.,&Fawcett,S.E.2013.DataScience,PredictiveAnalytics,an
sizes and degrees of expertise may use the findings of this dBigData:ARevolutionThatWillTransformSupplyChainDesignandMa
article. The procedure outlined in this book walks readers nagement.JournalofBusinessLogistics,34(2):77–84.
through complex projects and highlights how it differs from [20] Dremel, Christian, Jochen Wulf, Matthias M. Herterich, Jean-Claude
tried-and-true methods of IT management. This article adds to Waizmann, and Walter Brenner. "How AUDI AG established big data
the growing research body on digital innovation management analytics in its digital transformation." MIS Quarterly Executive 16,
by focusing on the meaning of innovation for insights. We no. 2 (2017).
have outlined a strategy for data-driven creation in our work.

REFERENCES
[1] Akter,S.,Wamba,S.F.,Gunasekaran,A.,Dubey,R.,&Childe,S.J.2016.H
owtoImproveFirmPerformanceUsingBigDataAnalyticsCapabilityand
BusinessStrategyAlignment?InternationalJournalof Production
Economics, 182: 113–131.
[2] Braganza,A.,Brooks,L.,Nepelski,D.,Ali,M.,&Moro,R.2017.Resource
ManagementinBigDataInitiatives:ProcessesandDynamicCapabilities.J
ournalofBusinessResearch,70:328–
337.https://doi.org/10.1016/j.jbusres.2016.08.006
[3] Chen,C.L.P.,&Zhang,C.-Y.2014.Data-
IntensiveApplications,Challenges,TechniquesandTechnologies:ASurv
eyonBigData.Information Sciences, 275: 314–
347.https://doi.org/10.1016/j.ins.2014.01.015
[4] Cielen, D., &Meysman, A. D. B. 2016. Introducing Data Science:
BigData, Machine Learning, and More, Using Python Tools.
ShelterIsland,NY:ManningPublications.
[5] Cooper, R.G.1990.Stage-GateSystems:ANewToolforManagingNew
Products. Business Horizons, 33(3): 44–
54.https://doi.org/10.1016/0007-6813(90)90040-I
[6] Davenport, T. H., & Harris, J. G. 2007. Competing on Analytics:
TheNewScienceofWinning.Boston,MA:HarvardBusinessSchool.
[7] Gandomi,A.,&Haider,M.2015.BeyondtheHype:BigDataConcepts,Met
hods,andAnalytics.InternationalJournalofInformation Management,
35(2): 137–144.https://doi.org/10.1016/j.ijinfomgt.2014.10.007
[8] James,G.,Witten,D.,Hastie,T.,&Tibshirani,R.2015.
AnIntroductiontoStatisticalLearning:WithApplicationsinR
(6thed.).NewYork:Springer.
[9] Liedtka,J.,&Ogilvie,T.2011.DesigningforGrowth:ADesignThinking
Tool Kit for Managers. New York: Columbia
BusinessSchoolPublishing.
[10] McAfee,A.,Brynjolfsson,E.,Davenport,T.H.,Patil,D.J.,&Barton,D.201
2. Big Data: The Management Revolution. Harvard
BusinessReview,90(10):60–68.
[11] Meierhofer,J.,&Meier,K.2017.FromDataSciencetoValueCreation.In
Proceedings of the 7th International Conference on ExploringServices
Science (IESS): 173–181. Bucharest, Romania, May 25–27,2016.
[12] Mikalef, P., Pappas, I. O., Krogstie, J., & Giannakos, M. 2017. Big
DataAnalyticsCapabilities:ASystematicLiteratureReview
andResearchAgenda.InformationSystems and e-
BusinessManagement,17(2):1–32.
[13] Jayadeva, S. M., Al Ayub Ahmed, A., Malik, R., Shaikh, A. A.,
Siddique, M., & Naved, M. (2023). Roles of Cloud Computing and
Internet of Things in Marketing Management: A Critical Review and
Future Trends. In Proceedings of Second International Conference in
Mechanical and Energy Technology (pp. 165-173). Springer,
Singapore.
[14] Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. 2017.
DigitalInnovationManagement:ReinventingInnovationManagementR
esearchinaDigitalWorld.MISQuarterly,41(1):223–238.
[15] Provost, F., & Fawcett, T. 2013. Data Science for Business.
Sebastopol,CA:O’Reilly.
[16] Salerno,M.S.,deVasconcelosGomes,L.A.,daSilva,D.O.,Bagno,R.B., &
Freitas, S. L. T. U. 2015. Innovation Processes: Which Processfor
Which Project? Technovation, 35: 59–
70.https://doi.org/10.1016/j.technovation.2014.07.012

1354
Authorized licensed use limited to: AJOU UNIVERSITY. Downloaded on August 30,2023 at 03:45:35 UTC from IEEE Xplore. Restrictions apply.