An article by Tom Manners after our discussion on Smart Planet solutions.
IBM’s solution to SA’s congested traffic
Better data processing is the key to using resources, like infrastructure and water, more efficiently says IBM.
IBM Chief Technology Officer for Sub Saharan Africa, Clifford Foster believes that Africa is better positioned to harness advances in infrastructure technologies than first world countries allowing them to operate more cleaning and efficiently.
Traffic congestion, according to Foster, is a good example of how data interpretation can resolve a problem.
In Stockholm, Sweden IBM monitored a number of ingoing and outgoing roads into the city and then applied the data to a management system which in turn reduced congestion by 20%.
South Africa, with its incoming SANRAL open road tolling system, could also become a success story. Foster suggests that by using the data compiled by such a system, authorities could better organise traffic flow during peak hour times in Johannesburg.
According to IBM the key to improving the utilisation of resources, like our roads, is effective data management.
“Bringing data to a central point is essential for South Africa,” explains Foster, in this way it can be interpreted and used to maximise existing infrastructure.
Original article here
Tuesday 25 August 2009
Monday 24 August 2009
ITWeb: Green gets smart
Write-up from the Green IT presentation last week:
“The way to address that opportunity is not in an isolated fashion. You get the biggest bang for your buck by looking at the entire value chain.”
Smarter planet
Foster explained that organisations are in a position to measure information on a scale never seen before, and that the cost of measuring devices, mainly transistors, has dropped to almost nothing. “We can sense and see the exact condition of practically anything for very little cost.”
This is coupled with a world that is becoming increasingly interconnected, according to Foster, evidenced by the explosion in telecommunications and the growing number of mobile phone subscriptions, which stands at around four billion worldwide. “People, systems and objects can communicate and interact with each other in entirely new ways,” he explained.
“Once all the information is collected, and you've connected it all together, then you're producing vast amounts of information in real-time. This is where the third concept comes in – you can make intelligent decisions,” argued Foster.
He explained that intelligent decision-making involves using the information gathered to determine how to prevent problems from happening before they occur. “It's not about doing things at month-end, or after they have happened; if you can detect what's happening in real-time you can prevent power outages on the energy grid, and wastages in terms of energy and water consumption. We can do things fundamentally differently.
“With this amount of intelligence and processing power being embedded in devices you wouldn't have thought of as computers a while ago, there's no reason why any device, person, process, or organisation can't be digitally aware, connected, and smart,” Foster added.
“Then it's a case of how to use all of that to impact your green agenda, and how to reduce costs, improve operational efficiencies and bring new products to market quicker.”
Less is more
Foster outlined three considerations in moving towards a more sustainable and cost-effective business, the first being how to do more with less. “Don't just look at one aspect; look at everything in the organisation.” According to Foster, this includes applications and data, information technology, real estate and facilities, building infrastructure, and energy management.
Another consideration for businesses, said Foster, is the need to be more responsible. “Organisations are being challenged to account for the environmental and social impacts of their activities. It starts with a clear strategy in terms of what the green agenda is, and having a governance model that sits at the forefront of the organisation, to measure and monitor processes.”
He added that companies need to consider the implications of their suppliers' and manufacturing activities on overall costs. “You cannot just assume that your trading partners are green, you have to ask for green credentials and measure what they do if you claim greenness in terms of regulatory requirements and stakeholder expectations.”
Thirdly, said Foster, organisations need to be more efficient. “You need to look at building smart systems and practical applications. Intelligent systems gather, synthesise and apply information to change the way the entire industry operates.”
He cited US Department of Energy figures that show 67% of energy is lost in transmission. “Imagine if you could detect an error before it becomes critical, and send people out before the impact of the problem becomes consequential.”
Foster believes the possibilities have only just begun, with the vast amounts information being collected in real-time offering huge opportunities. “The implications of living in a socially, technologically, and economically connected world are being felt more profoundly now than ever before.”
Original article here
“The way to address that opportunity is not in an isolated fashion. You get the biggest bang for your buck by looking at the entire value chain.”
Smarter planet
Foster explained that organisations are in a position to measure information on a scale never seen before, and that the cost of measuring devices, mainly transistors, has dropped to almost nothing. “We can sense and see the exact condition of practically anything for very little cost.”
This is coupled with a world that is becoming increasingly interconnected, according to Foster, evidenced by the explosion in telecommunications and the growing number of mobile phone subscriptions, which stands at around four billion worldwide. “People, systems and objects can communicate and interact with each other in entirely new ways,” he explained.
“Once all the information is collected, and you've connected it all together, then you're producing vast amounts of information in real-time. This is where the third concept comes in – you can make intelligent decisions,” argued Foster.
He explained that intelligent decision-making involves using the information gathered to determine how to prevent problems from happening before they occur. “It's not about doing things at month-end, or after they have happened; if you can detect what's happening in real-time you can prevent power outages on the energy grid, and wastages in terms of energy and water consumption. We can do things fundamentally differently.
“With this amount of intelligence and processing power being embedded in devices you wouldn't have thought of as computers a while ago, there's no reason why any device, person, process, or organisation can't be digitally aware, connected, and smart,” Foster added.
“Then it's a case of how to use all of that to impact your green agenda, and how to reduce costs, improve operational efficiencies and bring new products to market quicker.”
Less is more
Foster outlined three considerations in moving towards a more sustainable and cost-effective business, the first being how to do more with less. “Don't just look at one aspect; look at everything in the organisation.” According to Foster, this includes applications and data, information technology, real estate and facilities, building infrastructure, and energy management.
Another consideration for businesses, said Foster, is the need to be more responsible. “Organisations are being challenged to account for the environmental and social impacts of their activities. It starts with a clear strategy in terms of what the green agenda is, and having a governance model that sits at the forefront of the organisation, to measure and monitor processes.”
He added that companies need to consider the implications of their suppliers' and manufacturing activities on overall costs. “You cannot just assume that your trading partners are green, you have to ask for green credentials and measure what they do if you claim greenness in terms of regulatory requirements and stakeholder expectations.”
Thirdly, said Foster, organisations need to be more efficient. “You need to look at building smart systems and practical applications. Intelligent systems gather, synthesise and apply information to change the way the entire industry operates.”
He cited US Department of Energy figures that show 67% of energy is lost in transmission. “Imagine if you could detect an error before it becomes critical, and send people out before the impact of the problem becomes consequential.”
Foster believes the possibilities have only just begun, with the vast amounts information being collected in real-time offering huge opportunities. “The implications of living in a socially, technologically, and economically connected world are being felt more profoundly now than ever before.”
Original article here
Wednesday 5 August 2009
MMOGs vs MMORPGs
Background
In 2007 I completed a study on why collaboration works in online gaming. I provided a summary in my blog called Learning from Collaborative Play in MMOGs. The study highlights why games are superior in almost all ways in enabling collaboration as compared to conventional online collaboration tools.
G or RPG?
Last night I was lying in bed and contemplating why MMORPGs (massively multi-player online role-playing games) are generally more successful than MMOGs (massively multi-player online games). The answer is relatively simple and comes down to how players associate with their avatar (business speak) or character (game speak).
Gamers invest a lot of time and effort in developing their characters in role-playing games. In a game like WOW (World of Warcraft) you level your character from level one to level eighty, whilst continuously enhancing your character's skills, attributes and gear/clothing. Compare this to a game like DOTA (Defense of the Ancients) where you can choose your character before you play and just as rapidly discard it (when some unique twists).
Furthermore, in WOW, a lot of players spend considerable time and effort ensuring that their character "looks good". A lot of the most desirable items that you can acquire for your character are not only those items that have the best "stats" (skill enhancing points/statistics) but those that look the best. In addition there are many vanity items like extra clothing and pets.
Ego-enhancing
MMORPG players associate with their characters and these characters become an enhancement of their selves. This makes the game very sticky and is probably one of the major reasons why WOW remains so successful even though the game engine is quite dated versus some of the competition.
Walk around (with your character) in one of the major cities in WOW and you will notice that there are a lot of people socialising or merely standing there showing off their gear/clothing.
The better your clothing and gear; the better you are as a player (difficult to acquire items); and by association the better you are.
In 2007 I completed a study on why collaboration works in online gaming. I provided a summary in my blog called Learning from Collaborative Play in MMOGs. The study highlights why games are superior in almost all ways in enabling collaboration as compared to conventional online collaboration tools.
G or RPG?
Last night I was lying in bed and contemplating why MMORPGs (massively multi-player online role-playing games) are generally more successful than MMOGs (massively multi-player online games). The answer is relatively simple and comes down to how players associate with their avatar (business speak) or character (game speak).Gamers invest a lot of time and effort in developing their characters in role-playing games. In a game like WOW (World of Warcraft) you level your character from level one to level eighty, whilst continuously enhancing your character's skills, attributes and gear/clothing. Compare this to a game like DOTA (Defense of the Ancients) where you can choose your character before you play and just as rapidly discard it (when some unique twists).
Furthermore, in WOW, a lot of players spend considerable time and effort ensuring that their character "looks good". A lot of the most desirable items that you can acquire for your character are not only those items that have the best "stats" (skill enhancing points/statistics) but those that look the best. In addition there are many vanity items like extra clothing and pets.
Ego-enhancing
MMORPG players associate with their characters and these characters become an enhancement of their selves. This makes the game very sticky and is probably one of the major reasons why WOW remains so successful even though the game engine is quite dated versus some of the competition.
Walk around (with your character) in one of the major cities in WOW and you will notice that there are a lot of people socialising or merely standing there showing off their gear/clothing.
The better your clothing and gear; the better you are as a player (difficult to acquire items); and by association the better you are.
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