An Organizational Coordination Model for IoT: A Case Study of Requirement Engineering of City-Government in Tokyo in City Platform as a Service

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An Organizational Coordination Model for IoT:
A Case Study of Requirement Engineering
of City-Government in Tokyo
in City Platform as a Service
ICTC2017, Jeju, Korea
Toshihiko Yamakami
IoT Business Unit, ACCESS
Toshihiko.Yamakami@access-company.com
2017/10
Toshihiko Yamakami (ACCESS Confidential)An Organizational Coordination Model for IoT: A Case Study of Requirement Engineering2017/10 1 / 21

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Outline
Background
Related Work
Research Method
Lessons Learned in Interaction of Tokyo City Wards
Lessons Learned in Three Different Stakeholders
View Models
IoT Triangle Coordination Model
Loop Model of Three Stakeholders
Discussion
Advantages of the Proposed Model
Limitations
Conclusion

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Background
Research Purpose
The aim of this research is to develop a model to deal with
organizational coordination in IoT of a smart city platform.
Backgrounds
IoT has brought new challenges in integration between a) hardware and
software, b) deployment and operation, and c) technology and people.
Organization coordination issues lie in full scale of long-term IoT
realization phase, and requirement engineering is no exception.
The organization coordination in IoT design and deployment is a
relatively unexplored field.

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Related Studies and Research Method
Related Studies:
a) Case studies of smart cities
cross-case analysis of municipal operations centers as smart city initiatives [Pereira16]
IoT-hub approach for smart cities [Lea14]
b) Requirement engineering methodologies of IoT
Requirements of an e-bike IoT application [Fluchter14]
Requirement engineering of ubiquitous computing applications [Knote14]
c) Organizational studies of IoT
Framework of IoT for enterprise digitization [Bolton16]
Building blocks of IoT-focused business models [Dijkman15]
Hurdles of IoT-based business processes [Haller11]
The originality of this paper lies in its development of a framework with
organizational coordination of IoT.
Research Method:
Review and analyze early requirement engineering efforts of IoT of a
smart city platform,
Analyze organizational relationships in IoT realization,
Propose a methodology to mitigate organizational issues in IoT.

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Overview of CPaaS.io
Smart City Innovation is the goal of the CPaaS.io joint R&D project
between Europe and Japan starting from 2016.
To achieve this, the CPaaS.io platform combines the capabilities of
the Internet of Things (IoT), big data analytics and cloud service
provisioning with Open Government Data and Linked Data
approaches.
CPaaS.io hosts multiple projects in different cities in Europe and
Japan, e.g. Utrecht, Amsterdam, Tokyo, Sapporo, and Yokosuka.
URL: https://cpaas.bfh.ch/ CPaaS.io – City Platform as a Service

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Lesson Learned in Inquiry
Item Description
Uniqueness
of Tokyo-23-
wards
Tokyo is small and dense. For example, ambulance and fire engines
are managed in one unit (usually they are managed city-by-city).
Different
structures
The relationship between planning division and IT divisions differ
from ward to ward. Some ward have special teams for open data.
Different IT
division
Some wards have IT policy division, and others have IT system
operation division., which has slightly different missions.
Different
communica-
tion styles
All wards have their official web pages. However, policies of web
communications are different from ward to ward (email, web-based
inquiry, f2f or phone without e-contacts).
Time-
dimensional
factors
Many IT divisions of Tokyo-23-wards are engaged in government
tasks of Tokyo Olympic Games in 2020. When the target services
have poor fits with it, it will be low priorities until the Games are
over.
Fine-
granularity of
operational
divisions
Each operational division has fine-granularity of sections (e.g. recy-
cling, garbage collection, open data release, et al.). It is common
to see that different sections are assigned to a) policy and planning,
and b) operational routine works.

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Lessons learned in IoT deployment
Issue Description
Small new
tasks
It is difficult to enforce a new small task attached to the existing
operation tasks. Operation people are busy and hate something
new without compelling reasons. Also, they hate duplicate works
that are necessary for early stages of IT deployment due to par-
allel execution of IT process and existing process.
Initial allergy People hate new things. New things tend to bring new troubles.
Refusing ex-
cuses
At the early stage, people are eager to notice defects of new
systems and advocate excuses to sabotage it. When there is
no commitment, the initial work concentrate for this fruitless
flaw-finding.
Wide range
of IT literacy
In the operational field, there is a wide range of IT literacy which
are difficult to manage.
Commitment
of local
management
In order to enforce initial deployment, it is crucial that man-
agement team at the local deployment is fully committed to
successful introduction.
Seasonal is-
sues
Each operation has different events of calendars for business,
reporting, and auditing. Deployment schedule needs to consider
these local events of calendar.

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Three Different Stakeholders of IoT
Stakeholder Description
Planning division Planning divisions manage long-term strategies and coor-
dination among different operating divisions.
IT division IT divisions manage construction, operation, and main-
tenance of IT infrastructures.
Operational divi-
sion
Each operational division take care of real-world operation
such as health-care, senior-care, education, et al.

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Comparison of Commitment
Stakeholder Coordination IT Operation
Planning division Strong Weak Weak
IT division Middle-Weak Strong Middle-Weak
Operational division Weak Weak Strong

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Responses in the Initial Phase
Item Description
Intention City governments are accustomed to deal with residents.
From the non-resident query, they wonder why they are
asked.
Outside of re-
search
City government has nothing to do with research. Research
intention is difficult to share.
Concreteness Planning and coordination people lose their sight when there
is no specific target. They are not the operational people
so they are lost when there is no specific division to transfer
the inquiry.
No First-person
attitude
IT is not their field and they have no first-person attitude
for IoT issues.

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Responses in the Second Phase
Item Description
Transfer to no
operational divi-
sion
Vehicle is owned by a financial department. They are in
charge of city asset management and have no interest of
ICT when superficially presented.
No vehicles Wards do not have many vehicles. Buses and subways are
managed by a separate metropolitan agency. Ambulance
cars and fire engines are also managed by the metropolitan
government in an aggregated manner. Some of packer cars
are hired from private sectors.
No need to mon-
itor
For packer cars, they know busiest seasons and how to
deal with them. Some of them have no interest to monitor
them.
Done deal For vehicle management, many cars have drive-recorders.
If there is no need for real-time monitoring, transportation
logs are already available.
For packer cars, waste incineration plants measure and
record weight of all incoming cars. So, there is no need
for detailed record of wastes on the cars.

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Responses in the Third Phase
Item Description
Transfer to opera-
tional department
When there is specific target, planning or IT divisions
have no interest on specific operation and ask to di-
rectly contact the specific department.
Granularity of target
departments
For real-world operational business, there are different
departments assigned to different works, such as plan-
ning, policy enforcement, and routine ground works.

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IoT Triangle Coordination Model
Planning and
Administration
IT deployment and
Operation
Business
Execution

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Existing Framework of Real-world Business
Component Description
Physical border Different physical locations make different organizational
units.
Mission border Different missions make different organizational units.
Cultural border Different work culture (planning, policy enforcement, and
routine ground work) make different organizational units.

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A Loop Model
1. Operational
Division
3. IT deployment
and Operation
2. Planning
Division
R(Real use cases)
(Bird-eye-view)(IT support)

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Comparison of Different Starting Points
Starting point Pros Cons
Coordination
division
This approach fits to top-
down, bird-eye-view, long-
term vision. Authoritative
power of coordination divi-
sion contributes the initial
leverage for adoption.
Without ground-work and IT infrastructure
division, it is difficult to quick and effective
realization. They are engaged in long-term
visions, however, high-level vision does not
align to reality in the ground level. Some-
times first-person attitude is missing.
IT division Stable infrastructure opera-
tion and IT knowledge con-
tributes to IoT design and
realization
Lack of high-level coordination support or
underlying ground-work support blocks ef-
fective real-world deployment. IT division
is often not the best starting point for or-
ganizational persuasion.
Operational
division
This approach ensures the
strong ground support for
realization
Operational division is not the IT experts.
Short-term overhead discourages ground-
work people. Operational division is not
suitable for inter-organization coordination
which IoT pushes for.

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Applicable Other Phases
Item Description
Development phase Coordination among (high-level use cases), (usability,
functional design) and (open data design, IT facility
design)
Launch phase Coordination among (evolution path), (real-world de-
ployment, user-front-end), and (IT deployment and op-
eration)
Adoption phase Coordination among (education, ecosystem planning),
(daily user-front-end improvement), and (IT scalability
and availability management).
Extension phase Coordination among (inter-service integration), (coor-
dinated real-world integration), and (IT security and
interworking management).

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Advantages of the Proposed Approach
The proposed coordination model defines a continuous tension among
organizational units from the early requirement phase to the late
adoption, operation, and maintenance.
The proposed loop model is useful to mitigate the tensions described
in the proposed model. It is applicable to a wide range of applications
of IoT during a whole life-cycle of adoption. The loop model can be
applied to enterprises as well as public sectors.
It can be used for guideline of IoT adoption strategy in an
organization. It is a building block for developing a methodology for
mitigating organizational impacts of IoT.

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Limitations
This research is exploratory and qualitative. The proposed loop model has
three possible starting points. Comparison of these different starting points
are not explored in this paper.
The criteria to select the starting point is not discussed in this paper.
Real-world cases based on this methodology in CPaaS.io is not covered in
this paper.
Detail quantitative analysis of models and real-world case studies are beyond
the scope of this paper.
Cross-project, cross-platform, Cross-region, and cross-cultural analysis is out
of scope of this paper. Long-term case studies are missing in this paper.
Detailed guidelines and methodologies to proposed challenges remain for
future study.

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Conclusion
From the early lessons learned in Tokyo IoT requirement gathering, the
author presents a phased view of IoT requirement engineering in smart cities
in retrospect. The author comes to recognize there is an intrinsic challenge
in IoT requirement gathering as well as unskillful methods and inappropriate
contact targets.
Capturing the awareness in an early phase contributes preparation for
continuous evolution involving multiple sections in the later phases.
The author proposes a coordination model of IoT which can be applied to a
wide range of IoT realization from requirement engineering to operation and
maintenance.
The proposed model is used to provide a building block for coordination
methodologies in the context of interaction of IoT realization and
organizational engagement.

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Thank You for Your Attention!
Questions?

An Organizational Coordination Model for IoT: A Case Study of Requirement Engineering of City-Government in Tokyo in City Platform as a Service

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An Organizational Coordination Model for IoT: A Case Study of Requirement Engineering of City-Government in Tokyo in City Platform as a Service