Planning and design for smarter citiesDocument Transcript
IBM Software GovernmentPlanning and design forsmarter cities
2 Planning and design for smarter citiesInfusing intelligence into the way citieswork Telecommunications City strategyThe interconnected nature of people, resources and environ- City governancements is driving a revolution in how and where people live. By2050, city dwellers are expected to make up 70 percent of theEarth’s total population1—or 6.4 billion people—equal to Public safety Transportationadding seven New Yorks to the planet annually.To attract the best and brightest citizens and businesses,which bring the ﬂow of economic capital, cities must compete Education Energy and utilitiesagainst each other in traditional areas such as educationfacilities, services and transportation systems—as well as lessconventional areas, such as exuding a vibe of success and Services Healthcaresophistication. The convergence of culture and commercearound cities brings great promise for creating a smartercity—maximizing economic, cultural, engineering and scien-tiﬁc impacts on the world while minimizing ecological Figure 1: Rational solutions help leaders plan and deliver smarter cities byimpacts. Yet on the road to smarter cities, leaders must make aligning city, business and citizen interests and by prioritizing investmentsmany choices and decisions, sometimes without fully under- with the ability to govern execution.standing the effects on the environment, citizens and culture. local best practices to create economies of scale that connectAchieving a balanced and sustainable regionally and nationally. Attaining these goals involves ana-outcome lyzing economic, organizational and ecological challenges andThis high rate of urbanization is both an emblem of our eco- recognizing trade-offs required to successfully achieve a bal-nomic and societal progress and a huge strain on the planet’s anced and sustainable outcome.infrastructure. Mayors, heads of economic development,school administrators, police chiefs and other civic leaders face Speciﬁcally, city leaders are dealing with a number ofchallenges in educating the young; keeping citizens safe and challenges:healthy; attracting and facilitating commerce; and enabling thesmooth ﬂow of planes, trains, cars and pedestrians—all while ● Aging infrastructure and assets—As the average age of adealing with a global economic downturn. city’s systems and infrastructure rises, the inability to iden- tify total cost of ownership (TCO) drives overinvestmentTo successfully execute the concept of smarter cities as the and risk (sometimes physical). Investing in newer technolo-new hub of commerce and culture, business and government gies is often more expensive than updating existing systems.leaders must develop ground-up opportunities and revitalizeexisting cities with new ideas and innovations while leveraging
IBM Software 3● Limited budget growth—As costs increase, local receipts ● Pressure to innovatively use technology to solve issues and aid packages stay stagnant. The expanding role and and drive alignment—Smarter city constituents expect voice of constituents with divergent needs create even more city leaders to use IT to achieve cost-efficient and effective requests for limited funds. While opportunities exist to project outcomes that deliver key online services, streamline streamline and downsize assets and asset management, part- collaboration across project partners and reduce risks associ- nerships may be more realistic than privatization. ated with solving complex systems problems.● Agency independency and misalignment—Collaboration ● Mandates to manage security and compliance—To better is key, but many cities have duplicate processes that drive deliver city services and work with external partners, cities costly, suboptimal outcomes and make investment decisions must approach and design solutions that create security-rich that ignore synergies and differences. Failure to pool environments and facilitate compliance. Regulatory and risk resources and collaborate for new funds affects top and bot- issues, including data security and privacy, are critical, and tom lines. missteps are costly.● Demand for greater transparency and accountability— Public officials and their partners need to reduce risks Intelligent solutions for smarter cities associated with larger projects, especially to satisfy multiple Innovation starts with the ability to understand current stakeholders. Complexity inherent in gaining a competitive challenges, opportunities and inhibitors to transformation and advantage drives project risk, and the sheer volume of infor- creating a road map to achieve the ultimate vision. Many cities mation and decision impacts are becoming unmanageable. Governance Outcomes and impacts Provider organizations Programs Client organizations Roles Individual clients Accomplish Accountability Outputs Services Deliver Responsibility Processes Used in Authority ResourcesFigure 2: Leveraging best practices and business-process-driven reference models, successful cities have designed services delivery around citizen valueand reduced execution risk.
4 Planning and design for smarter citiesstruggle with the massive complexity of the issues they face businesses to spark growth, innovation and progress. After cityand cannot effectively break down problems to see the real leaders make decisions, they must manage, monitor and ana-roadblocks. As a result, city leaders make decisions to satisfy lyze investments to ensure that key initiatives drive measurableshort-term requirements, spending scarce capital that is criti- outcomes.cal to solving larger, more signiﬁcant problems. To build asmarter city and advance the city agenda, leaders need a cohe- IBM Rational software solutions can help cities evolve fromsive set of capabilities that helps bring business and technology their current states to an improved future state by prioritizingleaders together, clarify stakeholders’ priorities and investment initiatives into a pragmatic plan and by using technology topotential, and create collaborative partnerships. help manage complexity and identify impacts, costs and risks. Cities can craft a living map of the city and its partnershipsIBM Rational® solutions for smarter cities combine mission- and automate data collection and analysis of potential fundingcritical planning, alignment and execution capabilities with initiatives against critical decision criteria. With Rational soft-best-practice assets, processes, practices and services to help ware, city leaders can create scenarios and models to visualizealign the varying needs of internal and external players. Cities the effects of investments on requirements, ﬁnances, time andcan make faster, better-informed strategic and tactical deci- citizens.sions that drive realization and help maintain existing servicelevels. IBM has identiﬁed four core-competency areas that By capturing and organizing priorities and constraints of allform the foundation of a smarter city. constituents; analyzing current opportunities against future scenarios; and matching limited funding with high-priority,Deﬁne and prioritize city initiatives high-return and low-risk investments, cities can establish aCities must make smarter cost–beneﬁt analyses to prioritize transparent and inclusive decision process that promotes effec-initiatives that best create citizen value and support the munic- tive analysis and management of limited resources and thatipal vision. It’s important to capture the current state of city helps ensure ﬁscal responsibility and auditability.services and infrastructure—a system of systems—and evaluatethe transformation required. By thinking in terms of a citizen- Design innovative citizen-centered solutionscentered model, city leaders can establish decision processes To evolve into a smarter city, a city needs an optimized blue-that analyze the value of opportunities and result in a collabo- print and road map that allows municipal leaders to view cityrative process that focuses on maximizing value, minimizing systems that connect all elements, including infrastructure,trade-offs and capturing the city vision. processes, services and information, and stakeholder needs and motivations. Armed with this comprehensive view, city leadersWith competing interests for limited funds, it’s critical that can develop and analyze future-state scenarios that uncovercities evaluate new and existing services, infrastructure and the true consequences of change; better predict the effect oncapabilities against the priorities of citizens, communities and
IBM Software 5Figure 3: Managing execution of smarter city investments requires a single view of current and in-ﬂight investments to help ensure ﬁscal responsibility andsocial impact.and risk across systems and stakeholders; and identify oppor- state that balances city effectiveness. Deep systems analysestunities to streamline, modernize and eliminate redundancy capabilities also help cities identify opportunities to morewhile maintaining services quality. Removing the complexity quickly realize value, reduce costs and improve risk manage-around a city’s system of systems and connecting the compo- ment associated with ongoing transformation.nents of a smarter city allow leaders to reduce the effects ofchange across systems and lay the groundwork for longer-term Rational software solutions help business and technology lead-economic growth and reduced costs. ers more easily understand and analyze the interdependent nature of a city’s system of systems so they can make faster,With a blueprint to envision current and future states— better-informed strategic and tactical decisions; increase effi-including risks that may not be apparent when looking at ciency; and free up capital through consolidation.organizational capabilities separately—leaders can model cityprocesses, services and technologies to deﬁne the achievable
6 Planning and design for smarter citiesDeliver citizen-centered solutions faster associated architectural models. Taking advantage of struc-Accelerating project implementations involves identifying and tures, approaches, requirements and models built on the expe-leveraging best practices and automation to drive collabora- rience of other cities provides a solid foundation that can betion across organizational boundaries. To ensure successful customized to help align IT implementation and accelerateproject execution, cities need to deﬁne and manage require- delivery through automation.ments and connect them through model-driven developmentsolutions built on best practices and approaches. Rational software solutions can help leaders more productively deliver city services by connecting the dots between businessWith integrated life-cycle delivery solutions, city leaders and technical stakeholders and by automating deliverycan build consensus and speed development using a single, processes through best practices and a collaborative, instru-integrated environment and common metamodels that help mented software delivery platform.deﬁne program, service and process requirements as well asFigure 4: In today’s city, optimal investments require prioritization processes that balance the economic, environmental, political and social beneﬁts to thecity and its constituents.
IBM Software 7Protect city applicationsA smarter city interacts with citizens and stakeholders through Building smarter citiesmultiple channels and must anticipate and prevent—not just ● The City of Copenhagen uses Rational software torespond to—security breaches to applications and infrastruc- prioritize projects on a strategic level and evaluate theirture. It’s challenging to simultaneously deploy security-rich strategic contribution as well as to quickly access infor-solutions for citizens and protect critical city data and applica- mation on the implementation and progress of individualtions. To effectively manage web application vulnerabilities initiatives.that threaten citizens and cities and increase the level of per- ● The Municipal Information Systems Association (MISA) ofsonalized services, cities must perform the following tasks: Canada leverages IBM solutions to create and share a best-practices model of the business of government. By● Centralize security and compliance requirements collaborating around a common reference model (taxon-● Automate vulnerability discovery and compliance analysis omy, processes, etc.), municipalities can better align● Embed security testing across the development life cycle to resources and translate agency objectives into the best identify and mitigate security risks before they become an plan of action. issue ● The City of Babcock Ranch in Florida is aligning with IBM to build the world’s smartest city from the ground up in its quest to build its city system of systems andWith a comprehensive security and compliance solution, cities deliver net-positive environmental impact by leveragingcan reduce risk and provide consistent security management Rational software to prioritize partners, projects and sys-while increasing security professionals’ productivity and effec- tem investments.tiveness. IBM Rational solutions for web application security ● One of the largest community-owned electric utilities incan help cities automate web vulnerability and compliance the United States worked with IBM to create one of theanalysis processes and focus on a single source of truth for ﬁrst intelligent utility networks in that country—enablingsecurity and compliance requirements. Cities gain the ability the utility to centrally manage, monitor and control itsto protect critical data and infrastructure and enable citizens smart grid for 1 million consumers and 43,000 businesses.and city stakeholders to transact and interact online withconﬁdence.