How do we stay on top of the evolving world of data science

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Our goal is stay involved in understanding the newer approaches, patterns and concepts in business, technology, policy and governance that could help enhance our customers capabilities in our core services based on readiness, maturity, and industry need in data science. 

In Research, we continually re-invest in new models, patterns, and constructs that go back into our designs. We are investigating new data solution architectures and methodologies to keep up with massive, and rapid change.

Our research areas will be in testing early architecture concepts and patterns that are new to client program and organizational adoption as well as research enhancements in management constructs. This could result in adding credibility to newer architectural patterns or analyzing or creating methods, approaches, and maturity for readiness for client adoption in corporate and government environments.

How can integrating data enhance products, management, applications, remote sensing, knowledge building, and culture impacts (positive and negative)? 

We are participating in forward looking academic research looking at the next wave of architecture and management in regards to Data Science

  • Can place-based and geospatial data themes, products and services be demonstrated in business cases to truly impact all areas of business – for earth-based issues to enterprise resources to social science? 

  • What is the right level of progression for metadata programs to enter into improved discovery. What is the investment balance of moving into semantic web models or interpretative signals and machine learning?
  • Do we understand national and industry datasets butterfly effect to guide strategic national or corporate investment in maturing data strategically?
  • How can we accelerate the induction of supply chain management concepts proven for decades in capital investment and industrial engineering into data science and data management?
  • How to take crowdsourcing to next maturity of game theory to not only enhance data, but increase the quality output of data and reducing the energy?

These are some of the topics we are actively and seeking to engage in the study of data science. Our research areas seek to test early architecture concepts, patterns, and management constructs  that are new to client programs and organizational adoption. 

What topics are we interested in?

 

We are actively working and establishing new research partnership academia (i.e. major university research hubs, local STEM pograms), government (i.e. Federal Programs, State, Local), municipal services (i.e. water utilities), and engineering/scientific service companies.

 

In considering the types of innovative data science research that Xentity is seeking to make a transformative impact upon the following captures some of the directions Xentity is investigating. The following are example architecture solution and management research topics and areas for information integration, information service, and analyis and synthesis research include

 

Data Science Solutions Research

 

  • Tactical Industry and Trend Context Reports: Data Visualizations
  • Implementable Changes in Industrial Engineering Practices
  • Linking Research & Commercial Industries
  • Crowd and Commercial Effectivity
  • Place-based and Geospatial business cases and impact levels by data theme, product, and service types
  • Semantic vs. machine learning applications for integrating large Corporate or Government common datasets
  • Proving existing major corporate and government datasets, social information data quality and semantic readiness, and existing or new platforms and applications to support Smart Cities in simulation environment such as urban planning, decision making, and policy/rules-based intelligence (aka Real-world SimCity and Civilization models)
  • Remote Sensing Integration with BigData Sources and Analytics
  • New Energy Model Research & Development Repository and Social Network Enhancement
  • Information Patterns & Historical Analysis
  • Integrating Computer and Library Science Techniques
  • Blending Machine Learning and Semantic Web
  • Historical Timeline Visualizations – knowledge, technical evolution
  • Roadmap Prediction Visualizations
  • AI/Robotic Integration with Decision Making
  • Data Supply Chain models analysis in support of creating data ecosystem flow for major static and real-time datasets.
  • Impacts of Next Generation or Internet2 architectures on existing content and dataset

 

Data Science and Architecture Management Research

 

  • Investigating how Bill/Policy Motives align with Federal Portfolio
  • Leveraging Architecture concepts to advise and improve bills
  • Real-World Enterprise Architecture analysis
  • Federal readiness for architecture and change management maturity by agency using 
  • Performance Measurement analysis for management and budget policies
  • Reduction and impact evaluation of burden on government agencies for data calls – 
  • Value-measurement on policies and metadata
  • Strategic progression of maturing datasets (i.e. What dataset to build next and butterfly effect?)
  • Realistic blending of private sector and public sector best of breed techniques
  • Historical context analysis for current information management policy and bills for future decisions
  • Analyze policy shaping techniques (i.e. market-driven policy, policy reformation, protectionism policy, new value transition or adoption) diversity by industry.
  • Improving Product Management Subjectivity
  • Agile Project Management
  • Architecture Methodology
  • Data Supply Chain Management efficiency patterns
  • Integrating Geospatial Architectures into Industry
  • Industry Acceleration & Stabilization Evaluations
  • Gaming theory application readiness for Corporate and Government policy and increasing energy and quality output (i.e. MMORPG, Social Network, Strategy games, incentive models, talent/skill development, state of integration such as Mechanical Turk models).



IT Footprint Progression in the Federal Government… and the role of Architecture

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In early December 2011, Xentity architects had a chance to discuss future progression with OMB current and former Chief Architects. The following captures some of the concepts discussed for architecture in context of the overall IT progression in Federal Government both looking back at where IT has been, but given current initiatives, but could be further emphasized, integrated, or uncovered moving forward.

PDF: ITProgression-Policy-Arch-Role.pdf

Where IT has been

Organization Information Role

IT originally was built as a Federated cost center. IT moved into Agency Data Centers model for archive/records. Commerce Models of economy drove eGov without migrating IT to Service models. Govt swamped in the T of IT, haven’t got back to the I. 

Trained Workforce

IT Acquisition originally was about financing/leasing federated shared manufactured systems Then Client/Server came, which is solution architecture, and 1000s of stacks came. Acquisition never got trained or linked with EA, and engineering mostly got outsourced

Data Center Footprint

Federated Regional Centers moved to Mission Centers moving to Server Rooms due to 1000s of system configurations. Initial FDCCI will close 1/3 of the portfolio count, but other 2/3s will have high transition costs

Technology Stack

IT stack started monolithic and slowly moved into server tiers then into service components. Though reduced individual system develop. cost, O&M Total Cost of Ownership was ignored and system security and interoperability was low.

Recommendations Discussed

Organization Information Role

– Institutionalized Funding for Enabling G2G IT Services at GSA
– Position G2C Services as High-Available Service Centers
– Focus Mission on Data Services training on Data Lifecycle that allows Private, NGO, Citizens to build on top of
– Increase EA role in support of mission and policy analysts for depth reach back to increase new political appointee effectiveness and limit turnover/ takeover disruption

Trained Workforce

– Position EA as depth knowledge base for acquisition guidance reachback
– Train all 3 workforce components on Performance maturity, Common Stack Architecture, and FEA/FSAM v2
– Establish CIO and EA relationship formerly with Acquisition
– Retire ineffective, existing burden to demonstrate credibility, eating own dog food, and increase success chances

Data Center Footprint

– Increase CMMI/ITIL Requirements to lower O&M
– Continue FDCCI
– Guide 2nd Consolidation Phase through taking advantage of CPIC renewal or new system cycles to assure re-use of new platform or data services in new shared platform environments to avoid simple hardware/system “cowpath” migration

Technology Stack

– Establish a Common Stack Architecture to be cloud managed service platforms by Select Large Agencies, waived Large Programs, and GSA
– Manage a True Common Stack Portfolio definition and implementation status
– Target New Solutions and Existing Systems for collaborative evaluation

 

 

 

 

 

 

 

Apple in the 80s and a local kid view on the Jobs-Sculley re-organization

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In the wake of Jobs resigning (again – first in ’85), I decided to look back on Apples formative years to becoming a powerhouse.

So as I tweeted today: “Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?” http://bit.ly/r7dmMs #apple

I had a weird relationship with Apple in the 80s as somehow, a little podunk town in Maine was a bit involved in this Silicon Valley now behemoth.

Obviously, my Gen X was the target and I grew up on both DOS and Apple II (I know I will not win the IT nerd war with baby boomers on ENIACs and punch cards), but oddly enough, John Sculley summered in my tiny hometown in Maine which at the time was going through its empty factory phase. And when he became CEO at Apple, he became a legend of course.

I got into digital imagery in 1991 as he helped lure Kodak to build an imagery research center a stones throw from my high school. He, Kodak, and some of the Moms would hold school events near end of the year to promote or we got to visit and spend time with the researchers at this AMAZING facility. These plotters would be equivalent to what is still better in most offices or even Fedex today 20 years later. It was amazing, they had 500 MB on every computer and had HD monitors. And big designers would speak. I had not realized at the time, as I was an average unappreciative of opportunities teenager, but that is where I saw Edward Tufte first. I didn’t make the connection til recently that he was the same guy I went to see in Denver recently. I realized the root of why I hated hated powerpoint or slideware this long! At our school, of course we got Apple IIe’s upgraed to the black and white Macs very early, and I ate it all up. Flying Toasters were soon all the rage even before it went mainstream.

Sufficed to say, when you have local legends in a small town – which by the way, to re-engage the baby boomers, is where Peyton Place was based off, you know what I mean when we say we know the scuttlebutt about local celebrities. 

Heck, the town had always been that way. Watson, the founder of IBM, summered there ; Much later, Bob Metcalfe co-inventor of Ethernet, founder 3Com, Palm, etc. lived there for a long while. Artists, etc. Then there were us local folk who lived through the cold winters, in the double-wides, tromping through frigid cold and snow. So, it wasn’t uncommon for the Apple inner workings to be hallway fodder as some of the townfolk got summer winds of his inner battles (friends tended to his yachts or landscaped, that old chestnut). I had observed, as much as a distracted teenager could, his career, ergo, executive mgmt, off and on since a young buck and as well as later followed Gates similarly. Yeah, I had normal posters of Jordan, Magic, Spud Webb, Manute Bol, and the Sox on my wall too just like any other kid. Point being, it was neat to be over 200 miles from a large city, over 60 miles from a highway, and still feel connected to the bigthink.

 

There were some great things Sculley did when he took over Apple and some really dumb things as I recalled how I thought of it back then. A Decade later, I read “Insanely Great” myopy of Apple, and of course reading it was a mix of inside track connecting and realizing how much I missed between the lines. For instance, I recall certain undertones about Jobs, but I didn’t get them until I realized how he treated people. At the time, I knew more about the Steve Jobs and Bill Gates side of the Microsoft and Apple battles. I find for my work career now, I actually find the Sculley and Jobs (or now Cook and Jobs) difference more enlightening. And yes, as I connected the dots, I grew to dislike “Jobs character”, while admire his forward thinking. 

Anyhow – All that nostalgia aside – WHY IS THIS relevant, and why would Federal Government or any Management Executive care?

  1. You can read about how the lack of vision once Jobs left on this focus really killed Apple. Apple was NEVER about out-engineering Microsoft, or now Google, but instead of outpacing embedding their products with less features and fit into their ecosystem.
  2. It was obvious even then Apple followed aspects of the Gillette model for getting in the door with a slight twist. Instead of giving the handle away and selling razor blades, they gave major discounts or even free to schools, and later kids would buy their own for home. Brilliant. That has been their bread and butter ever since. Get them on their ecosystem and you won’t mind the extortionist level mark-up as you have been trained on their quality, hip, and other brand qualities. Just like any product allegiance concepts.
  3. It was clear if you stayed ahead on form factors to make ecosystem adoption easy, then people would forgive the higher price, and thus you could play with a much higher profit margin, which means you could get away with lack of discipline on product development
  4. But, the issue was, once Jobs was out of the picture, and someone else had to make up with that lack of discipline, margins crumble,s they had to reel internally on recouping on bad product management lifecycle, decisions, and especially coordinating with engineering struggled. 
  5. What you see is by the 90s, Sculley “ran the company into the ground” is how its written from an epic story of emerging business management greatness and some of the biggest flops. Mis-released of the Newton as they didnt understand timing of ecosystem adoption (way premature). 
  6. It was different than marketing a standing commodity like soda. That is where Jobs knew it. It was adapting to new forms and always designing to form over function. 

In all reality, maybe I am a sympathizer, I think he inherited a genius capitalist’s mess on the upswing, and as soon as marketshare dwindled, the emperor had no clothes, and Sculley was stuck dealing with the mess and was not setup with executive team to fight two situations – financials and innovation – at once. Cook began to hit that as well, but seems to have recovered (i.e. 12/2013 update: Apple maps: how Google lost when everyone thought it had won

So give the article a read, and consider how your organization tries to balance form over function and discipline design and management.

If you think worthy of fellow management executives, forward this on, and you can read about some of the management inner workings from Sculley’s angle (the side not being reported on, except that “he” fired Jobs). 

I read it again, and I was amazed at some of the parallels we’re going through right now in so many of our projects, perspective clients. It really is some fascinating soap opera lessons learned and insight for any executive. 

 

Our concepts are biased towards the next generations concept

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Top Current Disruptions:

*Xentity’s semi-annually update picklist of topics disrupting decisions, projects, product plans, and service

Market DriversBusiness Model ImpactsData and the Board RoomTechnology Dirsuptors
  • User Info Consumption Patterns Rapidly Changing
  • Change Drives you, not vice-versa
  • Behind on Time to Market
  • Short-Term Policies & Budgeting Nightmares
  • 24-hour Transactions
  • Life Events
  • World Generation Doubling for first time in a single generation
  • Local workforce pool lacking needed skillset
  • Knowledge Business Models
  • Shared Services
  • Geospatial Enabling and Integration
  • Tethered Mobile Workforce
  • Workforce Brain Drain
  • Dysfunctional Organizational Development
  • CRM Sales Force
  • Social Media
  • More Horizontal Services as Utility 
  • (i.e. Cloud, Financial, Health)
  • Supply Chain needs Data Lifecycle efficiencies
  • Data Analysis by Paralysis
  • BigData Hype
  • Moving data to Semantic Web
  • Need intelligent way to deliver and digest data
  • Crowdsourcing
  • Open Data
  • Data “Black Hole” force
  • Cloud Migration
  • Aging or Misaligned IT Portfolio
  • Multiple IT Transformation Efforts
  • Wrong IT Footprint
  • Lacking IT Business agility
  • Moore’s Law Too Fast?
  • Machine Learning (Think Google)
  • Designing for Mobility

It is true that change is not going to stop nor slow down. Huge technology drivers opening up new markets and business models. This in turn is creating more and more new data that can help understand, accelerate, and advance your business. 

Business flux has not been so fluid – for good and bad – since the Industrial Revolution or the Great Depression. This is especially true in science, engineering, and information technology. The gamut we focus on in this change is in disruptions to the information lifecycle.

There are really only a few management choices to make:

  • Lead and Bleed with risky investments in new concepts in hopes of ending out ahead
  • Slow down and hope the hype passes, things remain the course
  • Adapt in measured way balancing your existing investment and newer concepts.

This is where Xentity focuses – on your next transformation

Our idea is that organizations need a way to drive, manage, and stay with or ahead of change to be leaders or relevant in their respective fields, industry, market – whether market-driven, business-driven, data-driven, or tech-driven.

We take the lessons learned of past enterprise and world experiences, and our trained, informed consultants use our authored, proven open-methodologies to analyze with the right amount of critical-thinking against our continuing research into future cultural, business, and technological change.

Our Corporate FluffReal-World Translation
We think big on change, while changing small bits at a time Think and act globally and locally. This allows us to dream with big business ideas, while grounding in cultural, operational and technical transition. Our work shows we work on large conglomerate and federal scope and stay fresh supporting small functions and agile, tandem iterations towards new designs, governance, etc. 

Meaning, many high-tech consultants sell implementations as primary objective. Our primary objective is the design first to assure any investment still makes sense, adds value, is affordable. Our concepts are noted in architecture concepts, Data Science Research Concepts, Integrated Change Management Concepts, and Our concepts are biased towards the next “generations” concept

We support executives transform their visions into action. From shortening lines at airports, to college loan app times down to minutes instead of weeks, to making hidden geospatial data into frontline services.

We align to what you want to be based on drivers, possibilities, pragmaticism, timing, resources, and then examine workforce, automation, and product roadmaps. We do this through our guiding Line of Sight concept that guides our Architecture Methods. We tell you what can be done, buying back risk early, in near, mid, and long order.

We are growing partners. We trust in our selected partner relationships, so we share and train partners our shared experiences in corporate knowledge, skill, and business. We build lasting strategic relationships with our handpicked sub-contractors as they bring unique niche skill sets. Sure, its compete one-day, collaborate the next, but ultimately, being on similar pages allows our partners and us to deliver value to our clients.

We believe or bottom line is based on your bottom and top line. So, we put yours first.

We find the best way to get your solutions in place, even when that means bringing more Xentity Partners to table to assure the right value is added at the right time.

We share our concepts and supporting assets openly.We want to focus on our clients, and our “intellectual property” is shared with the world. Xentity co-authored Methodology for Business Transformation at the Dept of Interior which has been the core asset input into the Federal Segment Architecture Methodology at the U.S. President’s Office for Management and Budget (OMB).Our methods in Architecture Method Overview, for example, is world recognized for its way of connecting executive direction with current and target investments in information lifecycle.  We are active voting participants in multiple approach, concept, methodology, and standard industry bodies that govern, educate or help improve industry success. We share and train on approaches, standards, methods, templates, etc.

Why we exist?

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Business flux has not been so fluid – for good and bad – since the Industrial Revolution or the Great Depression – this is especially true in science, engineering, and information technology. So, we sought to plan, design, discover for and with executives seeking to take on business as usual in these fields.

Our blended services take on cultural, business and technology transformation in an integrated fashion.  We seek to design transformation – for the next generation.

Our Niche is change

We are a niche consultancy – boutique firm if you will. We seek out and take on projects that typically align with our concepts. This is an advantage for the clients as we can bring truly unique subject knowhow and innovation in these areas creating actionable plans and designs.

Generations

In a world that is changing more than ever in history, we analyze the cultural of organizations with you to help truly enable our collaboratively developed plans to be executed. We cooperatively look and design for fundamental core changes in your business, with a solid background in leveraging new advances in technology and management models.

Transformation

All services, work, concepts, studies are thematic on designing executive-level change. Our approaches are published, open, and glue together industry-standard change processes. For example, the U.S. President’s Office of Management and Budget and U.S. Department of Interior’s Methdologies are both directly infused with Xentity approaches.

Xentity can help your company with executive level change to transform for the long-run with a combination of short-term operational improvements and longer term tactical and strategic direction changes. This puts the executive at large organizations back in a model that can manage the change.

Science and Engineering

Like in the premise of science and engineering research, all Xentity research outputs are open. Client-Privacy is maintained, but many assets developed during Gov’t efforts become citizen-property. With open-assets, Xentity certifies, trains and partners and clients on these methods, tools, and concepts.

Earth Change

Our Consulting focuses on business areas that positively impact earth change. As a consulting organization, we choose to support organizations that have a similar goals – whether that be sustainability, responsibility, and quality of life. Xentity is committed to bringing on top talent that has unique science, engineering, or research background to add to their strong consulting skills.

Founded in 2001, incorporated in 2004, 8(a) status in 2010, Xentity has guided clients beyond surviving the dot-bomb, but rebrand and reposition, avoid costs and improve efficiencies all to increase their relevance. Xentity role in helping clients create this true value has been in enterprise design, planning, communications and execution support.