Smart Cities Ibm

Front cover
Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities
Redguides
for Business Leaders
Michael Kehoe
Michael Cosgrove
Steven De Gennaro
Colin Harrison
Wim Harthoorn
John Hogan
John Meegan
Pam Nesbitt
Christina Peters
Understand the challenges faced by cities
and the value of Smarter Cities solutions
Learn how IBM is enabling cities to
be smarter
Gain insight into Smarter Cities
architecture and interactions with the city
Introduction to Smarter Cities

City governments around the world are looking for ways to improve their cities, while doing
more with less. Many cities in trying to sustain themselves realize that technology can play a
key role in improving the city for its citizens, businesses, and visitors. IBM firmly believes
that technology has a vital role to play in dealing with many of the current issues cities grapple
with. The IBM vision for a smarter city uses technology to bring cities forward so that they can
accomplish these types of objectives:
Quality of life for its citizens and visitors
A well-managed city works to create an optimal urban environment for citizens, visitors,
and industries by focusing on urban design, energy and water management, and an
efficient and easy-to-use transportation system. These cities provide better performing
and reliable city services that enable simplified and integrated access to services.
A healthy and safe city addresses the health and safety of residents and visitors
through innovations in local healthcare networks, disease management and
prevention, social services, food safety, public safety, and individual information privacy.
A sustainable city implements concrete measures toward sustainability through, for
example, reduced consumption of energy and water and reduced emissions of CO2 .
Possible measures that can make a city sustainable include urban planning principles
for mixed land use, architecture and construction principles for buildings, and methods
to use rainwater instead of treated water.
A city with good governance strives to improve the quality and efficiency of city services.
It mandates transparency and accountability at all levels of the government. It provides
the means to listen, understand, and respond to the needs of its citizens and businesses.
A city that incorporates culture and events attracts visitors and keeping citizens
interested in the city through investments in arts, culture, and tourism. These
investments are a great way to draw attention to the city and a way to establish the city
as a world-class location to live in.
A city focused on its citizens looks to address their needs by providing information and
access to city services in a convenient and easy-to-use manner. When done right, both
the citizens and city government can benefit. This mechanism gives the citizens access
to the information and services when needed and gives the city a means to share
important information and obtain input from their citizens in a timely manner.
Copyright IBM Corp. 2011. All rights reserved.
Business growth and development, building the city economy

A city of digital innovation focuses on using strategic investments in connectivity and
communications (for example wireless broadband either broadcast or through
hotspots). It attracts cutting edge businesses in the industrial and high-tech fields and
builds human and intellectual capital.
A city of commerce establishes itself as local, regional, or national center of commerce
and economic development. It builds local expertise in a specific industry and the
infrastructure and services to support continued growth and to remain competitive.
A city attracting and keeping skilled workers promotes itself as being a desirable place
to locate to or to grow up and stay in. This ability to maintain skilled workers is
accomplished by anticipating and accommodating shifts in business needs, skills, local
population, and demographics to offer economic opportunities.
A city with free flowing traffic identifies and manages congestion actively. This
demand is accomplished by making various forms of transport (such as road, air, rail,
and bus) cost effective and efficient.
IBM defines a smarter city as one that makes optimal use of all the interconnected
information available today to better understand and control its operations and optimize the
use of limited resources.1
A smarter city balances its social, commercial, and environmental needs, optimizing the
resources it has available. The IBM mission for smarter cities is to provide city solutions to
facilitate a development and sustainability of a city for the benefit of its population, its economy,
and the greater ecosystem in which the city resides. IBM measures a smarter city in terms of
the improvements in quality of life and economic well-being that are achieved through applying
information technologies (IT) to plan, design, build, and operate the city infrastructure.
IBM, city governments, individuals, and businesses realize that the time for change is upon us.
IBM and its business partners have the technology and solutions to help governments improve
city environments and make cities smarter and more economically viable. IBM understands
how becoming instrumented, interconnected, and intelligent helps drive to a smarter city.
This IBM Redguide publication is the first paper in the Smarter Cities Series of Redguide
publications. This particular guide provides insight into the IBM Smarter Cities vision and
explains how information and technology can help make cities smarter. It focuses on the
foundation that is used to build a smarter city. It also explains how data and information found
at all levels of the city are critical to understanding and making good decisions for the city and
its citizens. This guide delves into the issues around data including the sharing of information
and ensuring that individual and business data is secured. It also provides a high-level
architecture and ideas that will help in the transformation of cities.
In addition, this guide identifies various city domains and addresses how to create an
integrated city environment. Plus it describes the problems inherent to cities and outlines the
technology solutions to help cities.
IBM Offers Smarter City Assessment Tool to Help Cities Prepare for Challenges and Opportunities of
Unprecedented Urbanization at http://www-03.ibm.com/press/us/en/pressrelease/27791.wss
This series of Redguide publications is intended for IT architects and city officials who are
interested in identifying ways to make their city smarter. This series includes the following
guides:
Smarter Cities Series: Introducing the IBM City Operations and Management Solution,
REDP-4734
http://www.redbooks.ibm.com/abstracts/redp4734.html
Smarter Cities Series: Understanding the IBM Approach to Efficient Buildings,
REDP-4735
Smarter Cities Series: Understanding the IBM Approach to Water Management,
REDP-4736
Smarter Cities Series: Understanding the IBM Approach to Traffic Management,
REDP-4737
Smarter Cities Series: Understanding the IBM Approach to Public Safety,
REDP-4738
Smarter Cities Series: Understanding the IBM Approach to Energy Innovation,
REDP-4739
City domains
By working with and observing many cities, IBM has determined key domains that play an
important role in a city. Each of these domains can have a major impact on its citizens and
businesses. We understand that different cities have different priorities and different budgets.
We agree that it is not feasible for a city to become smarter in every domain all at once, but
making incremental changes is important. For example, a city can begin by tackling water
issues and then move into improving energy resources. Yet another city might start with traffic
congestion concerns and then move to public safety. IBM technology and solutions allow for
different starting points and various levels of technology adoption.
This guide identifies and provides information about solutions in the following areas or
domains that relate to cities (for the purposes of this guide, called city domains):
Water management
Public safety
Traffic
Buildings
Energy
A capability that might not be obvious to the city and is not a specific domain is the necessity
to integrate and coordinate cross-domain information. This way, this information can be
collected, analyzed, and acted upon by decision makers and city management. This
capability establishes a holistic view of the city and provides the city with a rich source of
information to gain better insight and provide actionable information for decision making.
Smarter City domains

This guide focuses on solutions in these key city domains and explains how to make each of
them smarter. This section introduces the city domains that IBM is focusing on at this time:
Smarter Water
Smarter Public Safety
Smarter Traffic
Smarter Buildings
Smarter Energy
Important: The IBM Redguide publications identified in this section are not yet available
but will be published in the coming weeks. Check the Redbooks website for the availability
of these publications.
Smarter Water
The world faces a basic conflict between the facts that the global population is rising and that
the available supply of fresh water is limited. This conflict leads to increasing concerns over
water availability, water quality, failing water infrastructures, and overall water management
complexity. Despite this issue, the water sector as a whole remains immature in its adoption
and integration of advanced IT for better decision support and improved productivity.
The IBM Smarter Water initiative takes advantage of and applies IT to deliver solutions to
numerous water-related issues that are currently handled inadequately by inefficient and
often manual processes. For example, smarter systems and intelligence can be used to
provide continuous sensing for water quality and availability and to develop pricing models.
They can also be used to improve water and energy efficiency, to enable better overall
watershed management, and to implement other improvements. The Smarter Water initiative
addresses several key obstacles. These obstacles include an overall lack of awareness of the
potential for advanced IT to help and difficulties in building and demonstrating return on
investment for water and IT-related projects. They also include overall integration difficulties
due to a lack of adequate standards and reference architectures.
For an in-depth explanation of Smarter Water, see the Redguide publication Smarter Cities
Series: Understanding the IBM Approach to Water Management, REDP-4736.

Arguably, the first duty of a city is to protect its citizens. The question is how to achieve this
level of protection in an urbanizing world that is becoming more interconnected, fast-paced,
and unpredictable. In recent years, forward-thinking city managers, police chiefs, fire chiefs,
and other officials have made great strides in applying innovative, community-based
approaches and new technologies to help reduce urban crime and improve emergency
response. However, the challenges to public safety continue to grow. 2
Public officials are turning to the same technology advances that businesses have been using to
make public safety systems smarter and to drive a fundamental shift from responding to events
to anticipating and preventing them when possible. These technology advances include
autonomic sense-and-respond capabilities, analytics, visualization, and computational modeling.
Data warehouses are being used to bring together information that is buried in filing cabinets,
on index cards, and in handwritten notes. Such warehouses can stitch together millions of
criminal complaints and national crime records along with billions of public records.
Sophisticated analytics and search capabilities make connections across multiple databases.
Information can be visualized quickly and acted upon by those people who need it.
2
Safer citizens of a smarter planet at http://www.ibm.com/smarterplanet/us/en/public_safety/visions/
For an in-depth explanation of Smarter Public Safety, see the Redguide publication Smarter
Cities Series: Understanding the IBM Approach to Public Safety, REDP-4738.
Smarter Traffic
Transportation is the vital arterial system that connects people with people, goods, and
services in any society. The smooth operation of this essential system directly determines the
level of economic activity and output in a given city or nation and, thus, affects both the quality
of life and general living standard. A significant increase in urbanization over the last 50 or so
years has placed undue burden on the transportation systems serving the needs of most
cities across the world. Furthermore, clogged transportation systems deter economic activity,
waste energy, and spew significant amounts of carbon into the atmosphere.
A traditional approach to solving traffic problems has been to increase the size of the
underlying infrastructure, such as building more roads, tunnels, and bridges. However, we are
beginning to hit a wall with this type of solution, because it is economically and
environmentally unsustainable.
A new approach to solving traffic problems is needed that optimizes the use of existing
infrastructure investments and provides for safer, cleaner, and efficient transportation
a Smarter Traffic approach. Intermodal mobility that includes public transportation will play a
key role in the future.
Smarter traffic systems take advantage of technology and collect physical data about urban
traffic and mobility patterns. This data can help traffic management centers analyze and make
better decisions regarding road network management, toll-road practices, and public transit
services. Also this data can arm travellers with relevant travel information. The central goal of
this approach is to get smarter about using existing resources. This approach reduces the
level of waste (in terms of time, fuel, and carbon emissions) and improves general levels of
safety and citizen satisfaction with the transportation system.
For an in-depth explanation of Smarter Traffic, see the Redguide publication Smarter Cities
Series: Understanding the IBM Approach to Traffic Management, REDP-4737.
Smarter Buildings
Buildings and facilities are the biggest consumers of resources around the world. In the US,
buildings consume 70 percent of all electricity, of which up to 50 percent is wasted.
Commercial buildings lose as much as 50 percent of the water that flows into them. By 2025,
buildings will be the single largest energy consumers and emitters of greenhouse gasses on
our planet. Nonetheless, buildings are an urban necessity, and healthy buildings improve life
by providing comfortable, secure places to live, work, and play.3
Most buildings do not exploit recent advances in technology that allow the creation of adaptive,
interactive systems. Sensors in buildings can monitor security, occupancy, and resource
usage, and IT systems can use that data to help make decisions that improve efficiency and
achieve resource reduction goals. Smarter buildings can reduce energy consumption, CO2
emissions, and water usage. To achieve this type of reduction, buildings must integrate major
building systems with other pertinent information and make intelligent adjustments that
improve energy efficiency, operational effectiveness, and occupant satisfaction.
For an in-depth explanation of Smarter Buildings, see the Redguide publication Smarter
Cities Series: Understanding the IBM Approach to Building Management, REDP-4735.
Constructing a smarter planet, one building at a time at

http://www.ibm.com/smarterplanet/global/files/us__en_us__buildings__green_buildings.pdf
Smarter Energy
Climate change, rising energy prices, and technology advances are all forces that can
reshape the collective mind-set of consumers, turning many from passive rate payers to
highly informed, environmentally conscious customers who want a role in using power. Now,
with the emergence of the technologies that make smart grids possible, companies can
provide customers with the information and control that they need to change behavior
patterns and reduce usage and costs.
These smart grids use sensors, meters, digital controls, and analytic tools to automate,
monitor, and control the two-way flow of energy across operations, from power plant to plug. A
power company can optimize grid performance, prevent outages, restore outages faster, and
allow consumers to manage energy usage, right down to the individual networked appliance.
Smart grids can also incorporate new sustainable energies, such as wind and solar
generation. They can also interact locally with distributed power sources, such as those used
to power electric vehicles.
For an in-depth explanation of Smarter Energy, see the Redguide publication Smarter Cities
Series: Understanding the IBM Approach to Energy Innovation, REDP-4739.
Value of cross-domain integration

For a city to become smarter, it must harness and optimize its economic capacity, physical
assets, culture, political will, technology, and business environment. It is the will of the
government, citizens, and business to apply technology, technological solutions, and other
resources that will help make the city smarter.
City infrastructures and services are traditionally created and managed by independent
departments or organizations, as illustrated in Figure 1. A fundamental change in perspective
is needed for a city to become a smarter city.
Views into city data
C ity
L eve l
No Ho listic Vie w o f Ci ty Da ta
Ma na ge m en t
L eve l
Operational Systems
Pro je ct
L eve l
Ta sk
Le ve l
Wa ter
En ergy
Transp ort
Publ ic
Sa fe ty
Buil din gs
D ata
Infrastructure
Ci ty
Figure 1 Traditional domain culture of a city
As shown in Figure 1 on page 6, city domains have focused on their own operations, and only
on a limited basis have they shared information with other interested parties and the overall
city. We assert that, in a smarter city, information in the form of metrics, events, and
processes must be shared across organizations in a near real-time manner. In a smarter city,
city-wide operational processes using data from any number of domains can continuously
predict and react to events and trends that are affecting the city. Taking action leads to
rebalancing and, therefore, optimization. Optimization must include two dimensions: both the
goals of the individual domains and those of the city as a whole.
By sharing information, which is the first source of value, the other domains and the city can
gain insight and identify impending problems with the intent of responding before these
problems occur or escalate. Currently, the reaction of a city can take a long time because of a
lack of clear information. In a smarter city, responses to information and events can be almost
instantaneous.
The second source of value is the identification of trends that can help predict future or
potential events or situations. To make sense of any occurrence in a city, information must be
correlated in real time from throughout the city. In existing environments, there is no organized
way to understand how occurrences in a city relate to one another other than through the
collaboration of city workers. This method is often subjective and not systematic.
The third source of value is the ability to coordinate the execution of the city services based
on the data and trends found by analyzing data. This approach gives the city management a
more holistic view of the city and the opportunity to better understand the affect of any
decisions.
With cross-domain integration (Figure 2 on page 8), accurate, systematic, and timely
prediction becomes readily available within and throughout the city. Important information
that, in the past, was locked inside domains can be made available to analytics program that
can identify specific issues and trends from the data. Analytics programs also help to prevent
serious events before they happen and intercept dangerous trends. Together, with these
concepts, a city can implement, optimize, and enforce compliance to master plans in a way
that maps to the actual operations of a city in near real time. Day-to-day rebalancing of
resources can lead to efficiencies in operations and planning.
The IBM approach is to design a model to optimize the individual domains in real time. This
model uses technology to enable these domains to be interconnected, monitored, and
controlled in separate and combined fashions. This model can be achieved by managing
significant city events and then optimizing the event from a holistic standpoint. This event
might be a planned event (such as a large sporting event) or an unplanned event (such as a
flood).
Event: An event is defined as something that will have significant consequences to normal
city processes.
The Smarter Cities approach focuses on managing the city from a fully integrated and
interconnected holistic point of view (Figure 2). This focus increases the data gathered,
shares that data to optimize the domains individually, and allows convergence of information
into an cross-domain operations center (CDOC). The addition of a CDOC designates it as a
natural integration point for information coming from the domains. The main task of the CDOC
is the management of significant events and directives flowing through the different domains.
However, Figure 2 also shows an operations center within each domain so that the domain
can use the information and data at its disposal to make better decisions and to take action.
Views into city d ata

Ci ty
Le ve l
Cross Domain Operations Center

Issu e : N o h ol i stic vi ew
Ma na ge m en t
L eve l
D om ai n sp e ci fi c
op e rati o ns ce nte r
Operational Systems
Pro je ct
L eve l
Ta sk
Le ve l
Wa ter
En ergy
Transp ort
Publ ic
Sa fe ty
Buil din gs
D ata
Infrastructure
Ci ty
Figure 2 Smarter Cities model with the cross-domain operations center
For an in-depth explanation of the cross-domain and domain-specific operations centers, see
the Redguide publication Smarter Cities Series: Introducing the IBM City Operations and
Management Solution, REDP-4734.
Each system that supports a city provides vital information about use of the city services such
as energy usage, water consumption, traffic flows, and points of traffic congestion. With the
advancement of technology in data analysis, the city can now run complex analytics against the
city and domain data in real time. These analytics can reveal valuable insights. For example,
IBM Research did work in the analysis and understanding of toll-road systems that resulted in
the creation of the IBM Traffic Prediction Tool, which can produce accurate traffic predictions.
For more details about the IBM Traffic Prediction Tool, see the following web address:
http://www.ibm.com/smarterplanet/us/en/traffic_congestion/nextsteps/solution/N5009
45X17585D04.html
Sources of information about human behavior in an urban environment can aid in making
predictions. Much of this data (for example, toll road information) is available at zero cost.
These streams of information can be analyzed in real time to provide operational, planning,
and management insights. With these insights, the city and domain managers can make
better, more informed decisions. Many sensing systems are already installed in cities for
transactional purposes. This information can be used to make smarter decisions as illustrated
in Figure 3 on page 9.
this real-time, real-world data contains valuable information

about patterns of behavior
Business Development
Operational/Transactional
Toll collection only;

disconnected
operational data
Transaction data from
the management of
payments
Little automated use
made of real-time
traffic data
Insights
System-wide Control
More granular
charging by location
Analysis of traffic
patterns to manage city
congestion
Modeling traffic to
predict and manage the
entire system
Dynamic and
congestion-based
pricing
Route planning and
advice, shippers,
concrete haulers, limo
companies, theaters,
taxis, and so on
City-wide, dynamic
traffic optimization
Figure 3 Driving decisions from patterns of behavior
The three essential characteristics of a Smarter Planet

The IBM approach to smarter cities is well-aligned with the instrumented, interconnected, and
intelligent concepts of Smarter Planet as illustrated in Figure 4.
New and Optimized

Processes
Decision making is becoming more
INTELLIGENT
Our world is becoming
INTERCONNECTED
Our world is becoming
INSTRUMENTED
Analytics and
Visualization
Event
Processing
and Integration
Process
Innovation
New Insights
Data Sources
(Sensor/event dat a,
unstruct ured dat a, )
New Data
Figure 4 Becoming smarter
The Smarter Cities approach builds on the following concepts and enhances them to fit city
needs:
Instrumented
Sensor-based systems extend visibility into the real world of transportation, utilities, water,
and buildings, providing new real-time sources of data that were either previously
unavailable or prohibitively expensive to collect.
Interconnected
Event-processing software derives business-relevant events from the raw stream of
sensor inputs, and integration middleware brings these events into the required context,
enabling insight into the actual behavior of real-world operational systems.
Intelligent
Using available data, aligned with further enrichment from the integration of systems,
mathematical algorithms and statistical tools can be harnessed to provide deeper insight
into city events. Outcome prediction, scenario modeling, and simulations can be
performed to aid risk management and provide for more informed decision making.
If you apply these concepts to creating smarter city solutions, various applications, software
products, and middleware platforms play an important role. Figure 5 on page 11 shows the
various components at the layers that are applicable to building smarter cities solutions. This
high-level component diagram was developed to show services that can help in the operation
of a city and its domains.
The instrumented layer (lowest layer in Figure 5) has various data sources including sensors,
meters, cameras, and unstructured data. These data sources measure and feed data back to
systems, such as Supervisory Control And Data Acquisition (SCADA), which monitors and
controls particular functions. The devices and products at this layer are provided by various
companies that specialize in this area. The activities found at this level can measure water
quality, collect electrical meter readings for a grid, or provide building measurements to
determine its energy usage. Aspects of this data can be sensed and used to generate events
and alerts, which in turn, can be published by using an enterprise service bus (ESB).
The interconnected layer (middle layer in Figure 5) adds event services that map various
inputs (as identified in the instrumented layer) into events of interest. This data can be
combined with other event-related information occurring throughout the city or domains to
create a rich source of data that can be used to enhance decision making.
The intelligent layer (upper layer in Figure 5) processes relevant city data in a broader
context to identify city-relevant events that need to be analyzed or acted upon. A
service-oriented architecture (SOA)-based model, along with existing applications and
management systems, is used to transform data and perform analysis. Analytics along with
additional related data (such as weather) can be applied to provide further insight. This layer
includes user or role-oriented capabilities, where data and information are displayed by
using various types of user interfaces, such as dashboards. Accessing this data and
information with intelligence applied to it can ensure that the users can take action and make
informed decisions.
10
Rela te d D ata Sourc es
Demographics
Administ ration
As set
Management
Polic ies
GIS
iPLM Dat a
Weather
Use r
Inter face
A na ly tic s
Operational
Anal ytics
Engi ne
Geospati al
Analy sis
St ati stical
Analysis
Risk
As ses sment
Modeling
Input s/output s
Collaboration
Message
boards
Reports
Das hboards
Busines s
Int elligence
Data
Warehous e
Environment
De vice
Control/
Monitoring
Analytics
Rule Base
Rules Engine
Al erts
Ac ces s
Management
Remot e
configuration
and
management
Compl ex
Event
Proces sing
Sim ulation,
Optimization, and
Vis ua lization
Data
Transf ormation
Model
Component
Management
Simulation
Management
Intelligent
Service
Applic ations
Policy
Management
Dat a Historian
High-Performance Arc hiving
of Time-series Data
Process /Work flow

Choreography
High-Performance Analyti cs
Comput ation Engi ne
Proces s
Control
Network Device
Monitoring and Cont rol
ESB
Interconnected
Enter pr is e Service B us (ESB )
Operat ional
Logic
Ev ent
Det ect ion
Local
Analy tics
Operational
Moni tor
Unst ruc tured

Data
Event Processing
Loca l Connec tion (Ether ne t, SCA DA, Inter na l Buse s)

Ad hoc
data
Mobi le
Devic es
Remot e/Loc al
Sensors
Smart
Meters
Cameras,
Webcams
Intelligent
Sensors
Instrumented
Time Dependent Ev ent H andling Middle wa re
Act uators (pumps,

switc hes)
Figure 5 Smarter city component diagram
The following sections explore the layers of the component diagram.
Understanding the instrumented layer

The instrumented layer is made up of sensors, actuators, programmable logic controllers
(PLCs), and distributed intelligent sensors. This technology is based around control
engineering and has a large amount of physical infrastructure. Currently, communication
between the controller and the sensor and actuators is achieved by using field buses and
other interfaces.
The technology has evolved to allow for wireless connection to the sensors and actuators
from the controller. Wireless communication means that sensors and actuators can be placed
in an environment without the need of physical wiring. Data that is captured from these
sensors is numeric and is used in a logical manner. Sensor data is becoming more
sophisticated with video and digital signal processing.
Instrumented layers can be designed for a specific purpose such as controlling the
environment of a building or performing their predefined task through a logical sequence. The
ability to source reliable and accurate data is key to building effective business intelligence
(BI)- and business analytics (BA)-based systems. Because of the complexity of this layer,
consult further resources in the field of industrial control systems for more information.
11
This layer includes the following key capabilities:

Data capture and control
Integrate a wide range of sensors and devices

Provide the ability to collect and move data
Execute local commands to take action
Run distributed operational logic
Manage distributed device infrastructure

Provides the ability to manage devices and sensors
Offers remote configuration and management of devices
Provides the ability to monitor and provide security of these devices and their data
Understanding the interconnected layer

Domain control systems are designed with a specific task in mind. In a city, many hundreds or
even thousands of control systems can exist simultaneously performing their dedicated tasks.
For example, most traffic light intersections are stand-alone control systems based on a
programmable logic controller (PLC) system.
To monitor the domain effectively, a clustering of all these individual systems is required,
which is performed at the interconnected layer. The data from individual domain control
systems and other data sources are linked together and transformed into event-related
information. This information is then sent to the intelligence layer for further processing by
using an information bus, commonly called an enterprise service bus. With the ESB, the data
for various sources can be propagated to the higher-order BI and BA systems.
Event processing and services
Event and stream processing
Data identification, aggregation, and association
Data modeling and integration
Domain-specific information models

Interoperable information framework
Integration with existing data
Federated data management
Process integration
Extend existing systems and enable new business processes
Monitor business processes
Provide information to systems and people
Understanding the intelligent layer

The intelligent layer has undergone the most change as applications and software are
developed to take better advantage of the information provided by the interconnected layer.
Significant technology developments have occurred in BI, BA, optimization, event
management, and rules engine applications to greatly improve the ability to analyze data and
visualize information at this level. The key to designing this layer is to understand the city
requirements and city policies, because this layer provides the tools and user interfaces
(access to the applications and data) for the city officials.
12

Analytics
Domain-specific analytic applications
Application of mathematical models
Performance dashboards and key performance indicators (KPIs)
Business optimization
Model business processes for optimization

Application of optimization techniques
Optimizing asset usage and streamlining business processes
Improve operational logic and business rules
Business process services
Event-driven SOA processes

Sense and respond dynamics
Enterprise application integration
Alignment with city policies
Table 1 provides scenarios that contrast current city operations with example solutions.
Table 1 City scenarios
Current day situations
Example solutions
City leaders manage incidents and view KPIs

or reports through disparate systems.
The solution provides a city service request

management system with management, city
operations, and agency (city domain) dashboards.
City leaders struggle because there is no

centralized environment for planning,
organizing, monitoring, and sharing
information.
A centralized view of the city provides the basis for

planning, organizing, monitoring, optimizing, and
sharing information.
City services and key assets are managed

through disparate systems.
The solution provides for integrated collaboration

across systems creating appropriate role-based
views of information and data. It gives a city-wide
view enabling coordination, communication, and
collaboration in the planning and execution of
projects and tasks.
Information is provided only at the detail level,

forcing persons in higher level roles to
manipulate data to draw conclusions and
make decisions.
Summary information (view) with the ability to drill

down and access detail data ensures that decision
makers have access to the information they need.
The city manager lacks end-to-end visibility to

important incidents and events in progress.
Collecting and analyzing data from various sources

allows the city manager and city agency management
to monitor incidents and events in progress.
The transportation agency must perform road

maintenance but only has a manual means of
informing other agencies that will be effected.
It has no automated mechanism to get input
from businesses or citizens.
Publishing plans and collecting feedback from

various sources allows the transportation agency
the ability to minimize impact on all involved and
coordinate activities with other agencies working in
the area.
13
Important building blocks of a smarter city

The intelligence layer (shown in Figure 5 on page 11) exemplifies applications and solutions
that enable a smarter city to operate effectively. This section highlights some of the key
building blocks that are involved in creating solutions vital to this new operating environment.
Information sharing and event processing: Information sharing and event processing
are two building blocks that are vital to creating a smarter city. Coverage of them occurs
frequently in this paper. Therefore, further explanation is not provided in this section.
Asset management
A city must manage its infrastructure, buildings, vehicles, and utility assets consistently and
accurately. Asset management provides the data schemas and workflows to facilitate efficient
management of assets and integration throughout domains.
To effectively manage a city, asset management must federate assets throughout the city.
Advanced analytics can be used to determine the possible consequence of an asset failure or
the impact of an event on an asset. It can be used to determine when preventive maintenance
should occur. Work orders can be managed centrally to allow various departments to
coordinate activities, preventing unnecessary work and facilitating city-wide reporting.
Advanced analytics
An increase in the volume of data from instrumented and interconnected systems can
overwhelm the ability of a city to understand the environment. Actually the more data that is
collected, the clearer the understanding can become. This understanding depends on the
ability to turn data into information to yield insight, known as business intelligence. BI supplies
relevant information to a user to permit informed decision making. As the user becomes more
comfortable with the decision making made possible through BI processes, the process steps
that are required to arrive at the decision can be mapped, which is business analytics. BA
moves from reactive to proactive decisions by using predictive analytics capabilities.
In a city environment, the data that is generated and collected from the many events can
evolve from a BI-driven system to a BA-driven system. A city can become smarter as it maps,
learns, and evolves its decision-making processes by using advanced analytics.
Business process management

Another technology area that can facilitate the implementation of a smarter city is the IT
discipline of business process management (BPM). BPM incorporates software and best
practices which, in tandem, improve the performance, visibility, and agility that are needed to
facilitate business process innovation and optimization.
BPM can improve the linkage between existing siloed applications, human tasks, and
documents or forms. With BPM, you can choreograph these entities to create a process. This
new process features intelligent interoperability among its components by incorporating rules
management, event processing, and connectivity.
14
Collaboration
The ability to communicate, share information, and collaborate in real time with city officials
and citizens is an essential element to making cities smarter. City officials working across the
city and in different domains can communicate with each other by using an integrated
collaborative environment that includes email and calendar sharing. Real-time collaboration
can be achieved through sharing data, videoconferencing, online meetings, telephony, and
instant messaging. Through situational awareness, city personnel can see who is online and
their current location, enabling better utilization of resources and reaction to events. Important
documents can be shared across teams and viewed online, through the use of wikis, blogs,
team spaces, and communities. Citizens can be notified of events and issues happening
within the city and enable immediate situational feedback, creating a closed loop process. By
using these capabilities the city can provide for more optimized and interactive services.
Standards and good governance are driving factors

Standards and good governance play a key role in enabling the transformation of large scale
and complex industry systems and will have a significant impact on the transformation of the
systems deployed in cities. Standards help establish an open environment that facilitates
interoperability, which creates new opportunities for innovation and allows resources to be
focused on adding value. An open environment also lowers the barriers of entry for new
participants and promotes competition, further accelerating innovation. Good governance
ensures that the required transparency, accountability, efficiency, and effectiveness are
around the process by which decisions are made and acted upon.
The benefits to cities of adopting an open, standards-based environment can be profound.
Standards provide the flexibility of mixing and matching competitive offerings from different
vendors, lowering the cost of integrating differing systems and their information. Good
governance improves the ability to respond appropriately by injecting transparency and
accountability into the decision making process.
Given the historic value of standards to numerous industries, it is logical to expect cities that
are pursuing a standards-based approach to reap similar benefits. From the perspective of a
city, standards are critical at two levels:
Specific city domains such as energy, traffic, and water
Within a specific domain, standards must be addressed at all layers from data collection
and integration to data analysis and modeling. Now, the maturity of standards varies
significantly from domain to domain. However, smart grid and intelligent utility network
(IUN) standards have recently become a national focus, and standards for water and
transportation are beginning to emerge.
Cross-domain integration and collaboration
Today, cross-domain integration is enabled primarily by key infrastructure standards that
exist at both the interconnected and intelligent layers (shown in Figure 5 on page 11). At
the interconnected layer, key SOA standards enable both integration and interoperability.
Standards at this level include web services and ESB standards, workflow and
choreography standards, and eventing standards. At the intelligent layer, critical standards
have been defined in several areas, including user interface standards, collaboration
standards, business rules standards, and geospatial standards. Several standards
organizations play a critical role in developing standards at both the interconnected and
intelligent layers. These organizations include the World Wide Web Consortium (W3C),
the Organization for the Advancement of Structured Information Standards (OASIS), and
the International Organization for Standardization (ISO).
15
Management of citizen information

The large and growing data from various sources must be transformed into actionable
intelligence where patterns are identified, predictions are made, and actions are
recommended. This transformation takes place through the application of analytics. Analytics
can take massive amounts of data from many domains and provide real-time guidance, to
identify unexpected correlations among distinct domains to turn data into understanding.
The ability to capture and analyze large amounts of information can include information about
individuals and businesses. Some of this information might be explicitly personal (for example
the age or health status of a person), and other data might not be explicitly personal, but
when combined, reveals personal data. IBM, with its long-standing commitment to privacy,
believes that careful planning and design can alleviate the privacy concerns that arise when
analytics are applied to personal information or are applied in such a way that can reveal
personal information.
In the context of Smarter Cities, most uses of analytics involve data that is not about
individuals, for example data gathered by sensors about traffic on a bridge. At the same time,
analytics applied to information about people and their interactions with the city can yield
valuable results. For example, data about citizens performing transactions with city domains
can show where services are succeeding or failing and how these services can be improved.
Whenever analytics are used on data sets that include personal data or data linked to people,
organizations must take steps to protect individual privacy.
The IBM approach to designing systems for privacy begins with the data itself. As a preferred
practice, the systems with the data must be designed with privacy in mind. That is, they must
be designed from the outset to be secure, appropriately limit access, and comply with legal
requirements. Next, the IBM approach takes into account the nature of any restrictions that
apply to the relevant data when designing analytics programs. For example, it is desirable to
consider whether the intended goal can be achieved with less personal data or can be
achieved without specific data altogether.
Privacy-enabling technologies can also help. Organizations can protect individual identities by
using tools and techniques that disguise personally identifiable data through masking such as
anonymization or pseudonymization of data. IBM has developed a broad and deep portfolio of
technologies that can mask and disguise data so that individual privacy can be maintained,
even while the data itself is analyzed as part of a broader project.
With proper attention at every level, cities can realize the powerful benefits provided by
analytics while protecting personal data involved in the application of these capabilities.
User interface
Visualization of the city status and the critical information is essential to making predictions
and reacting to events and changes in the city. The design of the user interface must allow
flexible layout of information, while providing a standard look and feel. Effective UI layouts are
governed by the following factors:
Presenting easily consumable critical information to decision makers such as the mayor
and domain managers
Bringing different data sources together to provide comprehensive information about
operations, domain business, and infrastructure
Displaying summarized data that can be expanded giving access to detailed information
Providing alerts driven from real-time information, allowing immediate analysis and action
16
Showing relevant information across dynamically linked views

For example, by selecting a point on a geospatial map, the associated views update to
show related detail information.
Providing a consistent look and feel to minimize the learning curve and confusion such
that the user interface is uncomplicated and self explanatory
Each type of user requires the right and appropriate level of detail as in the following
examples:
Executive users want high-level information (scorecards and charts) to see the big picture
of the city.
Detail users need more in depth information and sometimes raw data to do their job.
Analytic users might need access to the data so that they can run further analysis on it.
Delivering Smarter City solutions

In the course of building solutions, IBM identifies repeatable patterns and integrates these
assets together into new product offerings. IBM is using technology and innovation across the
company to provide the most robust solutions for clients. This approach ensures IBM
customer solutions are integrated, hardened, and optimized.
Developing a city strategy

As previously stated, IBM defines a smarter city as one that makes optimal use of all the
interconnected information available today to better understand and control its operations and
optimize the use of limited resources.4
To determine how a city can evolve into a smarter city, it needs to both access its current
operating environment and develop a vision of how it wants to operate in the future. To
achieve these objectives, a strategy must be developed that will aid the city in making
decisions. Examples of such decisions include where to invest in new technology and
solutions and what must happen to attain the necessary returns on investment both from a
people and financial perspective.
To aid in this city analysis, IBM has a developed tools, such as the following examples, that
help a city better define its strategic requirements and create a plan that it can use to become
smarter:
Smarter City Assessment
Cities use the Smarter City Assessment Tool to collect specific data about their core
operational systems (people, business, transport, communication, water, and energy).
This information is analyzed by IBM and used to benchmark the overall capabilities of a
city against peer locations, to highlight relative strengths and weaknesses, and to provide
initial recommendations for improvement.
For more details, see the paper Smarter Cities Assessment at the following web address:
ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbd03106usen/GBD03106USEN.PDF
IBM Offers Smarter City Assessment Tool to Help Cities Prepare for Challenges and Opportunities of
Unprecedented Urbanization at http://www.ibm.com/press/us/en/pressrelease/27791.wss
17
Smarter City Maturity Model

A maturity model is used to build a readiness assessment for the city. It looks at entry
points to the chosen domain or domains and builds a road map that brings the city to a
fully optimized multipoint solution.
For an example maturity model, see the paper Delivering Intelligent Transport Systems:
Driving integration and innovation at the following web address:
http://www.ibm.com/services/us/igs/pdf/transport-systems-white-paper.pdf
Smarter City Actionable Business Architecture
Actionable Business Architecture defines and manages the relationships and interactions
among domains (such as strategy, operating, and IT models) to eliminate the gaps, avoid
lost opportunities and accelerate time-to-value for desired business outcomes.5 The four
methods used to create an Actionable Business Architecture are models, methods,
metrics, and tools.
For more details about Actionable Business Architecture, see the following web address:
http://www.ibm.com/services/us/gbs/bus/html/
actionable_business_architecture.html
An associated approach is Component Business Modeling (CBM). This technique
analyzes a city by first partitioning it into relatively independent, non-overlapping
components to identify opportunities for innovation and improvement.
For a city case study using CBM, see A Clear View Using Component Business
Modeling: Case Study - Queenstown Lakes District Council at the following web address:
http://www.ibm.com/events/nz/ibmforum/presentations/downloads/
IBM_Forum_QLDC_-_CBM_Case_Study.pdf
Municipal Reference Model
The Municipal Reference Model is a set of concepts and tools that can help cities define
and describe their business in terms of the programs and services that they provide. It
uses terms that are most meaningful to the city officials, residents, taxpayers, and various
stakeholders.
For more details about the Municipal Reference Model, see the paper The Municipal
Reference Model: Smarter Government by Design at the following web address:
http://www.iccs-isac.org/en/pubs/manicipal_reference_model.pdf
These assessments are key tools in assisting cities to understand their current situation and
create a plan to move forward.
18
Actionable Business Architecture: IBMs Approach at

http://public.dhe.ibm.com/common/ssi/ecm/en/gbw03125usen/GBW03125USEN.PDF
How IBM supports the interconnected and intelligence layers

The three essential characteristics of a Smarter Planet (instrumented, interconnected, and
intelligence) form the basis for a smarter city. IBM software and hardware provide solutions
and enablers at the interconnected and intelligence layer, providing the base for IBM and IBM
Business Partners to deliver the complete solution.
Figure 6 shows the components that can be used to build smarter city solutions. As you can
see, the concept of the essential characteristics of a Smarter Planet carries through, from
collecting the data to providing new insights to make improvements in the city domains and
the city itself. Analyzing the data from day-to-day processes, along with specified events and
identifying patterns, can aid the city or city domains to better anticipate when and what
actions need be taken at any point in time. By striving to attain near real-time information and
applying knowledge to that information, the city can help foresee and prevent negative or
disastrous situations and make a positive impact in other situations.
Mobile
Devices
Extractions
Ope rati o na l
Da ta Store
Cont rol
Syst ems
Remote/
Int elligent
Sensors
Webcams,
Video, and
Cameras
Data
Sources
Instrumented
Specific protocol
required by receiver
Data
Acquisi ti on
Ad apter s and
Event In tegr ation Bus
OPC and
Met ers
Enterpris e Serv ci e Bus
Dat abase
Feeds
Soluti on Logic
Web services or ot her supported protocols
Data wareho use
Data
Manag emen t and
Storage
Interco nnected
Key perf ormance i ndi cat ors , Visuali zati on

Collaboration, Maps
Geospat ial
Informat ion
Predict ive
Analytics
Real Time
Analytics
Business
Intell g
i ence
Process
Optimization
Service Registry
Analyti cs an d
Solu ti on Logi c
Role-based Operati onal

Control
Intel li gen t
Figure 6 Supporting the interconnected and intelligence layer
These capabilities are the basis for the IBM service offerings from IBM Global Business
Services, Software Industry Solutions, and Global Technology Services and integrates with
business partner and client solutions.
19
Domain-specific solutions
Located in the intelligence layer are the specific domain solutions that provide the user
access to various applications, capabilities, and information. Particular applications and user
interfaces are created to aid domain workers in performing their jobs. These applications
include reports, dashboards, and KPIs.
Figure 7 shows an example of what the domain workers might see in the intelligence layer.
The lower left side of Figure 7 shows the executive dashboard with the overall city status,
which also enables navigation to each underlying domain, such as water or traffic. The right
side of Figure 7 shows examples of the domain solution interfaces. Figure 7 also shows a
citizen view (upper left side), which in this case is the energy or water usage of an individual,
with comparative performance metrics.
Water
Traffic
Citizen
Public Safety
Energy
Executive
Figure 7 Solution layer visual interface
20
How industry knowledge applies

Moving Smarter Cities from vision through architecture to solutions requires a cross-IBM
effort, tying implementation road maps to specific business outcomes.
The IBM industry solutions (Figure 8) offerings use existing industry frameworks that are built
by using domain expertise on assets that have been refined and validated through multiple
customer engagements.
IBM Software
Strategic Business Drivers

Industry specific challenges, market
drivers, shifts, and trends
Industry Solutions
Industry and subject matter expertise
Applications and tools
Industry Frameworks
Process models and flows Specific Business Problem

Information models
Design templates
Reusable code assets
Industry standards
Industry
Common services
Solution
Software
Products
IBM Lotus software

IBM WebSphere software
IBM Tivoli software
IBM Rational software
IBM Information
Management software
Servers, storage, communication

networks and associated services
Built on
IBM
Middleware
Figure 8 Industry Solutions Software offerings
Within Smarter Cities, the industry solutions offering delivers a suite of solutions that
automate and manage individual city domains while creating a collaborative environment that
enables these systems to become more interconnected and intelligent. These solutions use
key industry frameworks including the IBM Government Industry Framework and the IBM
Solution Architecture for Energy and Utilities (SAFE) Framework. For more details about
these frameworks, see the following web addresses:
IBM Government Industry Framework
http://www.ibm.com/software/industry/government/
IBM Solution Architecture for Energy and Utilities (SAFE) Framework
http://www.ibm.com/isv/tech/validation/framework/safe.html
The Smarter City solutions are driven by industry expertise, which plays a critical part in each
of the solutions. Through countless projects with clients in various areas, IBM has developed
knowledge and experience to help solve the problems that cities encounter. This knowledge
and experience combined with IBM software and hardware have enabled IBM to create both
a meaningful architecture and solutions for various city domains.
21
Smarter Computing for Smarter Cities

Often times, the IT Infrastructure (servers, storage, networks, and the IT team) supporting the
city domains are not operating in an integrated and coordinated manner. Having these silos of
IT infrastructure often leads to increased cost of operation, underused and overused
hardware, and redundant software. These IT infrastructure issues might be less obvious, but
they are an important aspect of moving the city forward, cutting costs, providing more
openness, and streamlining operations.
A common view across city domains enables city officials to obtain the information they need
to make decisions. As part of aligning the various applications, data sources, and systems,
the city should look at the IT infrastructure identifying relationships across the city and its
domains. This activity will make visible the systems (hardware and software) and their
contribution to the city.
New IT infrastructure dynamics

Cities understand that real-time access to information and analysis is vital to supporting a city
and that an integrated system environment is necessary to supporting this need. This need
for real-time information is often strongest when city officials are managing a crisis. They
need to know what is going on now so that they can take the proper actions. Striving to attain
real-time knowledge puts greater demands on the underlying systems. IBM provides the
hardware and software necessary to make these underlying systems effective at supporting
the needs of a city.
Massive volumes of data

It should be no surprise that, as a city moves into the digital realm and adds more
instrumentation, there will be a lot of data. This massive volume of data is what IBM refers to as
big data. You might find the following common challenges, among others, when handling data:
A need for data from various sources to get an accurate view of an event or potential
situation. City data must be collected, stored, transformed, and analyzed to provide
actionable information.
Data security, including proper governance, such as audit trails and controlled access.
Management of the data life cycle such that data is collected, stored, transformed, and
archived properly.
Providing a federated data environment

Smarter Computing helps you manage data sources with data management solutions. These
data sources can be used to deliver insights through IBM analytics solutions. A Smarter
Computing environment can help you meet application performance needs by efficiently
managing data using IBM and industry standard technology such as data compression,
archiving, and governance techniques. Smarter Computing helps you support diverse
applications across platforms by providing a single trusted data source.
Creating a high performing IT environment

To generate new insights from the exploding volume, velocity, and variety of data, IT
departments need systems that are architected for that task. These workloads can place
tremendous demands on the systems used to process the transactions and complete the
computing tasks.
22
This environment must be able to handle the following tasks:

Design a systems architecture that is flexible, able to handle new and complex workloads,
and responds to changing needs and growth.
Ensure service delivery with 24 x 7 availability.
Provide security against cyber attacks, malware, and other potential security breaches
while still supporting an open environment.
Handle and recover from failures while minimizing the loss of time and data.
Optimized systems
With Smarter Computing, you have the right system environment to support your workloads.
To maximize performance and efficiency, IBM systems can be optimized at every layer of the
technology stack to use unique processor, memory, and storage characteristics. IBM security
technology can secure mission-critical resources, minimize external exposure of critical data,
and provide the optimal level of security for applications. IBM systems have the following key
capabilities:
Reliability, minimizing downtime so that the city and its workers can perform effectively
because of the integration of storage, network, and server resources
Availability, ensuring the operating environment is available whenever it is needed by
providing failover and backup and recovery capabilities
Performance, handling peak workloads and day-to-day activity by using capabilities such
as resource pooling, virtualization, and automatic provisioning of resources to meet
workload needs
Scalability, responding to day-to-day activity and increases in workloads and
accommodating longer term needs for growth in computing power
IBM understands that cities have different functional and operating environment needs,
demanding the IT operating environment serve both current needs and long-term goals.
Smarter Computing provides the hardware, software, and technology to meet these needs
and goals. Each IBM server family (a part of Smarter Computing) is differentiated by its ability
to address different combinations of workloads and operating requirements. Smarter
Computing supports both on-premise and cloud-based options, enabling the city to choose
how to operate, increasing its technology choices and opportunities to provide solutions.
Maximizing the efficiency and value of IT

To achieve Smarter Computing, city IT organizations look to meet changing expectations of
service delivery and accelerate service innovation. To meet these demands, they must
consider a wide array of delivery options, such as cloud computing, managed services, and
outsourcing. Service delivery includes the following current challenges:
Improving quality of services and delivering innovative services to satisfy the needs of
the city
Reducing capital and operational expenses
Meeting increasing usage demands on IT
Ensuring the right levels of security and resiliency across delivery models
Services delivery
Coordinated police or fire emergency response and online drivers license renewal are all
examples of service delivery in a smarter city. Efficiencies come from intelligent use and
sharing of resources across the domains of a city and across the communities around a city.
Just as adjacent fire departments provide each other mutual aid, adjacent cities might want to
share IT services in a similar manner, using their skills and capabilities for mutual benefit.
23
IBM enables the sharing of applications and data by providing a common framework to build
the applications upon using common data models and process definitions. This action is the
first step in achieving smarter service delivery.
Smarter Computing supports this effort by providing a common approach to the IT
infrastructure and by optimizing service delivery with various management models and
support for automated installation of upgrades and fixes. Smarter Computing has the
technology to streamline solution deployment, integrating infrastructure management for
complex environments and simplifying administration across IT. It also provides automated
service monitoring and event management to ensure that issues are resolved quickly.
Cloud computing
Many cities have a strong interest in providing their own IT infrastructure for their smarter city
solutions while needing to improve their efficiency and agility. At the same time, other cities or
cross-municipality organizations lack the IT staff or the interest in managing the IT
environment. A third group is seeking to do a bit of both, blending the service solutions they
operate with those solutions provided by someone else. In all these cases, cloud computing
provides the means for each group to achieve their ambition to become smarter. The IBM
goal is to support these different service delivery models by providing both an on-premises
and cloud delivery of solutions.
A cloud-based solution can support various aspects of a city or multiple cities while ensuring
each instance is secure. A shared IT infrastructure can serve as a starting point for
neighboring cities to collaborate together for mutual benefit:
Increased efficiency by improving resource utilization up to 80 percent
Flexibility and scalability for key services to respond to dynamic needs
High availability and reliability by deploying solutions on IBM optimized systems
Coordinated responses to regional needs ranging from disaster response to economic
development
Reduced operational expenses permitting cities to redirect funding to new initiatives
For more information about Smarter Computing, see the following web address:
http://www.ibm.com/systems/data/flash/smartercomputing
Summary
This guide provided insight into the IBM Smarter Cities vision and explained how information
and technology can help make cities smarter. This guide provided a high-level architecture
and ideas that will help in the transformation of cities. This guide showed how to create an
integrated city environment that supports both the city and city domains. It explained how
data and information found at all levels of the city are critical to understanding and making
good decisions for the city. This guide delved into the issues around data that entail the
sharing of information and ensuring individual and business data is secured. Now is the time
for cities to overcome the challenges of today by applying IBM technology and solutions that
will help build a better tomorrow.
24
The team who wrote this guide

This guide was produced by a team of specialists from around the world working with the
International Technical Support Organization (ITSO).
Michael Kehoe is the Smarter Cities Product Manager for Industry Solution organization in
Software Group. His product management responsibility includes solutions to support a city
(water, energy, transport, public safety, buildings, and city operation center). Since joining IBM
in 1997, he has worked in manufacturing, engineering, IT, emerging business opportunities,
and technical strategy. His areas of expertise include industrial control, business intelligence
system design, business strategy, and technical opportunity realization. Mike has a Bachelor
of Science (BS) degree in Electrical Engineering from Trinity University Dublin and holds a
Master of Business Administration (MBA) degree from the Open University.
Michael Cosgrove is a Business Development Project Manager in the World Wide Business
Intelligence Enablement team based in Dublin, Ireland. Michael joined IBM 12 years ago
through the acquisition of Lotus Software, where he worked in technical engineering and
software release management roles. His areas of expertise include business transformation,
business intelligence system design, and technical opportunity realization. He has a Higher
Diploma in Electronic Engineering and a Bachelor of Business Studies degree.
Steven De Gennaro is the Chief Technology Officer (CTO) for Sensor Solutions in the IBM
Software Group. He is responsible for architecture, industry standards, and technical strategy,
and for enabling strategic partners and supporting key customers. He was previously the
Technical Assistant to the General Manager of the IBM Pervasive Computing Division. He
received his BS degree in Computer Science and Bachelor of Engineering degree in
Electrical Engineering from SUNY Stony Brook. He also received degrees in computer
science and electrical engineering from the Massachusetts Institute of Technology.
Colin Harrison is a Distinguished Engineer on the IBM Enterprise Initiatives team, working
on Smart Cities and Cloud Computing. He was previously Director of Strategic Innovation for
IBM IT services in Europe and Director of Global Services Research in the IBM Research
Division. His career with IBM includes micromagnetics, medical imaging, parallel computing,
mobile networking, intelligent agents, telecommunications services, and knowledge
management. From 1997 to 2001, he was the worldwide leader in developing the application
of research skills to the IBM services businesses. Dr. Harrison is a Fellow of the IET, a senior
member of the IEEE, a member of the IBM Academy of Technology, and an IBM Master
Inventor. He received a BS in Engineering and a Doctor of Philosophy (Ph.D.) degree in
Electrical Engineering from Imperial College, London.
Wim Harthoorn is a Solutions Architect with IBM Tivoli, based in London, England. He is
currently engaged on adapting event and performance management solutions for businesses
such as electrical grids, transport, and retail. He joined IBM as a result of the Micromuse
acquisition in 2006, where he designed service assurance solutions for mobile
telecommunications companies.
John Hogan is a Senior Technical Staff Member of the IBM Software Group and the chief
architect for smarter cities. He was instrumental in developing operation centers, the
Government Industry Framework, and has contributed to various Smarter City solutions.
During his 12-year career at IBM, John has designed and deployed IT systems management
solutions for numerous aerospace, finance, and industrial clients. He has a Master of Science
(MS) degree in Management Information Systems from the University of Arizona.
John Meegan is a senior member of the IBM Software Group Strategy and Technology
group, in the IBM Software Group Standards organization, where he is currently focused on
establishing IBM Smarter City initiative standards. Before his standards work, he spent
25
several years developing the IBM Software Group open source strategy, working with both
customers and industry consultants to communicate and refine the strategy. He also spent
several years in the Software Group Strategy organization, where he contributed to the
formulation of the IBM initial web application server strategy, leading to the eventual launch
the IBM WebSphere product family. He received a Bachelor of Arts (BA) degree in
Computer Science from Columbia University.
Pam Nesbitt is a Senior Technical Staff Member at IBM. She is currently on assignment in
Corporate Technology, where she facilitates assessments for the Technology Team advising
on the technical strategy for IBM hardware, software, and services businesses. Her recent
work has centered around operationalizing the IBM Smarter Cities technical strategy, helping
define sales technical enablement, and alignment of business and technical strategies. Her
previous activities include software development and solutions delivery to clients. She has
presented at numerous international conferences and has published in a number of journals.
She is an IBM Master Inventor and has 108 patents issued and pending with the USPTO. She
holds a BS degree in Neurobiology and Behavior from Cornell University and Master in
Computer and Information Science degree from Cleveland State University.
Christina Peters provides legal and policy counsel on privacy and digital security matters at
IBM. In addition, she is responsible for key elements of the IBM global privacy and data
protection compliance program. At IBM, Christina has handled a wide range of complex
transactional, policy, compliance, and litigation matters in the United States and
internationally. She earned degrees from both Dartmouth College and Harvard Law School.
Thanks to the following people for their contribution to this project:
Anthony L. Carrato
Chief Product Architect, Smarter Cities, Industry Solutions Development
Tim Durniak
CTO for Public Sector, IBM Systems & Technology Group
John B. Gordon
Director of Strategy & Market Management, IBM Smarter Cities
LindaMay Patterson
Information Developer, ITSO Content Creation and Management
Now you can become a published author, too!

Heres an opportunity to spotlight your skills, grow your career, and become a published
authorall at the same time! Join an ITSO residency project and help write a book in your
area of expertise, while honing your experience using leading-edge technologies. Your efforts
will help to increase product acceptance and customer satisfaction, as you expand your
network of technical contacts and relationships. Residencies run from two to six weeks in
length, and you can participate either in person or as a remote resident working from your
home base.
Find out more about the residency program, browse the residency index, and apply online at:
ibm.com/redbooks/residencies.html
26
Stay connected to IBM Redbooks publications

Find us on Facebook:
http://www.facebook.com/IBMRedbooks
Follow us on Twitter:
http://twitter.com/ibmredbooks
Look for us on LinkedIn:
http://www.linkedin.com/groups?home=&gid=2130806
Explore new Redbooks publications, residencies, and workshops with the IBM
Redbooks weekly newsletter:
https://www.redbooks.ibm.com/Redbooks.nsf/subscribe?OpenForm
Stay current on recent Redbooks publications with RSS Feeds:
http://www.redbooks.ibm.com/rss.html
27
28
Notices
This information was developed for products and services offered in the U.S.A.
IBM may not offer the products, services, or features discussed in this document in other countries. Consult
your local IBM representative for information on the products and services currently available in your area. Any
reference to an IBM product, program, or service is not intended to state or imply that only that IBM product,
program, or service may be used. Any functionally equivalent product, program, or service that does not
infringe any IBM intellectual property right may be used instead. However, it is the user's responsibility to
evaluate and verify the operation of any non-IBM product, program, or service.
IBM may have patents or pending patent applications covering subject matter described in this document. The
furnishing of this document does not give you any license to these patents. You can send license inquiries, in
writing, to:
IBM Director of Licensing, IBM Corporation, North Castle Drive, Armonk, NY 10504-1785 U.S.A.
The following paragraph does not apply to the United Kingdom or any other country where such
provisions are inconsistent with local law: INTERNATIONAL BUSINESS MACHINES CORPORATION
PROVIDES THIS PUBLICATION "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR
IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF NON-INFRINGEMENT,
MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Some states do not allow disclaimer of
express or implied warranties in certain transactions, therefore, this statement may not apply to you.
This information could include technical inaccuracies or typographical errors. Changes are periodically made
to the information herein; these changes will be incorporated in new editions of the publication. IBM may make
improvements and/or changes in the product(s) and/or the program(s) described in this publication at any time
without notice.
Any references in this information to non-IBM Web sites are provided for convenience only and do not in any
manner serve as an endorsement of those Web sites. The materials at those Web sites are not part of the
materials for this IBM product and use of those Web sites is at your own risk.
IBM may use or distribute any of the information you supply in any way it believes appropriate without incurring
any obligation to you.
Information concerning non-IBM products was obtained from the suppliers of those products, their published
announcements or other publicly available sources. IBM has not tested those products and cannot confirm the
accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the
capabilities of non-IBM products should be addressed to the suppliers of those products.
This information contains examples of data and reports used in daily business operations. To illustrate them
as completely as possible, the examples include the names of individuals, companies, brands, and products.
All of these names are fictitious and any similarity to the names and addresses used by an actual business
enterprise is entirely coincidental.
COPYRIGHT LICENSE:
This information contains sample application programs in source language, which illustrate programming
techniques on various operating platforms. You may copy, modify, and distribute these sample programs in
any form without payment to IBM, for the purposes of developing, using, marketing or distributing application
programs conforming to the application programming interface for the operating platform for which the sample
programs are written. These examples have not been thoroughly tested under all conditions. IBM, therefore,
cannot guarantee or imply reliability, serviceability, or function of these programs.
Copyright IBM Corp. 2011. All rights reserved.
29
This document, REDP-4733-00, was created or updated on December 6, 2011.
Trademarks
IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of
International Business Machines Corporation in the United States, other countries, or
both. These and other IBM trademarked terms are marked on their first occurrence in
this information with the appropriate symbol ( or ), indicating US registered or
common law trademarks owned by IBM at the time this information was published. Such
trademarks may also be registered or common law trademarks in other countries. A
current list of IBM trademarks is available on the Web at
http://www.ibm.com/legal/copytrade.shtml
Redbooks
The following terms are trademarks of the International Business Machines Corporation in the United States,
other countries, or both:
Global Business Services
IBM
Lotus
Micromuse
Redbooks
Redguide
Redbooks (logo)
Smarter Cities
Smarter Energy
Smarter Planet

Smarter Traffic
Smarter Water
Tivoli
WebSphere
Other company, product, or service names may be trademarks or service marks of others.
30

Smart Cities Ibm

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Smart Cities Ibm

Hochgeladen von

Copyright:

Verfügbare Formate

Front cover

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Introduction to Smarter Cities

Copyright IBM Corp. 2011. All rights reserved.

Business growth and development, building the city economy

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Smarter City domains

Smarter Public Safety

Safer citizens of a smarter planet at http://www.ibm.com/smarterplanet/us/en/public_safety/visions/

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Constructing a smarter planet, one building at a time at

Value of cross-domain integration

Figure 1 Traditional domain culture of a city

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Views into city d ata

Cross Domain Operations Center

Figure 2 Smarter Cities model with the cross-domain operations center

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

this real-time, real-world data contains valuable information

Toll collection only;

Figure 3 Driving decisions from patterns of behavior

The three essential characteristics of a Smarter Planet

New and Optimized

Our world is becoming

Our world is becoming

Figure 4 Becoming smarter

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Rela te d D ata Sourc es

Process /Work flow

Enter pr is e Service B us (ESB )

Unst ruc tured

Loca l Connec tion (Ether ne t, SCA DA, Inter na l Buse s)

Time Dependent Ev ent H andling Middle wa re

Act uators (pumps,

Figure 5 Smarter city component diagram

The following sections explore the layers of the component diagram.

Understanding the instrumented layer

This layer includes the following key capabilities:

Integrate a wide range of sensors and devices

Manage distributed device infrastructure

Understanding the interconnected layer

Domain-specific information models

Understanding the intelligent layer

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

This layer includes the following key capabilities:

Model business processes for optimization

Business process services

Event-driven SOA processes

City leaders manage incidents and view KPIs

The solution provides a city service request

City leaders struggle because there is no

A centralized view of the city provides the basis for

City services and key assets are managed

The solution provides for integrated collaboration

Information is provided only at the detail level,

Summary information (view) with the ability to drill

The city manager lacks end-to-end visibility to

Collecting and analyzing data from various sources

The transportation agency must perform road

Publishing plans and collecting feedback from

Important building blocks of a smarter city

Business process management

Smarter Cities Series: A Foundation for Understanding IBM Smarter Cities

Standards and good governance are driving factors