Mobile Data Mining CasesEngineeringNetwork usageMarketingKnowledge Management

David L. Olson

Communication Network Engineering Ian Phillips, David Parish, Mark Sandford, Omar Baswhir, Anthony Pagonis, Architecture for the management and presesntation of communication network performance data, IEEE Transactions on Intrumentation and Measurement 55:3, 2006, 931-938

David L. Olson

Internet ServicesAll aspects of performance measurement system integrated into coherent automatic systemNETWORK PERFORMANCELatencyLossPing traditionally used, but needed more accuracyNeeded single-way delays (ping only provided round-trip measuresInternet control message protocol echo has to be processed at receiver

David L. Olson

British Telecommunications PLCLarge data networkServices to subscribersNegotiated fees for varying levels of serviceNeeded quick, efficient measures of degree to which agreements metWanted information of network saturation due to additional customers, how changes in network would impact performance

David L. Olson

Knowledge HierarchyDATAGatherStoreINFORMATIONIntelligent processingQueriesDisplayKNOWLEDGEOperational decisions

David L. Olson

Monitor StationGPS AntennaConnected to GPS in Timing CardSystem BusConnect Timing Software with DOS, Device DriversTo Timing Card (GPS), Network Adaptor, Disk Drive

David L. Olson

MEASURESUnexpected Delay ExperiencesSpikes short period of high delay, usually due to network fault conditionsSteps fixed changes to steady-delay measure, usually routing changesChanges in time-of-delay variation increase during working hours

David L. Olson

EXPERIENCESystem instrumental in identifying soft faults (not triggering alarms)Identification of interface card with degenerating optical interfaceAbility to understand impact of planned network changesAllows visualization of information not currently collected

David L. Olson

Data Mining Mobile Web Customer Service Shin-Mu Tseng, Ching-Fu Tsui, Mining multilevel and location-aware service patterns in mobile web environments, IEEE Transactions on Systems, Man, and Cybernetics Part B 34:6, 2004, 2480-2485

David L. Olson

Wireless Datacommunication log of cellular phoneslog of customer service requests

Past studies of mobility management focused on location trackingRecently more data miningEspecially association rule mining of user moving logsAgrawals Apriori algorithm efficient for association rule miningIF user in Pusan THEN will go to DaeguThis paper presents algorithm capable of considering hierarchical levelsSuch as user movement, user service requestIF user in Pusan THEN request for airplane schedule

David L. Olson

Data IntegratedAssociation rules based on two parametersMinimum support (minimum number of cases where condition and result true)Minimum confidence (probability of this pair at least some minimum level)

David L. Olson

Algorithms2-DML_T1L1Location and service hierarchies encodedStart at root, move to leafAt each level find large itemsetsIteratively find all itemsets in combinatory pairs across hierarchy2-DML_T1LAfind all large-1 itemsets in all levels of hierarchy in first phase

David L. Olson

Simulation ExperimentEvaluated performance under different conditionsSetting minimum support has substantial impactLess service patterns discovered if more network notes or service typesMore service patterns found if more services requested by users2-DML_T1LA more efficient in execution time2-DML-T1L1 more efficient in memory use (other finds pairs for all levels)

David L. Olson

Data Mining Mobile Business MarketingMark Ferris, Insights on mobile advertising, promotion and research, Journal of Advertising Research March 2007, 28-37In developed Asian countriesPrimary access to Internet no longer PC or laptopMOBILE PHONE

David L. Olson

CASE 1: Video Rental StoreHas large database of clients, with personal level informationNow over 4.4 million on-line users, 60 % who access through mobile phonesOnline service 24 hour trackingStore relates this to behavioral data (what they rent, buy)Personalized marketing campaignsIf buy Madonna album, e-mail to mobile phone of next albumOn-line magazine service deliverable to mobile phoneTrack preordering activity real-time development of new offers (Clickstream)M-reservations, preordering ability reduces churn

David L. Olson

CASE 2: Opt-In Dining ClubAbility to block spam to mobile phonesTokyo Internet-based dining club connected restaurants with those who like to dine outNeeded database of promising customersUsed mobile phone peripheral if user wanted to sign up, jab mobile into device transferred phone number & e-mail address, other informationService queried preferences, get coupons, find restaurants with cuisine of choiceRestaurants could issue coupons for slow times (in real-time)

David L. Olson

CASE 3: Fashion Clothing RetailYoung casual wear, highly competitiveFormerly used flyer advertisements in newspapers not reaching young peopleImplemented mobile coupons 2001Membership encouraged through free ringtone downloadsCustomers access coupon site via mobile phone, register, get coupons, weekly newsletterCompany keeps individual database, sends surveys & information

David L. Olson

CASE 4: Music DistributorNeeded information for feedbackMobile phones give more optionsCan read 3D codes can handle many types of dataCustomers use phones to photograph, scan code, find website hosting surveyPicture of barcode can lead to more information on products

David L. Olson

CASE 5: Clothing RetailerTo increase store traffic, expand customer database, increase brand awareness,Charity concert featuring four bands popular with target demographicSweepstakes drawings offered for registering, including cell-phone photo e-mailed in

David L. Olson

Knowledge Management System proposalSenthil K. Muthusamy, Ramaraj Palanisamy, Jonathan MacDonald, Developing knowledge management systems (KMS) for ERP implementation: A case study from service sector, Journal of Services Research December 2005, 65-92 Implementation of ERP a problemHas crippled several companiesKnowledge Management System should make it easier

David L. Olson

Canadian telecommunications companyImplemented ERP in 1990sPROBLEMATICSobeys Inc. installed SAP R/3Store shelves emptyHad to abandon ERP implementationReverted to backup lost $89 million in 2001

David L. Olson

KNOWLEDGEEXPLICITWords, numbers, codified rules, formulas, regulations, policiesTACITPersonal, context-specific, subjective, inductive Insights, intuition, experience

David L. Olson

Knowledge ManagementRationale behind decisions madeGet right information to right person at right timeGather relevant informationOrganize by establishing contextRefine information by discovering relationshipsAbstract, Synthesize, ShareDisseminate to those who can use

David L. Olson

Knowledge Management Systems (KMS)SOFTWARE TO SUPPORT creation, transfer, applicationCase-Based ReasoningRecord successful solutions from past casesHuman-readable Internet, intelligent agentsFind case best matching current problem, apply old solutionHelp/support desk; BPRRule-Based ReasoningKnowledge is factsMachine learning expert systemsApply data miningHybridIntegrate CBR & Rule-based

David L. Olson

KM & ERPGather lessons from past attempts to implement ERP

David L. Olson

CASE: Canadian Telecommunications CompanyCellular phones & service; Internet service; 2-way radios; pagers; satellite communications, accessories & servicing; website with daily information4 companies in groupEach had mainframe based legacy systems for general ledger, capital management, payroll data distributedERP required consolidation of dataProblems in getting information from mainframe for budgets as used Excel1996-7 adopted ERP, driven by Y2KConsidered SAP, JDEdwards, PeopleSoft selected PeopleSoftCHALLENGE: capturing tacit informationSolved by hiring right people, tacit knowledge came with themDatabase access & design skills; EXCEL skills; Web skillsEstablished learning management system organize unstructured information, convert tacit knowledge into explicitUser training from external sources to acquire ERP skills

David L. Olson

ERP ImplementationPhase 1: general ledger, accounts payable, purchasing (all interrelated)Phase 2: project module, assets module (5-6 months after phase 1)Phase 3: inventory controlPreimplementation strategies from PeopleSoft, Deloitte and Touche

David L. Olson

Lessons LearnedUser company would identify area needing replacementPeopleSoft modules occasionally didnt provide value, but user forced to use as part of ERP system (creating fit gap)User team consisting of key stakeholdersAfter testing, plans modified on several occasionsSlow response from ERPProblem data integrity, data structureHardware upgraded several timesHardware ultimately migrated to UNIX (mainframe, but client server processing)Web based system applications servers, database servers

David L. Olson

ActionsSeveral interim modificationsBusiness processes modified, requiring extra hiringSoftware upgrade held off to 3 years instead of vendor-suggested 1 yearNeeded to change peoples attitudesAuditors tested internal controls, identified problems; PeopleSoft fixedPayroll module could not be usedHired ERP consulting company to modify PeopleSoft

David L. Olson

IMPLICATIONSI dont see how knowledge management system implementedBut idea of retaining lessons learned was applied

David L. Olson