Author Archives: surayayaacob

About surayayaacob

Dynamic academician, researcher and consultant staying attentive to contribute more translational research for Malaysia. Enjoys creating customized plans and programs to spur more practical knowledge and innovation growth. Passion into data visualization, analytics, and complex cognitive activities. Strive to facilitate more data-driven strategic planning, decision making and analytical reasoning in the organization.

Bengkel Pemindahan Pengetahuan bagi Enterprise Architecture Skop 2 As-Is Kementerian Kemajuan Desa dan Wilayah

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16-18 Disember 2022, berlangsung sesi pemindahan pengetahuan bagi Enterprise Architecture Skop 2 di Royale Chulan Pulau Mutiara. Buat kali pertamanya bengkel dianjurkan bila nama kementerian telah ditukar baru daripada KPLB kepada KKDW. 

December 16-18, 2022, the knowledge transfer session for Enterprise Architecture Scope 2 at the Royale Chulan Pulau Mutiara. For the first time, the workshop is using a new name since the ministry has changed from KPLB to KKDW. 

Perkongsian, penambahbaikan dan pembetulan supaya digitalization dapat memberi nilai business kepada KKDW melalui Enterprise Artchitecture adalah inti utama yang ditekankan dalam bengkel ini. 

Menjurus kepada bengkel 2 As-Is – Analisis Jurang adalah jantung kepada penghasilan program dan inisiatif pendigitalan yang bernilai di KKDW. Memahami apa itu analisis jurang, proses yang terlibat di dalamnya dan kerangka kerja yang digunakan sebagai based-line agar proses analisis yang dibuat tidak tersasar daripada trend perkembangan pendigitalan semasa dan yang paling utama – dapat memberi manfaat kepada KKDW. 

Sharing, enhancing and correcting so that digitalization can provide business value to KKDW through Enterprise Artchitecture (EA) is the main core that is emphasized in this workshop. 

Gap Analysis is at the heart of generating valuable digitization programs and initiatives at KKDW. Understanding what is being defined as a gap analysis, the process involved and the framework used as a baseline so that the analysis process created does not stray from the current trend of digitization development and most importantly – can benefit KKDW. 

Dalam menyelesaikan masalah atau memberi solusi – perkara paling utama ialah mengenalpasti punca dan akibat. Selalunya mudah dilihat kesan iaitu daripada simptom yang ditunjukkan. Lanjutan itu perlu dicari puncanya (cause) dan punca yang menghampiri backbone adalah yang paling utama untuk diselesaikan. Kerana itu menggunakan Ishikawa Diagram adalan visual termudah untuk menggambarkan cause dan effect serta mana satu faktor yang perlu dipertimbangkan untuk diselesaikan.

In solving a problem or providing a solution – the most important task is to identify the cause and effect. Often it is easy to see the effect of the symptoms shown. Hence, it is necessary to find the cause and the cause that is nearer to the backbone is the most critical one to be solved. Therefore, using Ishikawa Diagram is the easiest way to illustrate cause and effect and then consider which factors need to be resolved.

Predicting Mental Illness among High School Students in Malaysia.

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Based on National Health Morbidity Survey 2017 (NHMS 2017) by the Health Ministry’s Institute for Public Health (IPH) 2017, high school students in Malaysia are at risk for mental health problems. The results from the studies show that 18.3% high schoolers are suffering from depression, 39.7% have anxiety and 9.6% dealing with stress.

This is a master project by Aizat Nuruddin. He is predicting Mental Illness among High School Students in Malaysia. Using Data from National Health and Morbidity Survey (NHMS 2012). Hopefully the symptoms and factors identified can help alarming the situation.

https://youtu.be/lnfeuFanmmo

Calling for Papers VIS2020 IEEE Conference on Visual Analytics Science and Technology (VAST)

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The IEEE Conference on Visual Analytics Science and Technology (VAST) is one of the three parts of VIS2020. 

Abstract Submission Deadline 20 April 2020.
Paper Submission Deadline 30 April 2020

VAST solicits original research papers on a set of diverse topics related to visual analytics. These papers may contribute towards new methods for human-in-the-loop computation; visualization and interaction techniques; representation of data and knowledge; models of analytical reasoning and discourse; and applications and systems of visual analytics to a broad range real-world contexts and domains.

  • TVCG Track: Papers that exhibit the highest quality in terms of originality, rigor and significance will appear in a special issue of IEEE Transactions on Visualization and Computer Graphics (TVCG). The acceptance rate is anticipated to be similar to that of past years (around 22%-25%), subject to the decisions resulting from the review process. After initial notification of review results, conditionally accepted papers (including supplemental material) will undergo a revision and review cycle in order to ensure that they are acceptable for publication and presentation in the journal. The paper and supplemental material will also be submitted to the IEEE Digital Library, subject to its standard terms and conditions.
  • Conference-only Track:Top quality and timely, innovative VAST submissions may be accepted for the conference-only track. Those papers, which feature new contributions, will be presented as Conference Papers during IEEE VAST, and will be included on the IEEE VIS USB Proceedings. After initial notification of review results, conditionally accepted papers (including supplemental material) will undergo a revision and approval cycle. The paper and supplemental material will be submitted to the IEEE Digital Library subject to its standard terms and conditions.

Research contributions are welcomed across a range of topics including, but not limited to:

  • Individual and collaborative reasoning including cognition and perception, analytic discourse, knowledge discovery, creativity and expertise, and operational, ethical, and value-based decision-making using interactive visualization systems.
  • Integration of data analysis, interaction, and visualization, including the use of machine learning, artificial intelligence, and deep learning techniques to support interactive analysis.
  • Visual representations and interaction techniques including the principles for depicting information, new visual paradigms, statistical graphics, geospatial visualizations, the science of interaction, and approaches for generating visual analytic visualization and interactions.
  • Data management and knowledge representation including scalable data representations for high volume and stream data, statistical and semantic signatures, and synthesis of information from diverse data sources.
  • Presentation, production, and dissemination methods including methods and tools for capturing the analytics process, methods for elicitation of stakeholder constraints, priorities & processes for incorporation in analysis, and storytelling for specific and varying audiences.
  • Applications of visual analysis techniques, including but not limited to applications in science, engineering, humanities, business, public safety, commerce, and logistics as far as they contribute to visual analytics are of particular interest.
  • Explainable AI and trust in machine learning and automation, including the design and use of novel visual and interactive techniques that help users to understand, appropriately trust, and effectively manage artificially intelligent machine partners
  • Evaluation methods, including ethical analysis, privacy, security, & regulatory compliance, interoperability, and application practice & experience.
  • Devices and technologies which are fundamental for visual analytics, including user and device adaptivity, web interfaces and mobile or other novel devices.

Calling for Papers: IIC 2020 – International Conference on Intelligent and Interactive Computing

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IIC 2020 (November 4-5 2020) – http://iic.utem.edu.my

3rd International Conference on Intelligent and Interactive Computing (IIC 2020) will be held in Melaka, Malaysia on November 4-5, 2020.

IMPORTANT DATES
Paper submission : June 5, 2020
Notification of acceptance : August 5, 2020
Camera ready : September 15, 2020
Conference Dates : November 4-5, 2020

All accepted papers will be published in International Journal of Advanced Trends in Computer Science and Engineering (IJATCSE), indexed by SCOPUS.Furthermore, author(s) of selected accepted papers will be invited to submit an extended version of their papers to Springer Book Series.

Topics of interest for submission include, but not limited to:
• Computational Intelligence
• Multimedia and Immersive Technologies
• Biological Computing
• Data Analytics
• Robotic and Automation
• Education 4.0

Website: http://iic.utem.edu.my
Email: iic2020.conf@gmail.com

Bengkel Perancangan Strategik 2020 dan Pembangunan Pelan Jangka Panjang 2021-2025

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Tarikh: 11-12 Februari 2020 (Selasa-Rabu)
Tempat: Dewan Merak, Level 2, Hotel D Palma Ampang.

  1. 10.30 am – Taklimat bengkel from PM Dr Suzana selaku Pengerusi Bengkel Strategik. Beliau mengharapkan percambahan idea secara profesional dalam berkongsi dan membangun peta strategik dan balance scorecared FTIR selaras dengan 6 KFA Utama UTM. Peta Strategik ini perlu dihantar pada 5 Mac 2020.
  2. 10.40 am – Ucapan Alu-aluan oleh Dekan. PM Dr Astuty Amrin mengingatkan untuk sama-sama bekerja lillahitaala. Semoga Allah membalas kebaikan bukan sahaja dengan 100% eLPPT tetapi juga nikmat kesihatan yang masih diberikan oleh Allah SWT.
    1. KFA1 Excellence in Learning and Teaching, and Transformative
      Campus Experience – Diketuai oleh PM Dr Khairur Rijal – tough job untuk semakan kurikulum.
    2. KFA 2 Research Excellence, Industry and Community Engagement – Diketuai oleh Dr Nur Azaliah Abu Bakar
    3. KFA 3 Sustainable Campus, Infrastructure, Information and
      Communication (ICT) System – Diketuai oleh Dr Norliza Mohammad
    4. KFA 4 Talent Transformation, Governance and High Performance
      Delivery – Diketuai oleh En Nasir
    5. KFA 5 Advancement and Business Development for Financial
      Sustainability – Diketuai oleh PM Dr Nazri Mahrin – Business Center (5 entities as income generator) to get 1Mill in 2020.
    6. KFA 6 Global Prominence and Branding – Diketuai oleh PM Dr Nor Zairah Ab Rahim.

3. Prof Dr Shahrin bin Mohamad (Pro Naib Canselor Strategi UTM) fokus kepada pembangunan peta strategi dan balance scorecard.

    1. Realtime short time survey.
      https://www.menti.com/mgcw9bx8pc – 42 27 27.
    2. PGU 3 2020 – UTM able to get RU within 2 years by moving to the same direction. Get more from https://www.utm.my/smo/playbook-pgu-3-2020-utm-global-plan-phase-3-2020/
    3.  There are 5 Big Things PGU III 2020.
      1. The Strategy Map
      2. Strategic Objectives by KFA
      3. The Key Amal Indicators and Targets
      4. The High Impact Programs
      5. Strategic Initiatives, Action Plan or activities
      6. Expected Headlines
    4. DNA UTM (9) to ISES (Integrity, Synergy, Excellence, Sustainability).
    5. UTM Strategy MAP 2020 UTM-STRATEGY-MAP-2020-02012020
      Add new elements S2 – UTM Core Values-Driven Talents with Great Sense of Well-being (without we realized – we are the stakeholder of UTM). Need program for togetherness, happy, cheerful and – Great Sense of Well Being. New term for 2020 is ‘work-life integration’. Previously was ‘work-life balance’.
    6. Bayaran utilities akan ditanggung oleh fakulti. Bajet adalah daripada peruntukan mengurus.
    7. Kurangkan birokrasi dan processing time.
    8. Kenaikan pangkat perlu lebih transparen dan processing time kenaikan pangkat dimaklumkan dalam tempoh 2 tahun.

4. Prof Emeritus Dato’ Ir Ts Dr Zainai bin Mohamed (fasilitator and mentor FTIR)

    1. UTM History from 1904 (Technical School), 1972 National Institute of Technology (ITK) and 1975 Universiti Teknologi Malaysia.
    2. New campus in Johor 1985, Idea to become RU in 2001 (wowww the main idea basically from Dato’ Zainai). In 2006, Government announce 4 Research Universiti (UM, UPM, UKM, USM) and finally  from 10th June 2010 – UTM become a Research University.
    3. PGU History
      1. PGU 2012-2020. PGU 1(2012-2014), PGU 2 (2015-2017 – comprehensive) and PGU 3 (2018-2020).
      2. PGU 3 2020-2025 – now we are here!
      3. Then 6 KFA are aligned based on PGU 3.
    4. Standard flow to develop the strategy.
      1. Part 1A: Understanding the status of the Organization
      2. Part 1B: Understanding environment & SWOT analytsis
      3. Part 1C: Envisioned future, core prupsoses and core values – vision & mission.
      4. Part 2A …
    5. Key Questions to answer
      1. What is FTIR core business – UTM core business is teaching, research and community contributions. Then FTIR need to align and focus within it.
        1. Academic – Executive & Profesional Program, executive program, academic teaching for profesional, industry based academia, life-long learning.
        2. Research – penyelidikan dan penerbitan, solve industry problem, industrial based problem, industry driven research,
        3. Services – consultation, capacity building, BATC, USR
        4. People – prominet & experienced staff, vibrant academia,
        5. Discipline – multi-disciplinary, industry relevant multi-discipline.
      2. Keyword for FTIR
        1. Money concious, income generator
      3.  Strength
        1. Multidisciplinary
        2. Strategy location – KL
        3. Prominent Staff – expert
        4. Good brand #UTMRazak & QS Ranking
      4. Weaknesses
        1. Occupational stress – too many in my plate
        2. Superficial synergy
        3. Huge skill gap
        4. Internal long process
        5. Limited internal guidelines* policy
        6. Poor succession planning
        7. low student intake for student program
        8. Low number of professors
        9. FTIR is not well branded
        10. Enhancing of initiatives & experts in marketing & branding
        11. Insufficient future ready T&L facilities
        12. Lack of research labs’ equipment
        13. Insufficient budget for outbound faculty program.
        14. Insufficient staff/student facilities (vending machine,
        15. Utilization of partnerships with other academic institutions.
        16. Opportunity to develop extended program beyond/after EDGE Diploma, especially for government servant (Create Bachelor program).
      5. Opportunities
        1. Leverage the social media platform available to promote FTIR.
        2. Propose high impact research program – based on multi-disciplinary RG.
      6. Threat
        1. Limited industry & international grants
        2. limited central guidelines & policy. E.g. The policy for Blockchain.
        3. Ranking
        4. Similar program within university
        5. Similar program from other universities
        6. Facilities of other (faculties, institutions and companies)
        7. Competitive inbound programs
      7. Attention to trend and Event
        1. Identify critical trends –
          • Require Higher qualification and professional experience among sfaff,
          • Require more publications and high impact/high index,
          • expected more collaboartion
          • more demand for life long leanring
          • commercialization of academic products
          • KPI-focused performance
          • more services to others
          • more women work force
          • Exposure to entrepreneurship education
          • Trade war between USA and China
          • Technology transofrmation continuous to change our life – 4ir, iot, big data, blockchain, TaaS, Automation.
          • Uncertainties in higher education management.
        2. Identify potential events (confirm berlaku) an unambigious
          • Less funding for public university
          • Drop in world oil price in 2016
          • Coronavirus 2020.
        3. Forecast event and trends
      8. Market Segmentation
        1. Society structure in Malaysia – T20, B40, M40
        2. Society structure & economic sectors – e.g. elite, occupational based.
        3. Then focus for certain market segmentation.
    6. Utilize Multi-discipline of FTIR in problem solving especially for social problem, grants, etc.
    7. Organizational Growth curve (S Curve)
      1. Start up zone
      2. Growth zone
      3. Transformation zone
    8. Addressing National Policy Issues
      1. RMKe 11 2006 –  2020
      2. RMKe 12 2021-2025
      3. PPPM (PT) 2015 – 2015
    9. Others (within UTM)
      1. UTM HCBP 2013 -2020 Human Capital Blue Print
      2. UTM Plan Global 2020 – 2025
      3. Essential & Desired – Knowledge, Skills & Attribute (KSA)
    1. Desired State (Vision/Mission)
      1. Strategic Management is a future-oriented
        1. Envisioned future – mutual & matured engagement between UTMRazak & Industries. So far only a few researchers can do this.
        2. core values – Realitistics.
        3. core purposes – Nurture the nations/Malaysia