Each chapter will help you gain the knowledge and skills you'll need to fully take advantage of a new generation of real-time, web-connected devices and services and to be able to build scalable applications that merge the physical and digital worlds. This book covers many of the powerful features of the Arduino Yun via four exciting projects. The main focus of this book is to teach everything you need to know to build complex projects using the Arduino Yun, organized around the fields of home automation, security, and robotics.
But when devices that you've built start to talk to each other, things really start to get interesting. Through a series of simple projects, you'll learn how to get your creations to communicate with one another by forming networks of smart devices that carry on conversations with you and your environment. By the time you're halfway through this fast-paced, hands-on guide, you'll have built a series of useful projects, including a complete ZigBee wireless network that delivers remotely sensed data.
Learn to program embedded devices using the. Then connect your devices to the Internet with Pachube, a cloud platform for sharing real-time sensor data. We can all learn from these strategies.lavifruits.wecan-group.com/un-ltimo-grito-entre-los-maizales.php
What separates leaders from laggards in the Internet of Things
It pays close attention to the capabilities and limitations of the medium in question and discusses the tradeoffs and challenges of design in a commercial environment. Both a creative and practical primer, it explores the platforms you can use to develop hardware or software, discusses design concepts that will make your products eye-catching and appealing, and shows you ways to scale up from a single prototype to mass production.
In People Analytics, MIT Media Lab innovator Ben Waber shows how sensors and analytics can give you an unprecedented understanding of how your people work and collaborate, and actionable insights for building a more effective, productive, and positive organization. In Smart Cities, urbanist and technology expert Anthony Townsend takes a broad historical look at the forces that have shaped the planning and design of cities and information technologies from the rise of the great industrial cities of the nineteenth century to the present.
Mitchell Description : "William Mitchell makes extensive use of practical examples and illustrations in a technically well-grounded yet accessible examination of architecture and urbanism in the context of the digital telecommunications revolution, the ongoing miniaturization of electronics, the commodification of bits, and the growing domination of software over materialized form.
What are the consequences of an ultra-monitored society? When does the technology aid us and when does it restrict us? Who wields control over the technology? And who sits behind the contraptions that are tracking us? Expert authors tackle these questions and make recommendations for the future. In-depth coverage of Smart-grid and EV charging use cases. It gives you a panoramic view of the IoT landscape—focusing on the overall technological architecture and design of a tentatively unified IoT framework underpinned by Cloud computing from a middleware perspective.
The different chapters cover a broad range of topics from system design aspects and core architectural approaches to end-user participation, business perspectives and applications.
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While the technology of the Internet of Things is still being dis-cussed and created, the legal framework should be established before the Internet of Things is fully operable, in order to allow for an effective introduction of the new information architecture. Burdening these devices with current network protocol stacks is inefficient, unnecessary and unduly increases their cost of ownership. This must change. The architecture of the Internet of Things must evolve now by incorporating simpler protocols toward at the edges of the network, or remain forever inefficient.
Rethinking the Internet of Things describes reasons why we must rethink current approaches to the Internet of Things. Appropriate architectures that will coexist with existing networking protocols are described in detail. An architecture comprised of integrator functions, propagator nodes, and end devices, along with their interactions, is explored.
Key technologies are described, and include everything from physical instrumentation of devices to the cloud infrastructures used to collect data. The difference points to a disproportionate increase in financial gain: IoT leaders anticipate that their IoT use cases will boost their gross profits by 13 percent over the next three years, three times as much as IoT laggards.
It turned out that putting managers in charge of more IoT projects and products focused their attention, creating a bias toward action.
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Previously unexpected synergies soon emerged: engineers used similar data architectures for multiple offerings and discovered ways the digital end products could support one another. Understandably, many executive teams have perceived the IoT mainly as a technology challenge and put their chief information officers CIOs at the helm of their IoT efforts.
Using remote sensors to collect performance readings from a gas turbine, for example, can supply a utility with enough data to perform predictive maintenance on the turbine, which can be more efficient than doing preventive maintenance according to a preset schedule. No wonder, then, that survey respondents at IoT leaders were three times more likely than IoT laggards to say that managing changes to business processes is one of the three most important capabilities for implementing IoT solutions Exhibit 3. This distinction was manifest at one metals manufacturer. The company outfitted three rolling mills with IoT sensors to capture and analyze previously unused data, with the aim of diagnosing and resolving capacity constraints at the facility.
Management responded by simplifying the complex metrics the system was producing and by changing the inspection routines of plant supervisors, whereby they checked more often with mill operators about how many times they had to wait for materials to arrive—and why delays had occurred. The repeated queries prompted the mill operators to look into the delays and identify several hidden causes of slowdowns and stoppages, issues that earlier problem-solving efforts had missed.
Overall equipment efficiency subsequently increased by 50 percent, saving hundreds of millions of dollars in planned capital expenditures. IoT hardware can be applied in various settings to a wide array of devices, such as sensors embedded in heavy equipment, electronically tagged items traveling along the supply chain, digital security cameras, and smart household appliances. Some of the most promising IoT solutions involve advanced technology end points. Augmented and virtual-reality applications, for example, can feed real-time instructions to workers based on what they are seeing in the field.
Our research suggests that IoT leaders are more aggressive than IoT laggards in developing applications with advanced end points: they are doing more with these end points now, and they plan to do more in the future Exhibit 4.
Enterprise IoT has been added
Moreover, the leaders report high levels of satisfaction with their efforts to develop applications with advanced end points. To make the most of their investments in the IoT, companies need to be judicious about integrating IoT applications into their products and services as well as their internal operations.
Doing that requires a well-defined vision for what the company is trying to accomplish with its IoT strategy, along with an organization-wide commitment, anchored in the C-suite, to pursue that vision. IoT leaders were 75 percent more likely than laggards to cite the preparation of a strong business case or articulated vision for value creation as a key success factor for their IoT programs Exhibit 5.
Without such a vision, companies can find it difficult to tie their IoT programs to their business strategies or prioritize a coherent and well-integrated set of use cases. This forward-thinking stance was evident at a leading appliance company, which saw an opportunity to grow by introducing a line of IoT-enabled products.
The company took a bottom-up approach to building its IoT business case. Then it assembled a slate of high-priority ideas that it wished to pursue.
The company then worked out how it would share the value of each idea with the outside partners that would help to build an enabling IoT platform. The company has begun developing connected products and anticipates that they will generate substantial revenues within two years. Executive-level involvement appears to be a factor in the sophistication of IoT programs: 72 percent of the surveyed companies, all of which have mature IoT programs, have appointed a member of their C-suite to champion the IoT effort.
Companies in the leaders quintile were 2. To implement these strategies, executives, managers, and frontline workers need to learn fresh skills and collaborate across business and functional boundaries in novel ways. The difference that organization-wide commitment makes can be stark. The IoT leaders in our survey were more likely than laggards to say that strong alignment with IoT strategies and priorities across the organization is a key factor in the success of their IoT programs.
IoT leaders are not only more ambitious and better coordinated than their peers. They also take a decidedly practical approach to executing their IoT plans. Instead of chasing breakthrough opportunities far beyond their core business, they use IoT applications to augment their existing offerings in ways that customers value. And they guard carefully against the cybersecurity risks that inevitably arise as they establish digital connections to thousands, if not millions, of end points.
Besides transforming their business processes to capture value from the IoT practice 2 , companies can generate revenues by either adding connectivity to existing products or creating new connected products. IoT leaders strongly favor the former approach. According to our survey, IoT leaders are three times more likely than laggards to say that their top IoT priority is adding IoT capabilities to existing products Exhibit 7. These investments resulted in a new system that used on-farm sensors to continuously read soil conditions and irrigation levels and relay the information to a cloud-based analytics platform.
Farmers could then monitor real-time variations on their mobile devices and optimize their water and fertilizer use. That, in turn, increased yields while substantially reducing water, fertilizer, and fuel costs. As the equipment maker added users, it took advantage of the growing quality and breadth of data to improve the capabilities of the system, and thereby increase its value to farmers. The preferences of IoT leaders suggest a greater willingness to draw capabilities from an ecosystem of technology partners, rather than rely on homegrown capabilities.
When it comes to choosing the IoT platform that will best meet their needs, IoT leaders follow an approach that is different from that of laggards. While laggards and leaders are equally interested in the software-development environments supported by IoT platforms, leaders are more likely to choose IoT platforms according to whether they support third-party developers and the advanced end points that are integral to practice 3 Exhibit 8. Perhaps because these capabilities are so sophisticated, leaders are more likely than laggards to turn to outside partners for their IoT platforms.
And while 90 percent of all IoT users at scale say they are using third-party IoT platforms, the leaders are 40 percent less likely to require that their IoT platform runs on-premise rather than in the cloud. IoT leaders and laggards say that they suffer similar consequences from cyberattacks: 30 percent of respondents from each group said that a cyberattack had resulted in high to severe damage.
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