Statistical production systems cover multiple steps from the collection, aggregation, and integration of data to tasks like data quality assurance and dissemination. While the context of data quality assurance is one of the most promising fields for applying machine learning, the lack of curated and labeled training data is often a limiting factor. The statistical production system for the Centralised Securities Database features an interactive feedback loop between data collected by the European Central Bank and data quality assurance performed by data quality managers at National Central Banks. The quality assurance feedback loop is based on a set of rule-based checks for raising exceptions, upon which the user either confirms the data or corrects an actual error. In this paper we use the information received from this feedback loop to optimize the exceptions presented to the National Central Banks thereby improving the quality of exceptions generated and the time consumed on the system by the users authenticating those exceptions. For this approach we make use of explainable supervised machine learning to (a) identify the types of exceptions and (b) to prioritize which exceptions are more likely to require an intervention or correction by the NCBs. Furthermore, we provide an explainable AI taxonomy aiming to identify the different explainable AI needs that arose during the project.

Business process (BP) analysis represents a first key phase of information system development. It consists in the gathering of domain knowledge and its organization to be later used in the software development, and beyond (e.g., for Business Process Reengineering). The quality of the developed information system largely depends on how the BP analysis has been carried out and the quality of the produced requirement specification documents. Despite the fact that the issue is on the table for decades, business process analysis is still a critical phase of information systems development. One promising strategy is an early and more important involvement of business experts in the BP analysis. This paper presents a methodology that aims at an early involvement of business experts while providing a formal grounding that guarantees the quality of the produced specifications. To this end, we propose the Business Process Analysis Canvas, a knowledge framework organized in eight knowledge sections aimed at supporting the business expert in carrying out the analysis, eventually yielding a BP analysis Ontology.

AWS has introduced AI for data analytics (AIDA) partner solutions, which embed predictive analytics into mainstream analytics workspaces. AWS AIDA partner solutions make it possible for business experts to use artificial intelligence (AI) and machine learning (ML) to derive better insights from data and take action. These AI/ML solutions from Amazon Web Services (AWS) Partners have interfaces and integrations that help bring predictive analytics into the normal workflow of business experts, those who use data to run their business, and those who have limited data science experience. AWS AIDA includes partner solutions from Amplitude, Anaplan, Causality Link, Domo, Exasol, InterWorks, Pegasystems, Provectus, Qlik, Snowflake, Tableau, TIBCO, and Workato. Organisations have varying levels of maturity in their analytics journey.

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The large prologue of Fourth Industrial Revolution always brings up two topics hand in hand- Big Data and Artificial Intelligence. Our reaction to these two major topics would be two contradictory feelings. Those would be expectation towards the future mankind, along with anxiety due to ambiguity as an individual. This session we would like to open up a discussion with these co-existing sentiments in the age of Big Data and AI. Ailys seeks to provide values generated by one of AI's threads, machine learning, to numerous companies over different industries.

Explainable AI constitutes a fundamental step towards establishing fairness and addressing bias in algorithmic decision-making. Despite the large body of work on the topic, the benefit of solutions is mostly evaluated from a conceptual or theoretical point of view and the usefulness for real-world use cases remains uncertain. In this work, we aim to state clear user-centric desiderata for explainable AI reflecting common explainability needs experienced in statistical production systems of the European Central Bank. We link the desiderata to archetypical user roles and give examples of techniques and methods which can be used to address the user's needs. To this end, we provide two concrete use cases from the domain of statistical data production in central banks: the detection of outliers in the Centralised Securities Database and the data-driven identification of data quality checks for the Supervisory Banking data system.

Artificial Intelligence (AI) and Machine Learning have enormous potential to transform businesses and disrupt entire industry sectors. However, companies wishing to integrate algorithmic decisions into their face multiple challenges: They have to identify use-cases in which artificial intelligence can create value, as well as decisions that can be supported or executed automatically. Furthermore, the organization will need to be transformed to be able to integrate AI based systems into their human work-force. Furthermore, the more technical aspects of the underlying machine learning model have to be discussed in terms of how they impact the various units of a business: Where do the relevant data come from, which constraints have to be considered, how is the quality of the data and the prediction evaluated? The Enterprise AI canvas is designed to bring Data Scientist and business expert together to discuss and define all relevant aspects which need to be clarified in order to integrate AI based systems into a digital enterprise. It consists of two parts where part one focuses on the business view and organizational aspects, whereas part two focuses on the underlying machine learning model and the data it uses.

In recent years, as the promise of artificial intelligence (AI) crystallized across industries, organizations revamped their talent strategies to gain the skills necessary to deploy and scale AI systems. They hired legions of data scientists and other data experts to build AI applications, trained analytics translators to connect the business and technical realms, and upskilled frontline staff to use AI applications effectively. One role in particular, the data scientist, has been especially difficult for leaders to fill as competition for its illusive knowledge increased. McKinsey Global Institute research has also highlighted the talent shortage and the potential for hundreds of thousands of positions to go unfilled. Incumbent companies found it especially hard to compete with start-ups and tech giants such as Google to attract or retain the best practicing data scientists and the newest crop of graduates. One multinational retail conglomerate, for example, put in place a highly attractive package last year, with education perks and salaries up to 20 percent higher than market rates, to attract the 30-plus data scientists it needed to support its strategic road map of priority AI use cases.

In recent years, as the promise of artificial intelligence (AI) crystallized across industries, organizations revamped their talent strategies to gain the skills necessary to deploy and scale AI systems. They hired legions of data scientists and other data experts to build AI applications, trained analytics translators to connect the business and technical realms, and upskilled frontline staff to use AI applications effectively. One role in particular, the data scientist, has been especially difficult for leaders to fill as competition for its illusive knowledge increased. McKinsey Global Institute research has also highlighted the talent shortage and the potential for hundreds of thousands of positions to go unfilled. Incumbent companies found it especially hard to compete with start-ups and tech giants such as Google to attract or retain the best practicing data scientists and the newest crop of graduates.

The implementation of robust, stable, and user-centered data analytics and machine learning models is confronted by numerous challenges in production and manufacturing. Therefore, a systematic approach is required to develop, evaluate, and deploy such models. The data-driven knowledge discovery framework provides an orderly partition of the data-mining processes to ensure the practical implementation of data analytics and machine learning models. However, the practical application of robust industry-specific data-driven knowledge discovery models faces multiple data-- and model-development--related issues. These issues should be carefully addressed by allowing a flexible, customized, and industry-specific knowledge discovery framework; in our case, this takes the form of the cross-industry standard process for data mining (CRISP-DM). This framework is designed to ensure active cooperation between different phases to adequately address data- and model-related issues. In this paper, we review several extensions of CRISP-DM models and various data-robustness-- and model-robustness--related problems in machine learning, which currently lacks proper cooperation between data experts and business experts because of the limitations of data-driven knowledge discovery models.