smart cities from the systems point of view

Smart Cities from the systems point of view

Alexander SAMARIN

• An enterprise architect

– from a programmer to a systems architect (systems of various sizes: company, corporate, canton, city, country, continent)

– have created production systems which work without me

• Some of my professional roles

– “cleaning lady” (usually in an IT department)

– “peacemaker” (between the IT and business)

– “swiss knife” (for solving any problem)

– “patterns detective” (seeing commonalities in “unique” cases)

– “assembler” (making unique things from commodities)

– “barriers breaker” (there is always a bigger system)

– “coordinator” (without any formal authority over components)

2017-06-14 Smart Cities from the systems point of view, v1 2

About me

• Many common goals

– sustainable development

– better efficiency

– resilience

– safety and wider support for citizen’s engagement and participation

• Many common technologies

– big data

– mobile

– IoT

– etc.

• Smart Cities are unique and common at the same time


WHY Smart City as a System is important (1)

• But current implementation practices are rather disjoint

– programmes and projects are, primarily, local initiatives

– programmes and projects are considered as technology projects

– many independent Smart Cities interest groups

– efforts for development of a common vision are insufficient

– typical financing patterns do not promote a common vision

1. giving money to service organisations

2. giving money to technological organisations

• There is a systemic problem


WHY Smart City as a System is important (2)

Achieve synergy between diversity and uniformity


Aunique

Acommon

Bunique

Bcommon

Tunique

Tcommon

Let us 1) Find what is common2) Develop common part once and with high quality3) Explain how to merge unique and common parts4) Cooperate and coordinate this work

Tgether Smart Cities will gain a lot in quality, time and money

Active Assisted Living (for people with disabilities), Smart Cities, Smart Homes, Smart Energy, IoT and Smart Manufacturing are Digital Systems


HOW to apply the Systems Approach to Smart Cities

Complexity factors

• real-time

• socio-technical

• systems of systems

• cyber-physical systems

• IT systems

• long life cycle

• self-referential (some)

It is mandatory to think about architecture to build right, good and successful Digital Systems

Common characteristics

• digital data and information in huge volumes

• software-intensive

• distributed and decentralized

• great influence on our society

• ability to interact with the physical world

• systems approach

– holistic approach to understanding a system and its elements in the context of their behaviour and their relationships to one another and to their environment

– Note: Use of the systems approach makes explicit the structure of a system and the rules governing the behaviour and evolution of the system

• Four levels of abstraction

1. reference model

2. reference architecture

3. solution architectures

4. implementations


Definitions (1)

• reference model

– abstract framework for understanding concepts and relationships between them in a particular problem space (or subject field)

• reference architecture

– template for solution architectures which realizes a predefined set of requirements

• Note: A reference architecture uses its subject field reference model (as the next higher level of abstraction) and provides a common (architectural) vision, a modularization and

the logic behind the architectural decisions taken

• solution architecture

– architecture of the system-of-interest

• Note: A solution architecture (also known as a blueprint) can be a tailored version of a particular reference architecture (which is the next higher level of abstraction)


Definitions (2)

2. Reference architecture


Big picture

1. Reference model

4. Implementation A2

4. Solution architecture B

3. Solution architecture A

4. Implementation A1

Reference Implementation

Reference solution architecture

build and test

build and testdesign and experiment

field feedback

feasibility feedback

design and engineer

architect

extract essentials

constraints and opportunities

refinement

A few scenario reference architectures may be derived from the reference architectureSmart Cities: metropolis, city, village, island

Scenario 2 reference

architecture

Scenario 1 reference

architecture

constraints and opportunities

design and engineer

Problem space Solution space

Various needs- stakeholders- transversal (security, etc.)- system (life cycle)

architect

extract

• Explain to any stakeholder how future implementations (which are based on the reference architecture) can address his/her concerns and change his/her personal, professional and social life for the better

– explicitly link needs (or high-level requirements) with the principles of reference architecture

• Provide a common methodology for architecting digital systems in the particular system domain

– different people in similar situations find similar solutions or propose innovations

• Help stakeholders, programmes and projects to collaborate and coordinate their efforts

– common agreements (i.e. standards) on various system elements (e.g. services, interfaces, data, etc.)


Purpose of reference architecture

Reference architecture helps to find unique & common parts of Smart Cities


Aunique

Acommon

Bunique

Bcommon

Tunique

Tcommon

Reference architecture

• Smart Cities Reference Model

• Smart Cities Reference Architecture

• Various views and models

• Reference Solution (or System) Architecture(s)

• Specifications of standard components (building blocks), interfaces, services, data-structures, processes

• Guidance for how to build a unique smart city from various components

– common

– specific

– existing

– innovative


WHAT are the Systems Approach deliverables

Reference architectureReference modelReference CUBE platform

S2…S1 S3

CUBE platform in City B

S2… B2B1

CUBE platform in City A

A2…S1

CUBE platform in City T

S2…T1

T3

Cooperation and coordination

Telecommunication providers

Industries

Academic and research institutes

Financial organisations

Standards Development Organizations

Specialized consulting firms

City Unified Business Execution (CUBE) platform


• 5 interacting subsystems

S1 primary activities

S2 coordination of S1 and link with S3

S3 audit, exception handling S1, performance management of S1

S4 looking outwards to the environment

S5 responsible for policy decisions

• All of these subsystems are necessary

• All of them have a lot of in common


Smart City as a Systemvia Viable System Model (VSM)


Relative complexity of some Digital Systems

IoT

Smart manufacturing

Smart Homes

AAL

Smart Cities

Smart Energy


Architecture description: Viewpoints, models kind, views and models

Many viewpoints are possible.Each viewpoint is a set of model kinds (or model types).

Each model consists of artefacts (e.g. applications, servers, etc.) and relationshipsbetween them (those applications are deployed on this servers).

The view is what you see

The viewpoint is where you look from

• motivation outline viewpoint

– stakeholders, needs, mission, vision, guiding principles

• big picture viewpoint

– illustrations, essential characteristics, architecture principles

• capability map viewpoint

– level 1 modularisation, level 2 modularisation

• design viewpoint

– process map, services map, data flows, function map, organigramme

• system viewpoint (technical components)

• security framework viewpoint

• platform-based implementation framework viewpoint

• deployment framework viewpoint2017-06-14 Smart Cities from the systems point of view, v1 17

Some essential viewpoints of the Smart Cities Reference Architecture

• Stakeholders, their roles and their concerns


Motivation outline view:stakeholders’ needs analysis

• List of needs (or high-level requirements)

– Adequate water supply

– Assured electricity supply

– Sanitation, including solid waste management

– Efficient urban mobility and public transport

– Affordable housing, especially for the poor

– Robust IT connectivity and digitalisation

– Good governance and citizen participation

– Sustainable environment

– Safety and security of citizens, particularly women, children and the elderly

– Affordable healthcare for everyone

– Modern education for children and adults

– Attractive for business


Motivation outline view:needs (example)

• Mission – a statement that describes the problem you are setting out to solve, typically including who you are solving it for

• Vision – an idealized solution that addresses the problem you’ve articulated in your mission


Motivation outline view:mission and vision

• The guiding principles for defining the Smart Cities Reference Architecture are

– interoperability

– safety

– security (including confidentiality, integrity and availability)

– privacy

– resilience

– simplicity

– low cost of operation

– short time to market

– combining diversity and uniformity


Motivation outline view:guiding (or transversal) principles


Big picture view:illustrative (from Descriptive framework)

• Flows handling

• Multidimensionality

• Unpredictability of growth

• Technology absorption

• Synergy

• Holistic overview

• Trustworthiness


Big picture view:essential characteristics of Smart Cities


Big picture view:needs vs. essential characteristics

Needs

Essential characteristics

• Architecture principles

• Essential characteristics vs. architecture principles


Big picture view:other models


Capability map view:examples from different industries

Accept Orders

Contact Customer

Manage the Business

Deliver Orders

Support the Business

Process Orders

Consolidate Orders

Manage Production

Management

Manage Licensee Outbound Operations

Manage Materials

Receipt and Verification

Manage Facility

Pre-Production Processing

Manage Container & Label Strategies

Manage VehiclesManage Equipment and Equipment-Strategies

Manage Facility

Property

Manage Relationship

with Licensees

Manage Asset

Service Providers

Manage Transport Sub-Contracts for

Delivery

Manage NCR-Code Configurations

Define Processing Strategies

Define Performance Management

Manage Production Systems Strategies

Design and Develop Facility Infrastructure

Manage Production-Planning Strategies

Manage Facility

Information

Manage Core Business

Manage Post-Production Operations

Setup for Contractor Delivery

Manage Equipment

Maintenance

Manage Production Operations

Accept from

Agency

Accept from

Contractor

Accept at Facility

Accept at Customer Location

Manage FinanceManage Human ResourcesManage Facility Administration

Manage Materials Strategies

Prepare Customer Transfer

Support Customer

Bulk Orders

Handle Customer

Complaints & Inquiries

Process Service

Requests

Fulfil Order

Prepare Fulfillment Transfer

Support Bulk Fulfillment

Orders

Handle Fulfillment Complaints & Inquiries

Process Fulfillment Requests

Customer

OutboundInbound

Support

Transport

Process

Check and prepare

vehicle

Road Transport Operations

Drop Off Orders &

empty containers

Handle vehicle

incidents (breakdowns,

re-fuel, etc.)

Capture transport run

events

Drive transport vehicle

between locations

Pick Up Orders &

empty containers

Complete preparation

of orders into

consignments

Commence carrier

service

Carrier staff verify

consignment details & hand

over consignment to

contractor

Lodge consignments

with carrier

Verify / accept

consignmentVisit "trans-ship" port

Complete carrier

serviceReceive & verify

consignments

Handle consignment

exceptions

Separate and store

containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Planning & Monitoring of Carrier Services

Determine required

lodgement &

handover times

Receive new/

updated schedules

from carriers

Develop & maintain

carrier lodgement

schedules

Monitor carrier

services & provide

corrective action

Assess disputed/

late consignments

Transport Facility Management

Time and

Attendance

Monitoring & Control

Review Facility

Performance & implement

improvements

Planning &

Scheduling

Staffing & Rostering

Manage

Stream orders into production

batches

Manage batch containers prior

to pick up

Consolidate Orders

Create & Maintain

Facility NCR-Code

Plans

Estimate Production

Volumes

Plan & Schedule

Production

Operations


Time and

Attendance

Monitor Order

Processing

Review Facility

Performance & imp.

improvements

Corrective Action for

Processing

Quality Control

Dock Management

Production Management

Corrective Action for

Transport &

Delivery

Materials Receipt and Verification

Inspection of

inbound materials

Process “Under

Bond” Materials

Process Hazardous

Materials

Handover Materials

to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Receive Transfers

at Facility

Transfers Damage Check

Slotting /

Sequencing

Interleaving

Pre-Mould Verify

Slippage

Adjustment

Batch Alignment for

Moulding

Pre-Production Processing at

Facility

Capture Processing

Events

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk orders

Handle Customer Complaints &

Inquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

Management

Specify Tools

requirements

Acquire & Locate

Consumable Tools

Maintain inventory of

Consumable Tools

Manage & perform

maintenance of

Consumable Tools

Container & Label Management

Specify container

requirements

Acquire & Supply

Containers

Manage & perform

maintenance of

containers


containers

Label Policy & Design

Manage Label Stock

Specify vehicle

requirements

Vehicle Management

Purchase or Lease

vehicles (&

accessories)

Dispose of vehicles


vehicles

Manage contracts

with fuel suppliers

Monitor payments to

fuel suppliers

Manage allocation of

vehicles to facilities

Manage vehicle

registration &

insurance

Prepare claims for

diesel & alternative

fuel grant

Manage

maintenance of

vehicles

Design, Specify &

Evaluate New

Equipment

Purchase/Dispose

Equipment &

Spares

Install & Relocate

Equipment

Develop

Maintenance

Strategies

Monitor & Optimise

Performance &

Reliability

Equipment Management

Ensure Logistics &

OH&S Compliance

Manage Equipment

Configuration

Manage Technical

Documents &

Support Systems

Manage Inventory,

Repairs & Stores

Infrastructure

Property Management

Specify Property

Requirements

Acquire Property

Dispose of Property

Manage Building

Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials

requirements

Materials Management

Acquire & Locate

Materials

Maintain inventory

of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select

Asset Maintenance

Service Providers

Establish & maintain

Asset Maintenance

Contracts

Monitor Service

Provider performance

Terminate Contract

Manage Transport Sub-Contractors

Maintain Contractor

Service Information

Evaluate & Select

Transport

Contractors

Establish & Maintain

Transport Contracts

Monitor Contractor

Performance

Manage Payments

to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select

Agencies

Establish & Maintain

Contracts with

Agencies

Monitor Agencies

Performance

Manage Payments

To/From Agencies

Terminate Contract

with Agency

NCR-Code Management

NCR-Data Strategy,

Policy &

Procedures

Maintain NCR

Information

Maintain Machine

Configuration Data

NCR Configuration

Improvement

Manage Machine-

Specific NCR

Configuration

NCR Code-Sharing Management &

Support

Processing Policy,

Procedures &

Governance

Processing Strategies

Sorting Strategy &

Design

Develop Processing

Plans

Measurement of

Service Quality

Measure Financial

Performance

Measurement of

Resource Utilisation

Performance

Analysis

Performance Management

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Facility / Infrastructure Design & Development

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capability Analysis

Manage Facility Information

Define Costing

Reference Data

Maintain Prod’n

Structure

Information

Define terminology,

& codes

Manage barcoding

standards, formats

& characteristics

Manage central

storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

International CarrierTransport Operations

Receive inbound

containers at origin

port

Handover outbound

containers at

destination port

Transport bond

containers from origin

port to destination port

Manage Core Business

Develop Business Strategies

Manage business performance &

operations

Co-ordinate Projects

Develop Business Plans

Manage Projects

Develop business perf. measures

& targets

Receive Container

from Contractor

Drop-Off

Setup forContractorDelivery

Receive Misdirected

Container from

Contractor

Deliver Container

via Contractor

Record errors &

notify customer

Store articles

Verify Customer

Pick-up

Handle

Undeliverables

(including missorts)

Calculate Priority

Delivery Charge

Capture Contractor

Delivery Events

Despatch Container

for Contractor

Pick-Up

Handle delivery

vehicle incidents

Check & Prepare

Delivery Vehicles

Document Handover

to Transport

Driver

Capture

Non-Contractor

Delivery Events

Setup forNon-Contractor

Delivery

Handle Customer

Returns

Deliver Container to

Customer

Operate Vehicle for

Transport Runs

Drop Off / Pick Up at

Facility Depot

Establish

Production Volumes

Time and

Attendance

Monitor Post-

Production

Operations

Corrective Action

Review Facility

Performance &

Implement

Improvements

Manage Post-Production Operations


Plan & Schedule

Operations

NCR-Code Updates

Capture Machine

Configuration

Changes

Capture Tool

Changes

Capture Machine

Changes

Capture and Notify

NCR-Code Changes

Equipment Maintenance

Plan & Schedule

Equipment

Maintenance

Perform & Reord

Equipment

Maintenance

Correct & Record

Equipment Faults &

Parts Usage

Monitor & Report

Maintenance

Compliance

Modify Equipment

Optimise

Equipment

Performance &

Reliability

Handle Non-Valid Orders

Machine Preparation

Moulding

Capture volumes & machine statistics

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Order Configuration

Machine Production

Manual Preparation

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound

order events

Receive inbound order

from agency

Print & apply

agency identifier

labels

Reconciliation of

agency bills &

orders

Record agency

order violations

Handover order documentation to transport driver

Receive Order Lodgement

Accept at Facility

Receive electronic order via internet

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify Order

Accept at Customer Location

Finance

Provide Financial

Analysis & Direction

Support Business

Cases

Produce budgets &

forecasts

Manage Financial

Policy & Procedures

Record & monitor

expenditure

Human Resources

Succession

PlanningRecruitment

Maintain employee

records

Occupational Health

& SafetyOperational Training

Leave

AdministrationStaff Development Industrial Relations

Facility Administration

General Administration

Perform & Manage

Stores Function

Manage Technical

Documents

Maintain Technical

Help Desk

Capture Consolidation

Events

Accept Inbound Requests

• Leading capabilities

– Overall city governance, management and operations

• Core capabilities

– water, energy, waste, etc.

• Enabling capabilities (shared among CORE capabilities)

– geomatics, census, registries, etc.

• Supporting capabilities

– finance, legal, PMO, ICT, media, procurement, etc.


Capability map view: level 1 modularization

Structural decomposition of the mission into groups or domains or value streams.All smart cities have the same capability map (and different levels of maturity)


Capability map view:level 1 of modularization (example)

Leading capabilities

ProcurementFinance Legal Media PMO ICT …

Supporting capabilities

Facilities & buildings management

Energy management

Water management

Waste management

Public safety and security management

Environment (nature) management

Transportation management

Healthcare management

Education management

Social side management

Economic development management

Culture & entertainment management

Geomatics Census Registries …Enabling capabilities

Core capabilities

Management Operations

Governance

• capability, <systems approach>

– ability of a system or a system element to do something at a required level of performance

• Capability is a concept that captures – “what” an organisation must do to achieve its mission and – “how well” (or “wow”) an organisation must doing that “what” to

achieve its mission

• Think football – a lot people can play football, but only some of them can play football at the level required to win EURO 2016


About the concept `capability’ (1)

• Capability is independent from “how” we do it, “where” we do it, “who” does it, “which tools” are used

– The concept “capability” is more generic than technical components, data, interfaces, functions, services, applications, processes, roles and organisations

– But to provide a capability, several technical components, data, interfaces, functions, services, applications, processes, roles and organisations are, usually, required

• There are two major sides of the concept ‘capability’:

– capability as a discrete-unit-of-purpose (or discrete-unit-of-mission)

– capability as a measure-of-performance (maybe in respect to some maturity matrix)



• How to use a capability map

– analyse a comprehensive and well-structured set of capabilities

– benchmark the particular organisation via the maturity levels of its capabilities (also known as “heat map”)

– take an informed (and depending on the unique situation with the particular organisation) decision about each capability

1. to implement it at a particular level of maturity as one or many functions

2. to obtain it from business-to-business partners (outsource or insource)

3. to obtain it from commodity markets

4. to ignore it for now




How to satisfy the “security” requirement – big picture

Attack

Vulnerability

Technical asset

Risk

can exploit

causes harm

Threat

provokes

Security

define the level of

undermines

leads

Adverse impact

Likelihood

Predisposing conditions

Processes

Services

Outcomes

Objectives

slows down

underperforming

missing

exposing toArchitecture

Organisation

occurs with

Risk management

• Threats and vulnerabilities are universal

• There is a registry for publicly known information-security vulnerabilities and exposures https://cve.mitre.org/

• The level of adverse impact from an attack depends on the architecture of the system-of-interest

• Security and risk can be objectively link by architecture


Improving security (1)

https://cve.mitre.org/

• Architecture must know all the relationships between all the artefacts (technical assets, services, processes, etc.) to statically evaluate risks

• If the implementation of a system is based on business processes then it can dynamically evaluate risks

• Knowing the level of risk, one can implement a set of changes to reduce this level to acceptable one


Improving security (2)

security measureResidual risk

Widely acceptable risk Acceptable risk Unacceptable risk

• Any process-centric solution “knows” services, servers and other assets used to carry out its processes. Thus various impact to organisational goals may be objectively estimated via processes. Simulation may help.


Use of business processes (1)static risk evaluation

Inter-services communication may be implemented with CORBA, web services and microservices

• Use business processes to invoke security and risk controls


Use of business processes (2)dynamic risk evaluation

Risk monitoring and evaluation

Risk mitigation

Normal operations

• Risk must be carefully monitored, evaluated and acted upon with the pace of business processes


Use of business processes (3)integrated risk management

Enterprisedata warehouse

Risk-related rules, logic and knowledge

Risk-related events, reports, alerts, indicators, etc.

Enterprise document management and collaboration

1. Enterprise business functions should be enriched to generate the risk-related data.

2. Those risk-related data need to be collected at the enterprise data warehouse together with other business data.

3. Some business processes need to be updated to embed risk-related activities.

4. A set of risk-related rules, logic and risk-related knowledge should be able to use the risk-related and other business data to detect acceptable limits of risk as well as interdependencies and correlations between different risks.

5. Some business processes for risk mitigation maybe automatically activated.

6. A lot of risk-related indicators, alerts should be available in the form of dashboards and reports available for different staff members.

7. Staff members should be able to initiate business processes based on the observed risk-related information.

• The best, so far, privacy regulation is EU General Data Protection Regulation (GDPR) to be applied from May 2018

• Challenges of the GDPR

– privacy by design and by default

– EU citizen is the new data owner

– explicit confidentiality and sensitive data protection

– very process-driven

– data protection officer

• In general, no problems with the GDPR compliance:– Use of explicit and machine-executable business processes– Request GDPR compliance from all partners – Use digital contracts (to be discussed later)


How to satisfy the “privacy” requirement

• At present, many devices from the IoT “world” act as wild animals thus being dangerous in the our world

• As in our world, we follow contracts, let us consider rules / regulations / laws for IoT as cyber-physical systems to tame IoT

• But we need something more simple and more concrete than the famous “The three laws of robotics”

• Let us consider “digital contracts”

• Each digital contract is a set of explicit and machine-executableprocesses between Things, Services and Persons


How to satisfy the “safety” requirement

– with Persons who are living in a particular household

– with a producer of this Fridge

– with a service company for maintenance of this Fridge

– with some online shops to order various food

– with some other Things within a particular household to achieve together some goals of energy consumption

• Note: The in-house network Router knowsthat this Fridge has rights to connect only to a few external sites; any other contacts will be blocked by the Router

• More info http://improving-bpm-systems.blogspot.ch/2016/07/digital-contract-as-process-enables.html


Example: Smart Fridge’s digital contracts

http://improving-bpm-systems.blogspot.ch/2016/07/digital-contract-as-process-enables.html

• The “point-to-point” pattern can be implemented by simple processes

– master-slave processes

– co-processes

• The “majordomo” pattern is about interactions between one master (major-domo, castellan, concierge, chamberlain, seneschal, mayor of the palace, maître d'hôtel, head butler and chief steward) and many servants; several coordination techniques are mandatory:

– shared calendars

– event-processing

– resource allocation, levelling and balancing

– processes and cases


A couple of group functioning patterns

• Because group functioning depends on sharing data and information (including certificates, ID, etc.) their security must be enhanced by a solid records management

• Blockchain-based implementations may be considered for more secure records management


Improving security for group functioning

• Certainly, various IoT cyber-physical systems are similar and different at the same time. Platforms can synergize diversity and uniformity to reduce the cost:

– The platform frees up resource to focus on new opportunities

– Successful agile innovations are rapidly scaled up when incorporated into the platform

– An agile approach requires coordination at a system level

– To minimise duplication of effort in solving the same problems, there needs to be system-wide transparency of agile initiatives

– Existing elements of the platform also need periodic challenge


How to satisfy “low cost of implementation and operations”

Solution 1

…

CUBE platform

Security management

Business process management

Operational and analytical data

Decision management

Master and reference data

Reporting management

Analytics management

Drivers for IoT…

Solution 2

Smart Cities specific layer

Service management

Event management

Implementation framework viewpoint:platform-based



Digital flow management

Reference architectureReference modelReference CUBE platform

S2…S1 S3

CUBE platform in City B

S2… B2B1

CUBE platform in City A

A2…S1

CUBE platform in City T

S2…T1

T3

Cooperation and coordination

Telecommunication providers

Industries

Academic and research institutes

Financial organisations

Standards Development Organizations

Specialized consulting firms



• Approve this Smart Cities Reference Architecture

• Level 2 capabilities for Smart Cities

• Reference design of many building blocks


Next steps

• Personal website: http://www.samarin.biz

• Blog http://improving-bpm-systems.blogspot.com

• LinkedIn: http://www.linkedin.com/in/alexandersamarin

• E-mail: [email protected]

• Twitter: @samarin

• Mobile: +41 76 573 40 61

• Book: www.samarin.biz/book


Questions?

http://www.samarin.biz/

http://improving-bpm-systems.blogspot.com/

http://www.linkedin.com/in/alexandersamarin

mailto:[email protected]

http://www.twitter.com/samarin

http://www.samarin.biz/book

• Architecture

– totality of fundamental concepts or properties of a system in its environment

embodied in its elements and relationships, and in the principles of its

design and evolution


Definitions, again


Potential question:Achieving synergy between SDOs

Smart Cities Reference

Architecture

IEC – electrotechnical aspects

ISO – other aspects

JTC1 – ICT aspects

• Each system element (tangible assets, intangible assets, peoples) must be explicitly protected

– for its confidentiality, integrity and availability

– in rest, in transit and in use

– throughout its life cycle (within the system-of-interest life cycle)

• Relationships between system elements are used to know how changes in one system element effects other system elements

– those relationships must be protected as well

– ideally, those relationships are explicit and machine-executable


Systems approach to security (1)

• The system must be protected from undesirable behavior of its system elements by the explicit definition of their desired behavior as a contract between the system-in-interest and each its system element

– contract must be explicit and machine-executable with veritable processes and rules

– contracts must be protected as well

• Permanent monitoring of all system elements is mandatory

• Predictive analytics on all system elements is highly desirable



• Reference architecture description has to consider 3 groups of system elements

– some system elements are treated as black-boxes by defining for them required functionality, interfaces, performance, security assurance, etc.

– some system elements are treated as grey-boxes by defining also their internal structure (e.g. as illustrative processes)

– some system elements (which act as system-forming ones) are treated as white-boxes by defining their (reference) implementation



• The proposed use of digital contracts, explicit process and blockchain can make an impression that they will increase the complexity of IoT. In accordance with the Cynefinframework explicit linking allows progressing

– from “Complex” situation (in which the relationship between cause and effect can only be perceived in retrospect, but not in advance)

– to “Complicated” situation (in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge)

• A lot of painful standardisation and regulatory work is necessary ahead, but, in accordance with a Russian proverb “volkov boyat'sya — v les ne khodit'”, or “If you can't stand the heat, stay out of the kitchen” or no pain no gain


Conclusions (2)