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How Big Data Has Changed 5 Boston Industries

By: 

Emerging technologies have unlocked access to massive amounts of data, data that is mounting faster than organizations can process it. Buried under this avalanche of analytics are precious nuggets of information that organizations need to succeed. Companies can use these key insights to optimize efficiency, improve customer service, discover new revenue sources, and more. Those who can bridge the gap between data and business strategy will lead in our new economy.

Big Data’s potential impact on enterprises and industries as a whole is boundless. This potential is already being realized here in the Hub. Boston has been ahead of the curve when it comes to Big Data, thanks to our unique innovation ecosystem or our “Big Data DNA,” the Massachusetts Technology Leadership Council says. As a result, Boston is home to an especially high concentration of Big Data startups, but also powerhouse industries that have strategically leveraged analytics and transformed the space.

Check out how data and analytics has changed these five Boston industries.

1. Marketing & Advertising

Marketing & Advertising

In our age of online marketing, marketers have access to mountains of data. Pageviews, clicks, conversion, social shares…the list is endless. That doesn’t even account for the demographic data marketers collect and interpret every day.

These analytics have enabled marketers to access a more comprehensive report of campaign performances and in-depth view of buyer personas. Armed with these insights, marketers are able to refine their campaigns, improve forecasts, and advance their overall strategy.

Big Data also enables targeted marketing, a crucial component of today’s online strategy. You know those eerily accurate advertisements on your Facebook page? You can thank Big Data for that.

Analytics have unlocked enormous potential for marketers to better create, execute, and forecast campaigns. As a result, Boston has boomed with organizations entirely devoted to providing data-driven marketing solutions. HubSpot and Jumptap have emerged as leaders in this space, raising about $2.5 billion combined. Attivio, Visible Measures, DataXu are also leading marketing solutions providers.

2. Healthcare

Healthcare

It shouldn’t surprise that healthcare represents a top industry in Boston’s Big Data ecosystem. The healthcare industry collects and analyzes enormous volumes of clinical data on a daily basis. Partners Healthcare alone has some two billion data elements from over six thousand patients, according to the Massachusetts 2014 Big Data Report.

Big Data’s impact can be seen first and foremost with the electronic health record. Big Data has launched the electronic health record into the twenty-first century, revolutionizing patient care, and empowering the success of companies like athenahealth based in Watertown.

“The meaningful use of electronic health records is key to ensuring that healthcare focuses on the needs of the patient, is delivered in a coordinated manner, and yields positive health outcomes at the lowest possible cost,” the report said.

The space has expanded even more since Massachusetts passed legislation requiring all providers to adopt electronic health records and connect to the health information exchange, Mass HIway in 2012.

The Shared Health Research Informatics Network (SHRINE) is another local innovation linking five hospitals (Beth Israel Deaconess Medical Center, Children’s Hospital Boston, Brigham and Women’s, Massachusetts General Hospital and the Dana Farber Cancer Center) in a centralized database to improve efficiency and quality of care.

After genomic data and patient data from electronic medical records, medical devices like pacemakers or a Fitbit, for example, are the fastest-growing sources of healthcare data. All of these rich sources of information can – and are – being leveraged by Boston healthcare providers to improve care and lower costs.

 

3. Government

Government

The State of Massachusetts and the City of Boston lead the nation with a sophisticated public sector approach to data and analytics. Governor Patrick made Big Data part of policy, launching Massachusetts Big Data Initiative and supporting Mass Open Cloud Initiative, a public cloud that utilizes an innovative open and customizable model.  In 2009, the Commonwealth launched the “the Open Data Initiative” inviting the public to access the government’s data library from nearly every department.

But analytics’ impact on the public sector is only beginning. Big Data can significantly improve the quality and efficiency of city services, and do so at a lower cost. But most importantly, data will unlock the future of urban living. Imagine if we knew the location of every bus, train, car, and bike in real-time? Imagine if we knew the profiles of every city building? This is the vision of Boston’s future as a “connected city” outlined in Mass Technology Leadership Council’s 2014 report Big Data & Connected Cities.

“Boston is making great strides in using technology to improve how city services are delivered but we can and will do more,” said Boston Mayor Marty Walsh about MassTLC’s report.  “We are making vast amounts of the city’s big data available online to the public to not only increase transparency but to also spur innovation.”

Walsh has shown support for a data-driven, connected city and plans to hire a City of Boston Chief Digital Officer to help make this vision a reality.

4. Energy

Energy

Big Data is a big reason Boston has evolved as a leader in the energy industry. Tapping into Big Data yields much more comprehensive, accurate reports of energy usage and also illuminates how these building can operate more efficiently. As a result, the industry has boomed with companies helping buildings go green to save green, including local leaders EnerNoc, Retroficiency, and NextStepLiving. Buildings in Boston and beyond are being constructed or retrofitted with building automation systems – cloud-based, centralized control centers – which collect massive amounts of data, report on energy consumption in real-time, and can continually adjust building performance for optimum efficiency. This “smart” living is the wave of the future and entirely driven by Big Data.

5. Financial Services

Financial Services

Financial services is the fifth largest vertical for Big Data in Massachusetts. Big Data has made it possible to analyze financial data sets that previously weren’t accessible. Financial analysts now can examine and interpret unprecedented amounts of information and do so in new and innovative ways. For example, stock traders can collect and mine mass amounts of social media information to gauge public sentiment about products or companies, Information Week said.

Top companies Fidelity Investments, Pricewaterhouse Coopers, Baystate Financial, LLC and others in Boston’s financial services sector heavily depend on big data to compile reports, forecast market future, and guide their decisions.

Footerindesign

My Journey in Online Learning

The M.S. in Project and Program Management program at Brandeis GPS through the eyes of a recent graduate, Thomas Gratiano.

ProjectManagement_03Three years ago as the manager of the Program Management Group within the Manufacturing and Global Supply Chain (MGSC) Division, my manager challenged me to build my business acumen. To meet this challenge, I started researching: certifications, certificates, and degree programs.

Eventually I came across the Brandeis program, the curriculum was exactly what I was looking for to build on my existing Program Management skills. During the pursuit of my degree at Brandeis I took four classes on campus and six online.  Although I was hesitant at first about taking online classes, the online option provided an increased level of flexibility.  This proved to be a key feature of the program as I ended up Program Managing two projects with our team in Belgium while attending classes online. I was able to travel as often as required with no impact to my ability to participate in class. e-Learning Concept. Computer Keyboard

Upon completion of my degree, I was promoted to senior manager in charge of Framingham manufacturing operations and the MGSC Program Management group. The Brandeis degree built my business acumen and provided me the opportunity to continue to grow with my company. 

Brandeis launches MS in eLearning design, technology

Repost from Brandeis NOW: http://www.brandeis.edu/now/2014/june/onlinedesignandtech.html

Brandeis University’s division of Graduate Professional Studies has established a new master’s of science degree in online instructional design and technology.

Brandeis developed the program, which will be offered online, in response to the growing need for professionals highly skilled in the development of digital learning resources to support the rapid proliferation of online education courses and e-Learning powered training programs.

FLIPPEdThe Advisory Board reports that the demand for graduates with instructional design skills has increased in recent years, with a 63 percent increase in total job postings from 2010 to 2013, and a 50 percent increase in job postings for instructional designers and technologists. They also found that employers increasingly demand instructional designers with content development and collaboration skills.

“As public and private interest and money flow into this space, the need for highly trained professionals versed in the art and science of instructional design has almost certainly never been higher,” said Jason Gorman, a member of the professional advisory board for Brandeis’ master of science in online instructional design and technology program and vice president of learning experience design services at Six Red Marbles, the largest US-based development house for learning materials.

The Brandeis program will prepare students to harness educational technologies in the development of online courseware, use iterative and formative course development processes, and apply evidence-based learning methodologies to the design of dynamic online learning courses.

The program includes courses focusing on how to effectively apply various instructional design methodologies and principles of learning science to online course development, as well as courses focusing on the creative utilization of instructional technologies such as learning management systems and rich interactive courseware authoring tools. The program is designed to help instructional designers, educational technologists, and training and development specialists to successfully manage instructional design projects, work effectively with subject matter experts, apply evidence-based course design principles, and develop dynamic learning content to support fully-online course and program design and delivery.

Six core courses and four electives are required (a total of 30 graduate credits). Students may enroll in up to two courses before officially applying for admission.

“Instructional design has become a crucial skill set for both educational institutions and training and development organizations across a variety of industries and sectors,” said Brian Salerno, who chairs the new program. “The Internet and mobile platforms have emerged as a desirable delivery medium for learning and training materials, as well as educational courses. Instructional designers help organizations not just transition their learning content online, but help them to design effective online courses that harness all the advantages that instructional technology has to offer.”

Program graduates will be able to:

  • Apply evidence-based learning science and online pedagogical principles to the design, development, facilitation, and assessment of online courses and programs.
  • Develop online instructional products and environments utilizing ADDIE and other models of instructional systems design.
  • Design dynamic, adaptive, and interactive online multimedia-based instructional content and courseware.
  • Evaluate and integrate instructional technologies, platforms, and collaborative tools for use in diverse instructional settings and applications.
  • Demonstrate creativity and innovation in the application of instructional design principles and technologies to respond to instructional challenges and emerging trends.
  • Lead and manage online instructional design and technology teams and projects, utilizing effective written and oral communication strategies.

This is the eighth part-time, online master degree program offered by Brandeis’ division of Graduate Professional Studies. The programs are geared for professionals looking to advance in their fields and keep up-to-date on the latest practices. Students are taught techniques that they can apply immediately in their places of work. The course instructors bring their applied experiences into the online classrooms, and the programs’ professional advisory boards help ensure that the courses and programs remain current and relevant.

More information about the master’s program in online instructional design and technology, as well as registration for the virtual open house on Thursday, June 26, 7 pm EDT, is available online or by calling call 781-736-8787.

Are You Running from Problems or Solving Them?

By: Johanna Rothman

Originally from: http://www.jrothman.com/blog/mpd/2014/05/are-you-running-from-problems-or-solving-them.html

Back when I was a manager inside organizations, I had many days that looked like this:

  • Meetings at 9am, 10am, 11am.
  • Working meeting through lunch (noon-1pm)
  • Meetings at 1pm, 2pm, 3pm.

I finally got a chance to check my email at 4pm. That’s when I discovered the world had blown up earlier in the day! (This is before cell phones. Yes, there was a time before cell phones.)

resource-schedulingI then ran around like a chicken with my head cut off until I left work at 5:30pm, because, yes, I had a family, and, yes, I had to leave at 5:30pm. I either made dinner or picked up children, depending on my agreement with Mark.

We did the family stuff until 8pm, and when the kids went to sleep, I went back to work.

No wonder I was exhausted. My decision-making sometimes suffered, too. No surprise there.

Luckily, I had some days that did not look like this. I could solve the problems I encountered. And, some of these meetings were problem-solving meetings.

However, I had jobs where my senior managers did not manage their project portfolios, and we had many crises du jour. My VP would try to catch me on the way to my next meeting, and attempt to get me to “commit” to when a patch would be available or when we would start, or finish a project.

I swear, one of my VP’s used to know when I went to the ladies’ room. He did yell at me through the door, just as in this management myth.

I finally put my foot down, and said I was no longer going to meetings that weren’t problem solving meetings. Have you read the chapter about meetings in Manage It! Your Guide to Modern, Pragmatic Project Management? I wrote it for project managers and for ProjectManagement_03managers who run around like the proverbial chickens. I wrote Manage Your Project Portfolio for managers like me who had well-meaning senior managers who had trouble making decisions about which projects to do.

This management myth is something I see often in organizations. This one is the one where people are running around so often they don’t actually solve problems.

Many problems are a combination of several problems. You might have to separate the problems and attack them in sequence. But, you might have to see the whole first, because there might be delays. The overarching problem is this: if you don’t give yourself enough time as a problem solving team, you can’t tell what the problem is. If you can’t tell what the problem is, you can’t solve it.

Problem solving tends to go through the process of:

  • Problem definition: What do we think the problem is?
  • Problem discussion: Let’s get all the divergent ideas on the table. Brainstorm, whatever we need to do.
  • Select a solution: Converge on a solution, trying out the ideas, understanding the results of each potential solution
  • Determine an action plan, with dates and people’s names associated with each step

Your problem solving might vary from this a bit, but that’s the general idea.

If you never give yourself enough time to solve problems because you’re always running around, how can you solve problems? It’s a problem. (Like the recursion there?)

That’s this month’s management myth, I Can Concentrate on the Run. Maybe your myth is that you can concentrate in a 10-minute standup. Maybe your myth is that you can concentrate on your drive into work. You might be able to, for some problems. Complex management problems require more than one person to solve them. They require more than a few minutes thought.

How do you solve complex problems in your organization? Do the problems run around the organization for a while? Or, do you solve them?

Johanna Rothman

Design Your Agile Project, Part 1

by: Johanna Rothman

Find the original post here: http://www.jrothman.com/blog/mpd/2014/03/design-your-agile-project-part-1-2.html

The more I see teams transition to agile, the more I am convinced that each team is unique. Each project is unique. Each organizational context is unique. Why would you take an off-the-shelf solution that does not fit your context? (I wrote Manage It! because I believe in a context-driven approach to project management in general.)

One of the nice things about Scrum is the inspect-and-adapt approach to it. Unfortunately, most people do not marry the XP engineering practices with Scrum, which means they don’t understand why their transition to agile fails. In fact, they think that Scrum alone,without the engineering practices, is agile. How many times do you hear “Scrum/Agile”? (I hear it too many times. Way too many.)

I like kanban, because you can see where the work is. “We have a lot of features in process.” Or, “Our testers never get to done.” (I hate when I hear that. Hate it! That’s an example of people not working as a cross-functional team to get to done. Makes me nuts. But that’s a symptom, not a cause.) A kanban board often provides more data than a Scrum board does.

Can there be guidelines for people transitioning to agile? Or guidelines for projects in a program? There can be principles. Let’s explore them.

The first one is to start by knowing how your product releases, starting with the end in mind. I’m a fan of continuous delivery of code into the code base. Can you deliver your product that way? Maybe.

How Does Your Product Release?

I wish there were just two kinds of products: those that released continuously, as in Software as a Service, and those with hardware, that released infrequently. The infrequent releases release that way because of the cost to release. But, there’s a continuum of release frequency:

Potential Release Frequency

How expensive is it to release your product? The expense of release will change your business decision about when to release your product.

You want to separate the business decision of releasing your product from making your software releasable.

That is, the more to the left of the continuum you are, the more you can marry your releases to your iterations or your features, if you want. Your project portfolio decisions are easier to make, and they can occur as often as you want, as long as you get to done, every feature or iteration.

The more to the right of the continuum you are, the more you need to separate the business decision of releasing from finishing features or iterations. The more to the right of the continuum, the more important it is to be able to get to done on a regular basis, so you can make good project portfolio decisions. Why? Because you often have money tied up in long-lead item expenses. You have to make decisions early for committing to hardware or Non Recurring Engineering expenses.

How Complex is Your Product?

Let’s look at the Cynefin model to see if it has suggestions for how we should think about our projects:

CynefinI’ll talk more about you might want to use the Cynefin model to analyze your project or program in a later post. Sorry, it’s a system, and I can’t do it all justice in one post.

In the meantime, take a look at the Cynefin model, and see where you think you might fall in the model.

Do you have one collocated cross-functional team who wants to transition to agile? You are in the “known knowns” situation for agile. As for your product, you are likely in the “known unknowns” situation. Are you willing to use the engineering practices and work in one- or two-week iterations? Almost anything in the agile or lean community will work for you.

As soon as you have more than one or two teams, or you have geographically distributed teams, or you are on the right hand side of the “Potential for Release Frequency” chart above, do you see how you are no longer in the “Complicated” or “Obvious” side of the Cynefin model? You have too many unknowns.

Where Are We Now?

Here are my principles:

  1. Separate the business decision for product release from the software being releasable all the time. Whatever you have for a product, you want the software to be releasable.
  2. Understand what kind of a product you have. The closer you are to the right side of the product release frequency, the more you need a program, and the more you need a kanban to see where everything is in your organization, so you can choose to do something about them.
  3. Make sure your batch size is as small as you can make it, program or project. The smaller your features, the more you will see your throughput. The shorter your iteration, the more feedback you will obtain from your product owner and “the business.” You want the feedback so you can learn, and so your management can manage the project portfolio.
  4. Use the engineering practices. I cannot emphasize this enough. If you do not keep your stories small so that you can develop automated unit tests, automated system tests, use continuous integration, swarm around stories or pair, and use the XP practices in general, you will not have the safety net that agile provides you to practice at a sustainable pace. You will start wondering why you are always breathless, putting in overtime, never able to do what you want to do.

If you have technical debt, start to pay it down a little at a time, as you implement features. You didn’t accumulate it all at once. Pay it off a little at a time. Or, decide that you need a project to prevent the cost of delay for release. If you are a technical team, you have a choice to be professional. No one is asking you to estimate without providing your own safety net. Do not do so.

This post is for the easier transitions, the people who want to transition, the people who are collocated, the people who have more knowns than unknowns. The next post is for the people who have fewer knowns. Stay tuned.

Johanna Rothman

Just Announced: Eric Siegel as GPS Commencement Speaker

eric_med_3Brandeis Graduate Professional Studies is pleased to announce our 2014 Commencement speaker for the Rabb School of Continuing Studies Diploma Ceremony, Eric Siegel, PhD.

Eric completed his undergraduate degree from Brandeis University in 1991, and subsequently earned his PhD from Columbia University. Eric is the founder of Predictive Analytics World and Text Analytics World. He is the Executive Editor of the Predictive Analytics Times, and he makes the how and why of predictive analytics understandable and captivating. Eric is the author of Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die and a former Columbia University professor who used to sing to his students. He is a renowned speaker, educator, and leader in the field. He has appeared on Bloomberg TV and Radio, Fox News, BNN (Canada), Israel National Radio, Radio National (Australia), The Street, Newsmax TV, and NPR affiliates. Eric and his book have been featured in Businessweek, CBS MoneyWatch, The Financial Times, Forbes, Forrester, Fortune, The Huffington Post, The New York Times, The Seattle Post-Intelligencer, The Wall Street Journal, The Washington Post, and WSJ MarketWatch.

 

My Student Experience

by: Daniel Mongeon

Twenty-three years.  That’s the length of time that has eclipsed since I last enrolled in a “for credit” course.  I earned my undergrad at that time and never looked back, until recently.  I had been contemplating taking a course for both professional development and as a possible gateway to applying to a Masters program, but I didn’t really want to do it.

My two sons are 5 and 3.  Seeing them when I arrive home from work is the best part of my day, but it’s still stepping from one job to another.  The second best part of my day is when they’re tucked into bed and I can indulge in some “me” time.  I guard that “me” time jealously and I didn’t want to have my vigorous schedule of TV and reading interrupted by coursework.  Thankfully, my wife and my mother, an educator, wouldn’t allow me to rest on my laurels and I enrolled in RCOM 102 Professional Communications for the Spring 2014 term.

As the opening day for GPS courses approached, my dread increased but I tamped those program-hero-itm1feelings down with hollow sounding (to me) platitudes about “stepping outside of one’s comfort zone” and prepared for the 10 weeks to follow.  After reading through my syllabus and posting my initial introduction, I mapped out a schedule that seemed doable.  Wednesday would be my day for required readings.  Thursday would be for researching and posting my response to my instructor’s discussion post.  Friday would be for working on assignments and responding to posts by my classmates.  Saturday would be a day off, a break from schoolwork.  Sunday, Monday and Tuesday would be for completion of any tasks that needed to be wrapped up by the end of the course week.

It was a good plan, but what is it they say about the best laid plans of mice and men?  Right.  Life happens.  Sometimes a buddy I hadn’t seen in a while would only have Wednesday night free to hang out.  Perhaps I had a commitment on Friday.  There was that wedding to attend in Brooklyn on the weekend of Week 8.  There were times that I just couldn’t wrap my head around getting my work done and would stare at my computer screen, trying to will an idea to pop into my head.

skills-pmpI got through it, however.  Mores to the point, I enjoyed it.  I enjoyed reading posts from other students and constructing a decent response.  Through the research I had to do for my discussion posts and assignments, I learned things that could assist me in not only my job but my day to day life.  Our instructor was excellent at keeping our discussions moving if they bogged down. I found satisfaction in logging in to the class and seeing if there were any responses to what I had posted.  Getting my grades back and reading my instructor’s feedback pushed me to shore up the areas that needed strengthening.

Mostly, I found that stepping outside of my comfort zone wasn’t just an empty platitude; it was a way of “exercising” unused mental faculties and coming out the other side having discovered that I have the capacity to fit more education into my hectic life.  I found that you can come to like something you initially dreaded.

I got an ‘A’ in the course and plan to continue my studies. Although for now, I have some Red Sox games to enjoy, an instructional baseball team to coach and waves to catch.  See you in class.

About the Author:

Daniel Mongeon is a Brandeis Graduate Professional Studies Student Advisor. He has been with GPS for over 3 years and knows all there is to know about your student experience. He is a graduate from Emerson College and loves to surf, watch the sox and spend time with his family.

My Journey as an “Adult” Student

adult-studentOk so here I am, I was told at work that I need to take a course for professional development…really? I already have my master’s degree, I thought I was done with school. Although I did always think that I would be one of those people that was a lifelong student. It has been 10, 11, 12 years maybe since I last took a “real” course. You know what happens, life….marriage, kids, house, etc. etc. all the excuses, I mean, reasons why I haven’t taken any courses since my master’s degree. I must admit this pit in my stomach may be fear or is it excitement? How can I fit a 10-week, 3-graduate credits, minimum 3 posting a week course into my 2 kids (4yr old and 1 yr old), husband, house, full-time job, 2+ hour commute schedule? As I sit hear waiting for fall registration to open, I think the pit in my stomach is excitement and not fear. I’m going to learn again.

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