18042012_93747dei-p-idi-01-tema-3_v1.0

Redaccion, presentacion y comunicacion de propuestas

[3] Disección de una propuesta europea

[3.1.] ¿Cómo estudiar este tema?[3.2.] La memoria técnica descriptiva [3.3.] La portada[3.4.] El Abstract o resumen ejecutivo.[3.5.] (1) Scientific and/or technical quality, relevant to the topics addressed by the

call[3.6.] (2) Implementation[3.7.] (3) Impact[3.8.] (4) Ethical Issues

TEMA 3 – Implementacion de proyectos de Innovacion


Esquema

Disección de una propuesta europea.

TEMA 3 – Implementacion de proyectos de Innovacion


Ideas clave

En este tema vamos a diseccionar una propuesta europea y daremos los consejos básicos para escribir una buena memoria técnica desde el inicio hasta el mínimo detalle que hará que esta sea ganadora.

Para ello, contaremos como base un ejemplo de una propuesta financiada en la comisión europea, estudiaremos cada parte de la misma, cómo se escribió, y qué pasos se deben seguir para realizar una con garantías de éxito.

El tema de la propuesta era la ciudad inteligente. Concretamente versa sobre distritos sostenibles y eficientes

A FONDO: Informe Semanal – Ciudades Inteligentes

TEMA 3 – Diseccion de una propuesta europea


[3.1.] ¿Cómo estudiar este tema?

Este es un tema que nos ayudará a realizar la práctica que iremos ejecutando a medida que pase la asignatura. Básicamente deberéis seguir paso a paso la redacción de la propuesta de ejemplo pasando por las diferentes secciones de la misma y estudiando sus peculiaridades.

Para estudiar este tema es necesario estudiar las ideas claves del tema. Puedes completar más información viendo y leyendo el resto de secciones

[3.2.] La memoria técnica descriptiva

Hemos visto que la memoria técnica es el documento que los evaluadores recibirán para ponerle una nota final que será la que sitúe en el ranking final de propuestas. Es por ese motivo que durante este tema estudiaremos todos los pasos a seguir para conseguir escribir una buena memoria técnica.

[4.1.] La portada

Parece trivial pero es importante elegir un buen nombre, un buen acrónimo, poner el nombre y código de la convocatoria al que aplicamos.



También la portada contiene una lista de participantes en el consorcio:

[4.2.] El Abstract o resumen ejecutivo

Es importante resumir en este inicio de la memoria el contenido resumido de lo que el lector/evaluador va a encontrar en la propuesta.



Primero se pone en contexto socio económico por el que estamos motivados a presentar la propuesta:

In the current global economic and ecological crisis, Europe is involved in a very difficult sustainability situation. The energy dependence of Europe on foreign countries, the rise on prices of oil and gas, the shortage of resources, the uncertainty about the supply and, indeed, the evident impact on climate changes are some of the threats that European Energy sector must face in the short term.In this scenario, European energy consumption can be divided into 4 big sectors, transport (39%), Industry (33%), households (17%) and services sector (10%)*. Besides, after the demographic trend of the last century, the biggest proportion of these sectors is concentrated around urban areas, where the concept of Districts emerged.

Posteriormente se dan las definiciones básicas del proyecto:

A District is defined, for the purposes of this proposal, as the basic unit in which the cities are divided

for the management and local control of services (street lighting, the uptake of the electric car, the built

environment (buildings, campuses, technology parks, public park areas), and the local infrastructure

(elements of the road infrastructure, electric grid, water distribution and sewage, renewable energy

micro generation, gas grid, communication infrastructures...). Depending on the size and typology of the

urban area, the District could also present different administrative entities.

Transport

IndustryResidentialAreas

Services

Figure 1 – Relationship between city and district

There are two current challenges cities of a certain size and their districts are setting themselves to

face regarding energy demand:



1. Cities, and their Districts, have struggled through the 20th Century to cope with increasing

societal and demographical demands. These have resulted in the deployment of

increasingly complex layers of the energy, transport, water and communications grids. In

this context, focusing the efforts of improving the energy efficiency1 and the sustainability2

from a District perspective makes sense. Districts are, beyond the level of buildings, the next

minimum unit relatively easy to identify, classify and help in the management of a city area,

making them ideal candidates for cost and time effective sustainable initiatives.

Retrofitting, in such complex existing context makes sense. The existing built environment

has a life span of around 50 years, and it is imperative to work with this legacy both at the

building level as well as the level of the rest of the urban areas.

2. All the concepts listed in the working definition above are seen today by the population as

Services provided to all the different actors in the city, managed and controlled from

smaller units this proposal addresses as Districts. Districts and cities are evolving their

traditional point of view towards the trend of “Everything as a Service”. Citizenship

demands can be extremely energy hungry.

This is the context where the idea of URB-Grade: Decision Support Tool for Retrofitting a District,

Towards the District as a Service emerges. This idea proposes to use ICT to develop an open platform for

management and collaboration, with the objective of offering a common interaction framework and tool

to the City Hall and its citizens to improve the quality of the current services while the resources used and

generated waste are minimized. This approach is fully aligned with Energy Efficiency Action Plan –EEAP

(EC, 2006). A key aspect of this idea is that it doesn’t depend on having access to the grid to succeed. It

sits on top of it, on the social and networked objects (Internet of Things) layer.

Main objectives of the proposal are the following:

Offer a collaboration framework allowing the different actors within a District (users, services and

administration) to interact, sharing relevant information and resources towards a more

sustainable District.

Offer new municipal services that allow a centralized management of the District and all of its

segments, focusing on this proposal on urban lighting infrastructure and demand management for

public and private stakeholders.

Cope with the rising demand of services and infrastructures from the citizens of growing urban

areas.

Guarantee the provision of a number of minimum services under certain quality and terms.

Upgrade the current urban infrastructures with new technologies that allow the rapid integration

with the existing utilities.

1 RoadMap EEB PPP – ICT Proposers Day Budapest 2011, Colette Maloney2 ICT for Sustainable Growth


http://cordis.europa.eu/fp7/ict/sustainable-growth/


Increase the capacities of automatisation, sensitisation and interoperability in the District in order

to improve the urban management and minimize the reaction time.

Offer the means to the citizens, companies and public administrations to create services using the

platform and on top of the grid that enhance the sustainability of the Districts.

Foster the communication between the different actors within a district, looking for a higher

awareness of the citizens and asking for their participation in the common goal of reducing the

energy consumption. The use of the social networks is envisaged for this point.

The deep knowledge of each application and service, the comprehensive and transparent management

of the information and related infrastructure, along with exhaustive sensing capabilities are the base for

the URB-Grade proposal and the most attractive point for the City Halls participating. In this project, the

citizen plays a significant role through the use of the URB-Grade Platform and a Thematic Social Network

(TSN) associated to it. This bi-directional communication channel will allow for the personalization of the

services, as well as the prediction of individual or group activities with the aim of enhancing energy

saving and the citizen’s awareness.

The objectives will be monitored through quantitative measurements (e.g. consumption registers) as well

as qualitative ones (e.g. user preferences, individual and collective objectives, behaviour analysis,

interaction inside the TSN). Both are necessary to provide a balanced picture of the success or failure of

the tool.

URB-Grade will tackle the problem of the management of heterogeneous services using a new model of

information representation: The Internet of Things (IoT). The IoT is an innovative paradigm to represent

information resources, where every object or entity is represented in a virtual, accessible way with

univocal identification. This approach allows a much more efficient interpretation of the information of

each service, since it copes with its heterogeneous origin. The IoT will be the backbone for the

construction of the management platform proposed by URB-Grade.

The project will be validated in the frame of two cities, one small (Eibar, north of Spain, 25,000

Inhabitants) representing the challenges associated to the Brownfield paradigm, the other, medium size

(Kalundborg, north-western tip of Zealand in Denmark, 50,000 inhabitants), representing the challenges

of dense energy-intensive industry alongside a local community. The proposed platform will be used to

support the further definition and profiling of the areas chosen for improvements (Urban Lighting in

Eibar, demand management for public and private stakeholders in Kalundborg) monitor changes before

and after the testing and validation phase, and finally to allow new services to emerge, since the solution

is offered in an open source manner.



[4.3.] (1) Scientific and/or technical quality, relevant to the topics addressed by the call

Primero se empieza con lo que nos ha motivado a escribir este proyecto:

Background and Motivation

In the current global economic and ecological crisis, Europe has to undergo a far-reaching revolution. From an economic perspective, Europe has a strong dependence on energy and resource imports from foreign countries. The rise in gas and oil prices and shortages of resources are evidence of an unsustainable dependence. From an ecological perspective, climate change is a global threat and Europe has set ambitious targets for carbon emission reductions as well as re-use and recycling of resources.One of the pivotal stakeholders in this revolution are cities; most of Europe’s population lives in cities (50%) with most of our resources being consumed in cities (75%) and most of the carbon emissions are being generated in cities (80%).Every city in Europe needs to develop a sustainability plan with medium to long term activities to meet the 2020 and 2050 targets that Europe has set; goals of reducing energy consumption and carbon emissions by 20% by 2020 and 80-95% by 2050 of 1990 emission levels.Cities are however not homogeneous urban areas. They are complex systems of systems with diverse neighbourhoods built up and evolving over many decades and centuries. However on a more granular level – the district level – similar energy consumption and emission characteristics emerge when comparing districts from different cities:

Building quality based on construction of districts during certain periods, e.g. the 1960’s.

Societal challenges of unemployment, fuel poverty, crime, etc. The legacy issue: layers of technologies designed and deployed in different

decades, supporting energy distribution.

Therefore, any initiative to improve the energy efficiency in urban areas should take into consideration that 20%3 of the European Energy consumptions could only be reduced if the proposed solution is applicable to retrofit existing Districts or Neighbourhoods.Within current economic climate, there is now a big social need and economic opportunity to bring innovative ICT solutions to cities and districts, caused by the

3 http://ec.europa.eu/clima/policies/package/index_en.htm



pressure and socio-economic argument to reduce and manage their energy consumption in real time in a number of directions (e.g. smart metering, smart grid, smart lighting, electric cars and their charging stations). But the fact is that there are no clear rules on how to undertake these upgrades: which one or which combination of retrofitting actions would bring the biggest profit to citizens and city authorities?Aiming to define better cities using ICT technologies implies defining and understanding their districts and their interrelations in key application areas to maintain and improve quality of life and develop thriving social, economic and energetic sustainable environments.The manner of how ICT can help the district to be completely interconnected within itself and within the wider city scope is having a bird view of whatever is happening in a certain area of the city in every moment and in a uniform and coherent way.

Se explica la metodología que emplearemos para el proyecto:

Towards District as a Service

The concept of District as a Service (DaaS) seen as key to URB-Grade platform implementation. The strategy of achieving Energy Efficient District as a Service is illustrated in Figure 1.The proposed view is composed of four stages intended to: (1) understand district structure and peculiarities through district profiling; (2) quantify the district by measuring district KPIs; (3) implement solutions for district retrofitting (District

TEMA 3 – Diseccion de una propuesta europeaFigure 1. Strategy towards EE DaaS


Growth in Figure 1) and (4) validate successfulness of the retrofitting activity through assessment of updated district profile and KPIs defined for selected retrofitting strategy. At the end of validation stage a clear functional business model is available for DaaS exploitation.Methodology for implementation of the above described strategy within the scope of URB-Grade project is shown in Figure 2. The four steps called District Profiling, Quantification, District Growth and District Validation will contain a number of activities, targeting a particular outcome, used as basis for the following stage on the one hand and implementing relevant platform components on the other hand.

Figure 2. EE DaaS Methodology

También, daremos los “outcomes” o salidas del proyecto:

District EE Strategic Director Plan is based on detailed analysis of district demographics, climate, technologies and a number of other aspects and provides a holistic view of the districts giving insights for potential retrofitting strategies.

District EE Implementation Plan enriches the district profile with quantifiable parameters and KPIs identified and measured during the quantification phase. The Implementation Plan allows identifying strategy for district upgrade towards better sustainability.

District EE District as a Service is a result of intensive servitization activity underlying the district growth phase. The phase itself is composed of activities aiming to meet KPIs targets with help of platform tools using state-of-the-art technologies.



District EE DaaS Business Model will identify stakeholders and provide guidelines for application of URB-Grade decision support platform for continuous district improvement. The retrofitting process has iterative nature due to constraints associated with administrative, economic and technological factors.

Se expone el concepto y objetivos del proyecto de una manera medible:

Objective 1: To develop energy profiling methodology for the districts. The methodology should allow identifying energy consumers and producers having in mind their effect on the district. The profiling should allow assessing and modelling of different district components (e.g. residential, public, sport, office, and industrial facilities).

Objective 2: To develop framework that will allow assessing district’s energy performance. The framework will rely on energy capillarity meters,



which will acquire data from energy consumption end-points and the energy dashboard tool constructing the profile of district energy consumption, composed of holistic report and aspect-specific reports reflecting contribution of different components of district infrastructure to the overall energy consumption pattern.

Objective 3: To perform servitization of the district to take advantage of benefits associated with SoA such as interoperability, scalability, and reuse. The objective will be achieved in two phases. Service definition phase will research, identify and structure all functions and actions of/within the district to be encapsulated into services. The next phase will result in migration to SoA through intensive development/implementation of services defined.

Objective 4: To implement orchestration of district services creating the District as a Service concept, where various aspects of district life will be accessed as services.

Objective 5: To implement the integration backbone. The backbone mission is to bring together district services and energy quantification framework. It will make use of state-of-the-art communication technologies and standards to ensure interoperability and scalability of the solution.

Objective 6: To develop the decision support platform (URB-Grade platform) that will provide users with insights for retrofitting strategies and means for district energy performance optimization. The platform will rely on integration backbone and incorporate a number of tools to analyse opportunities, select optimization strategies and implement solutions towards energy efficient district.

Objective 7: To design and prove the business model supporting the developed framework. In order to achieve the objective model will have to reflect potential stakeholders and patterns of their collaboration and be complemented with guidelines for its application.

Muy importante poner la relevancia del proyecto respecto a la convocatoria:



Relevance to the topics addressed by the call

In terms of a specific challenge of the 2011 work programme URB-Grade targets directly the Objective EeB-ICT-2011.6.5. URB-Grade covers most of the aspects mentioned in this objective. The Table 1 describes URB-Grade’s focal contributions to the target outcomes of this call.

Table 1. - Relevance to the topics addressed by the call.

EeB-ICT-2011.6.5 ICT for energy-positive neighbourhoods

URB-GRADE relevance and contribution

To developa) Management and control systemb) Decision support tool

to address dynamics of energy supply and demand in neighbourhoods and extended urban/rural communities.

The URB-GRADE aims to provide user with a decision support platform which will be composed of a set of tools, designed to measure, analyse, design and implement solutions for district retrofitting. The use of platform will consist of a number of phases, where the first phase will be designed to analyse current state of the district and provide authorities with a number of actions to be taken for better district energy performance. The key step to be done within the project is implementation of district as a service concept. This will provide possibility to manage and control district energy performance with respect to dynamically changing requirements for energy supply and demand.URB-GRADE sees evaluation of district momentum as persistent activity which allows following changes in energy consumption patterns caused by internal district processes as well as actions targeting optimization of energy consumption.

Optimise use of energy beyond the buildings (i.e. street lightning, urban heat production, electrical vehicles)

The URB-GRADE project addresses the energy optimization problem at scale of districts, which are seen as whole infrastructure, including buildings, transportation, lightening and district’s role



in town’s life. Integration of renewable energy sources and connection to electricity distribution grid in order to take advantage of variable tariffs.

URB-GRADE will provide public authorities with a set of strategies for district retrofitting, and support activities for deployment of selected strategy, or the district growth activities. The set of activities performed at the growth phase will vary for different use cases depending on the priorities set by district authorities. The use-case scenarios envisions following set of activities:

Use Energy dashboard to increase precision of energy consumption forecast;

Integrate street lights powered by solar energy.

Facilitate data gathering and provide means of platform integration with Smart grid.

Project shall consider appropriate business models, how to split incentives and engage end users and public authorities to system deployment.

A business model will be designed considering potential stakeholders and patterns of their collaboration .The developed model will be proved during validation phase of the URB-GRADE project. A number of business cases will be studied and the exploitation plan developed, providing guidelines for model application.

Substantial validation phase to record benefits and total cost of operation and potential for scaling up solutions.

The URB-GRADE projects comprises significant validation phase with total of over 17 month dedicated to numerous validation activities. Validation will include both technical and business aspects of the solution delivered. The platform will be validated in scope of use cases and then benchmarked against similar significant initiatives from Japan, China and Brazil.

“Progress beyond the state of the art”

En este punto es importante que el evaluador, sepa que sabemos del tema y que sabemos lo que existe en este



momento en el mercado, cual es el estado del arte de la tecnología y como vamos a hacer para llegar a ella

Progress beyond the state-of-the-art

State of art of district services

Smart Grids

One of district services considered in this project is the electric supply in context of Smart Grids, which characterized by progressive penetration of new technologies, specifically: (1) Points of recharging for electric vehicles, (2) Low power electric energy production installations, (3) Electric energy storage systems and (4) ICT (information and communication technologies).Regarding to the efficient and smart management of the elements connected to Smart Grid in buildings (electrical appliances, lighting or any device that consume or generate electrical energy), today is not habitual to find at home devices to inform final users about their consumption level, and their performance with respect to other similar consumers, or provide advices on the reduction of energy consumption. The main reason for lack of this information is need for investment in actuators and devices to capture information. The URB-Grade platform will provide a communication backbone, which will rely on state-of-the-art communication standards (IPv6) to address the diversity of equipment, increase interoperability and facilitate data analysis by means of the energy dashboard tool. The decision support platform will help to analyse and forecast power consumption and facilitate grid management. In later iterations of district retrofitting a consumer-adapted version of energy dashboard may make its way to residents to create energy awareness and increase energy savings.

Electric demand forecasting

In the 60’s prevailed a scenario of total stability in the electricity sector led among other factors, by levered fuel prices and a predictable demographic trend. In this situation a simple extrapolation was enough to determine future demand. The 1973 oil crisis and the subsequent global economic recession ended the previous calm and gave way to a situation of price volatility and elasticity of the demand that



fosters the development of more sophisticated techniques for predicting consumption. The publication of “Time Series Analysis: Forecasting and Control” in 1976 by G.E.P. Box y G.M. Jenkins becoming the origin of the Box-Jenkins methodology widely used today in time series analysis. In the 90’s began the deregulation process of the electric sector causing energy prediction taking a key role in a market dominated by supply and demand law [Henley 1997], [Considine 2002], [Da-peng 2008].There are several forecasting horizons [Mahmoud 2009] with their respective characteristics according to the required use of the information obtained from purchasing in the daily electricity market to plan investments in infrastructure. Being aware of it constitutes the essential step of any model as different techniques achieve a higher degree of accuracy depending on the period you want to predict.

Very short-term (a few hours): The most influential factors are hourly temperature, humidity, precipitation, etc.

Short-term (up to 1 week): Besides the previous ones also strongly influences the difference between working and nonworking days.

Medium-term (1 month to 1 year): In addition to the factors derived from the calendar also influences the socio-economic, demographic and the technological ones.

Long-term (1 to 10 years): It is important to take into account the factors mentioned in the medium-term as well as forecasts of electricity prices and GDP growth.

Different forecasting models [Moral 2003] can be classified in two types according to the objective:

Total energy consumption models: For medium to long-term horizons. Differentiation is usually made between different consumption profiles (e.g. using clustering techniques).

Peak load models: They can be focused as a base load and other variables depending on weather. It is also possible to study time series by ARIMA models.

The following briefly describes the currently most commonly used forecasting methods. These quantitative methods are based on the use of historical information to infer future data.Linear regression is a mathematical method that relates a dependent variable y(t) (in this case electricity demand) with several independent variables x i(t) (e.g. temperature and a random term ɛ(t).



Where a0, a1, …, an are the regression coefficients that can be calculated using different methods.ARIMA models are based on application of Box-Jenkins methodology to temporary series with large number of observations. It is based on the fact that the series to predict is generated by a stochastic process whose nature can be modeled. It is the most used technique for short-term predictions.Decomposition models: The classical method (Holt-Winters) decomposes the series into the following components: trend (long term) cyclical factor (associated with business cycles), seasonality (daily, weekly, yearly, etc.) And noise (of random nature).Models based on neural networks are able to model automatically non-linear relations between variables. They are very complex models inspired by the interconnection of neurons in the nervous system working together to get an output. Among its advantages we can find the ability to learn, self-organization, high fault tolerance and flexibility to input noise and the ability of real time implementation due to its parallel structure. There are numerous models referred to in the abundant literature. One of the most widely used method for forecasting electricity demand are the unsupervised self-organizing maps (SOM) known as Kohonen maps.Econometrics models are based on equations that relate demand to other external factors studying the relations that they had in the past. The main variables used are the energy consumed, the number of consumers, their incomes and the price of electricity. Weather factors may also be considered. It is usually implemented using a linear regression structure.They have the advantage of measuring the trend and the uncertainty of the models which can be re-estimated.Models based on expert systems are called this way for emulating the reasoning of an expert in a concrete field. This is a set of programs that, given a knowledge base, gather information of a specific area mimicking a human knowledge to solve problems. Inference rules are applied to a group of events in order to get new conclusions. One of the most widely used models is the one proposed in the Ishikawa diagram.There are also so-called hybrid models that combine two or more of the models described above. They have the advantage of, on the base of prediction of a certain model, compensate its weak points with the advantages contributed by another method of prediction in order to obtain a major final accuracy.



FE will focus on medium and short term energy demand prediction. This type of prediction is fundamental for intelligent electric networks (specially the very short term prediction). Having a good short term prediction will allow the system to plan efficiently the different electric flows in the network capacity optimizing its use and therefore reducing de costs of the overall system.FE will apply the different methods mentioned previously to implement the prediction algorithm and will develop a complete benchmark of positive and negative facts of each methodology.To fulfill this task the URB-Grade platform ensures the needed infrastructure to obtain the big amount of historical information and the behavior profiles of the target consumers. Therefore it is fundamental to achieve the goals of this task.

Otra parte fundamental es el cómo vamos a realizar el proyecto, y que plan asociado tenemos al mismo.

La planificación: El cronograma de proyecto (Diagrama de Gantt)

El diagrama de Gantt es una herramienta de planificación de tareas necesarias para la realización de un proyecto. Desarrollado y popularizado alrededor de 1910 por Henry L. Gantt, esta herramienta es utilizada para modelar y representar fácilmente la planificación de las tareas de un proyecto de innovación. El diagrama de Gantt es muy utilizado por los jefes de proyecto, lo que sea su sector de actividad.

Ventajas del Diagrama de Gantt

El diagrama de Gantt permite:

· Hacer visible el progreso de las tareas de un proyecto de manera simple y concisa,

· Planificar sus necesidades en recursos humanos y materiales,



· Ayudar en la construcción del presupuesto del proyecto,

· Seguir los costes de proyecto: consumo de recursos humanos J/h, equipo …

· Comunicar simplemente sobre el adelanto del proyecto

S/T methodology and associated work plan

Project planningThe Gantt diagram on the following page (Figure 3) shows the time plan of the project per activities and work packages, followed by the tables describing deliverables and work packages in details.

Figure 3. URB-Grade project time plan.

En esta sección también se incluye unas tablas resumen de paquetes de trabajo, entregables e hitos:



Work package listWork package no.

Work package title

Type of activity4

Lead partic. no.

Lead partic. short name

Person-months

Start month

End month

WP1 Management MGT 1 TGS 19 1 36

WP2 District Profiling RTD 4 TUT 72 1 10

WP3District Quantification

RTD 5 AI 110 8 24

WP4 District Growth RTD 2 SEA 68 14 30

WP5District Validation

RTD 3 TEK 101 18 34

WP6Exploitation and Dissemination

OTHER 1 TGS 59 1 36

Deliverables list

Del. no. Deliverable nameWP no.

Nature5

Dissemination level6

Delivery date(proj. month)

D1.1 Semestral Project Management Reports (comprise 5 issues during the whole duration of the project)

WP1 R CO M7, M13, M19, M25, M31

D1.2 Annual Project Management Reports (comprise 3 issues during the whole duration of the project)

WP1 R CO M12, M24, M36

D1.3 Annual Cost statement Reports (comprise 3 issues during the whole duration of the project)

WP1 R CO M12, M24, M36

4 RTD = Research and technological development (including any activities to prepare for the dissemination and/or exploitation of project results, and coordination activities); DEM = Demonstration; MGT = Management of the consortium; OTHER = Other specific activities5 R = Report, P = Prototype, D = Demonstrator, O = Other6 PU = Public, PP = Restricted to other programme participants (including the Commission Services),RE = Restricted to a group specified by the consortium (including the Commission Services), CO = Confidential, only for members of the consortium (including the Commission Services).




NatureDissemination level


D1.4 Final Project Report WP1 R RE M36D2.1 Guidelines for creation of district

profile and definition of KPIsWP2 R PU M7

D2.2 Guide for business and implementation plan definition towards energy-efficient district

WP2 R PU M11

D2.3.a District Profiling Framework WP2 R RE M11D2.3.b District Profiling Framework WP2 P RE M11D3.1 Guidelines for district momentum

assessment WP3 R PU M12

D3.2 Guide for energy-efficient district implementation plan: DaaS plan.

WP3 R PU M25

D3.3.a Energy quantification framework WP3 R RE M25D3.3.b Energy quantification framework WP3 P RE M25D3.4.a Implementation planning tool WP3 R RE M25D3.4.b Implementation planning tool WP3 P RE M25D4.1 Benchmarking of different

algorithms for prediction of consumption.

WP4 R RE M24

D4.2 URB-Grade methods for predicting consumption

WP4 R PU M28

D4.3.a Consumption prediction module. WP4 R RE M20D4.3.b Consumption prediction module. WP4 P RE M20D4.4.a URB-Grade decision support

platform.WP4 R CO M31

D4.4.b URB-Grade decision support platform.

WP4 P CO M31

D5.1 Operating system validation and Benchmarking report

WP5 R RE M35

D5.2 Business model validity report WP5 R RE M36D6.1 Project charter WP6 R RE M2D6.2 Dissemination strategy plan. WP6 R RE M3D6.3 Business Case Studies report. WP6 R RE M15




NatureDissemination level


D6.4 Multimedia and paper documentation after each of WP2-WP5 is over.

WP6 R PU M11, M25, M31, M36

Milestones listMilestone no.

Milestone name WPs involvedExpected date

Means of verification

M2.1Strategy for District Profiling Described.

WP2 M2All the deliverables due by the time are provided

M2.2Strategic Directors Plan Defined.

WP2 M7All the deliverables due by the time are provided

M3.1List of Requirements for District Quantification Developed.

WP2,WP3 M9All the deliverables due by the time are provided

M3.2District Momentum Assessment Guidelines

WP2, WP3 M12D3.1 Guidelines for district momentum assessment.

M4.1 DaaS Framework defined. WP3, WP4 M15All the deliverables due by the time are provided

M4.2Measurement systems deployed in towns.

WP3, WP4 M17All the deliverables due by the time are provided

M5.1District Fine Tuning Plan Defined

WP3, WP4, WP5

M19All the deliverables due by the time are provided

M5.2DaaS Business Model Proved

WP3, WP4, WP5

M36D5.2 Business model validity report.

Como ejemplo la descripción de un paquete de trabajo:



Work package no. 2 Starting date or event

M1

Work package title District ProfilingActivity type RTDPartic. No. 1 2 3 4 5 6 7 8Partic. Short name TGS TEK TUT AI EIB THT SEA FEPerson-months per partic. 20 7 21 12 4 8 0 0

ObjectivesThe objective of this work package is to provide guidelines for the end-user how to define, select and integrate energy-related information about district performance. In order to achieve this objective the work package executed in four tasks defining district profiling that focuses on four main categories – energy, infrastructure, producer and consumer (Task 2.1). It defines different KPIs (Task 2.3), which in turn helps to form strategic director plan guiding end user towards implementation of energy-efficient district (Task 2.4). All these knowledge will be incorporated into the District Profiling tool developed within Task 2.2 of the work package.



Description of work (possibly broken down into tasks) and role of partners

Task 2.1 District Profiling Definition.When assessing a district from energy point of view, different facets have to be considered. First of all, categorization of the consumers – there can be different type of district components: residential buildings, offices, public and outdoor infrastructures, industrial buildings, etc. Each of these may require own approach to define KPIs, analyse consumption peaks and develop possible control strategies. The energy itself can lead to different forms of its consumption – e.g. work, heat and light. This task outlines energy, infrastructure, consumer and producer profiles to form a holistic view on the district, which is called district profile.Task 2.2 District Profile FrameworkThe task will begin with the beginning of the work package and will last till its end. The objective of the task is to develop the framework for district profiling that will be later on integrated into the URB-Grade platform. The tool will follow the guidelines defined in other tasks facilitate the process of profiling within iterative phases of district retrofitting process.Task 2.3 KPIs DefinitionOnce different components of district profile are identified, Task 2.2 outlines guidelines to form district KPIs. The KPIs may capture potential interdependencies between form of energy and its consumption. Different parameters may and should be considered including for example density of population, citizen comfort, type of district components. The results of work package should also show user how to form new KPIs. The task provides a review of possible supporting technologies. Complex Event Processing (CEP) is seen at the moment as one of the potential technological solution for KPI definition and integration.Task 2.4. EE District Strategic Director PlanAs before this task starts, it is defined how to create a district profile (Task 2.1) and what it is possible to measure (Task 2.2), Task 2.3 provides the guidelines for implementation plan selection. The results of the task should allow stakeholders to select what implementation plan and business model to apply. Proposed guidelines should answer what costs one plan would inquire comparing to another.

Deliverables (brief description) and month of delivery

D2.1. Guidelines for creation of district profile and definition of KPIs [REPORT] M7D2.2. Guide for business and implementation plan definition towards energy-efficient district [REPORT] M11D2.3.a,b District Profiling Framework [REPORT] + [SOFTWARE PROTOTYPE] M11



Milestones (brief description) and expected date

M2.1 Strategy for District Profiling Described. M2M2.2 Strategic Directors Plan Defined. M7

El diagrama de Pert se muestra en la propuesta para relacionar actividades y tareas.

El método de PERT del inglés “Program Evaluation and Review Technique” es una herramienta de gestión de proyecto que permite administrar la planificación de un proyecto. Este método permite modelizar las tareas y los lazos entre éstas de un proyecto en forma de red llamada Red PERT o Diagrama PERT.

La Red PERT permite identificar el camino crítico de un proyecto y concentrar los esfuerzos en las tareas componiéndolo. El camino crítico siendo el encadenamiento de tareas cuya duración total es la más larga del proyecto.

Inventado a finales de los años 1950 por la marina americana para coordinar los trabajos del proyecto POLARIS (realización de misiles a ojivas nucleares), este método permitió coordinar varios millares de subcontratistas, reduciendo costes y los plazos.

Project flow

The work packages of the project are organized in such a way that there are two directions of interdependence (Figure 4):

Vertical. Management activities taking place within WP1 aim to ensure proper evolution of WP2-WP5 dedicated to development, deployment and



validation. Then outcomes of the WP2-WP5 are fed to WP6, where they are used to accomplish exploitation and dissemination tasks.

Horizontal. The horizontal interdependence reflects the flow of WP2-WP5, where actual development and implementation takes part. It shows how the outcomes of one work package are used in the consequent ones.

Figure 4. Work package interdependance.

The diagram in the Figure 5 aims to demonstrate how particular tasks of WP2-WP5 contribute to each milestone identified for the project.

Figure 5. URB-Grade PERT diagram.

Finally the timeline for milestone achievement is depicted on Figure 6. The project structure includes intensive development and deployment phase (7 milestones within period of 17 month) and then reserves big amount of time for the validation phase (18 month between M5.1 and M5.2).



Figure 6. URB-Grade

Riesgos del proyecto, es importante preveer que pasará cuando haya problemas. Una evaluación completa y el análisis de riesgos potenciales, es importante para preparar y realizar las acciones correctoras necesarias si las requiere.

Risk Contingency StrategyState of the art environment loses relevance

Coordination Board continuously observes the technical progress of competing technologies addressing the same problems. Guidance by neutral outside experts. AB changes the work plan, if necessary.

Project objectives loses relevance

Coordination Board periodically reviews the progress in the field of Interconnected object technologies and changes the work plan, if necessary.

Lack of consensus between Consortium and EU commission with respect to changes to the Implementation plan

Coordination Board continuously observes the communication with the EU commission and tries to achieve a balance of interest between the consortium and EU commission



Management/organisational overhead higher than anticipated due to unforeseen events

Project board organization and checkpoints will monitor in order to detect problems early and take corrective action.

Partner leaves consortium Consortium is of sufficient strength and diversity for partners to replace if required.

Unacceptable performance by individual partners

Based on the Bi-monthly Reports and the deliverables the performance of each partner will be monitored and if necessary corrective actions will be taken.

Staffing and recruitment problems

URB-Grade has a split partner concept which can be seen as risk balancing to avoid critical dependencies. Every partner is responsible for their staffing and recruiting.

Key staff illness during critical project phase

Critical parts of project will be carried out by more than one partner

Deadlines are not met by consortium

Project checkpoints will monitor, detect problems early and take corrective action.

Time for development is underestimated

Project checkpoints will monitor, detect problems early and take corrective action.Case studies can be re-scheduled and re-scoped to mitigate against the delayed delivery of software.

Negative domino-effects due to interdependence of output


Budget or Person Month for additional key skills needed

A budget shift between the affected partners takes place.

Integration of individual WP results to form a coherent whole not achieved


Revision of work plan puts stability of project to a risk

Project board organization and checkpoints will monitor, detect problems early and take corrective action

Use cases not representative Close co-operation with industrial partners, case studies can be re-scheduled and re-scoped to mitigate against the delayed delivery of software.

Potential users/customers fail to understand the project benefits

Significant effort will be invested to set up or define a market driven exploitation and deployment strategy. These activities will be informed by ongoing market and technology watch initiatives.

Conceptual failure of architecture

The software engineering process is an integral part of the development, architecture will be chosen in a way so that we can react to changes; several fallback variants of the architecture will be taken in account

Software components fail or have limited functionality

The architecture provides a balanced design between existing tools and components to be developed, functionalities will be ranked by priority

Development based on a new and unproved technology fails

Architecture is sufficiently flexible to react to change, particularly with respect to hardware and software changes of the platform.

Decision of standards with no promising future

Acceptance by the Industry will be closely monitored, close co-operation with industrial partners, a person responsible for managing and watching standards will be nominated

Technology changes require significant redesign

Architecture is sufficiently flexible to react to change, particularly with respect to hardware and software changes of the platform.

Tools cannot be used or integrated

Interoperability and architecture work package will be set up with specific responsibility in this area.

Difficulties to accommodate a new partner joining consortium

Consortium partners demonstrate sufficient flexibility to accommodate new partners, Project Management Office ready for additional organisational overhead



[4.4.] (2) Implementation

Esta sección incluye los organismos de gestión del proyecto europeo, la descripción de los participantes en el consorcio, y el role que toma cada uno.

La gestión de un proyecto de innovación requiere una organización del proyecto muy eficiente y bien estructurado. De particular importancia son la distribución de responsabilidades y el flujo de información, tanto para el control y presentación de informes como para una correcta gestión del consorcio y su relación con la EC. Una gestión de conflictos clara es necesaria para garantizar la resolución de conflictos rápida y aceptable, al tiempo que reduce los riesgos de una posible escalada de conflictos.

Ejemplo de los organismos de gestión de un proyecto europeo:



Los organismos típicos de gestión de proyectos europeos para una buena gestión comprenden los siguientes elementos:

Asamblea General:

La asamblea general es el mayor órgano de gestión de los proyectos de innovación europeos. Todos los socios están representados en ella. Siguiendo las recomendaciones sobre el órgano gestor ejecutivo (EPM) y el comité de coordinación (IPCC), la asamblea general toma las decisiones finales sobre las políticas del consorcio, sobre modificaciones o extensiones del Consortium Agreement, o sobre los objetivos del proyecto. El IPCC y la EPM mantendrán informada a la asamblea general sobre sus progresos o logros.

External Advisory Committee (EAC)

El Comité de asesoramiento externo, asesora sobre la dirección científica de los proyectos desde una óptica externa. Revisa anualmente el progreso del proyecto a nivel académico, tecnológico, tendencias del mercado, nuevos desarrollos sociales, que el proyecto debe tener en cuenta. También asesora en cómo encajar el proyecto en nuevas ideas de negocio y de posible explotación de los resultados del mismo. Suele estar representado por altos ejecutivos de la industria, profesores senior de las universidades, etc.

IPR Audit Committee (IAC)

El comité sobre derechos intelectuales (Intelectual Property Rights) es un grupo reducido de expertos que asesoran toda la información relevante a los derechos de autor que surjan del proyecto.



Business Advisory Committee (BAC)

El comité de negocios debe estar compuesto por altos ejecutivos de negocios, seleccionados por los socios del consorcio. Normalmente 3 expertos vendrán de grandes compañías y uno por parte de las PYMES. Su misión es desarrollar propuestas concretas sobre los nuevos negocios que se pueden realizar con lo investigado en el proyecto.

IP Coordination Committe (IPCC)

El comité de coordinación del IP (Integrated Project) –que es una tipología de proyectos grandes dentro de la EC- es el responsable de la coordinación de la gestión técnica global y de la coordinación de los diferentes paquetes de trabajo. (WP). Las tareas propias del mismo incluyen, reportes periódicos, redistribución de los recursos si es necesario y la gestión del primer nivel de resolución de conflictos.

El IPCC se reúne mensualmente para tratar los temas necesarios y se conforma por el coordinador del proyecto y los líderes de los paquetes de trabajo.

En esta sección, a parte de hablar de los organismos de gestión del proyecto, se describe individualemente a los participantes y se especifica que rol tomará cada uno en el proyecto y haciendo qué cosa relacionada por paquetes de trabajo.



Consortium overview and role of the participantsA compact consortium is built in this proposal with a well-balanced distribution among the industrial, both large enterprises (Telvent, SEAS-NVE) and SMEs (THTControl, FenieEnergia), as well as enough research centres (TUT, TEKNIKER, AI), and also a substantial validation phase within 3 different cities (Eibar, Kalundborg, Barcelona) involved in the project.



Partner Country

Role WP involved

TELVENT Global Services

ES Project Coordinator and leader of technical developments in the project concerning the Decision Support tool platform of Cloud of Things.

WP1, WP2, WP3, WP6

Fundación Tekniker

ES TEK will validate and improve the previous work done by the other partners which is based on theoretical procedures, to get a physical implementation of the final Decision-Support Platform. The used protocols reliability and performance will be tested, as well as assuring the correct operation of the measured data in real time. Besides, the final framework will be proved to demonstrate its functionality as a business model in the competitive market, in terms of real profit for Platform supplier companies, city operators and citizens.

WP5

Tampere University of Technology

FI Expertise in developing IP-based (in particular IPv6) information infrastructure for smart metering and decision making. TUT will be intensively involved in district profiling and quantification R&D activities to address heterogeneous nature of district infrastructure and facilitate solution integration with District as a Service.

WP2,WP3,WP4

Alexandra Institute

DK The AI focuses on pervasive computing from a research based user driven approach. Our focus is on applied ICT, in particular we will use our expertise in Smart City development from a strategic and applied perspective, taking

WP3,WP5



experiences from the FP7 SmartSantander and FI-PPPOUTSMART projects. We work with sensor technologies, perform user studies and develop products from ideation to evaluation. Examples include intelligent utilities on water and energy, intelligent transport systems, installations for the experience economy, etc.

Town of Eibar ES The town of Eibar will allow the deployment of the street lightening systems and to test over their streets the URB-Grade platform.

WP5

THT Control Oy FI THT Control has reach experience in development of high quality automation and monitoring applications and devices for the industrial and utility sectors. In the project THT Control will provide its expertise for design of district profiling and quantification tools and will take active part in elaboration of URB-Grade business model.

WP2,WP3

Seas-Nve DK SEAS-NVE is the second largest DNO in Denmark and one of the framest and most innovative companies in the area of SmartGrid.The company has high-level competences in SmartGrid and corporates with the the state the municipalities, research institutes and well reputable private institutions in order to bring new gridfriendly and energy optimised technology forward. The city of Kalundborg will be the target for deployment of the systems.

WP4,WP5

Fenie Energia ES Fenie Energía is a Spanish WP3, WP4,



electricity retail company with 1800 electricians as shareholders. The company will convert their shareholders in energy advisers, so they will multiplicate the project advantages. The company has high-level competences in energy consumption predictions because it has to buy energy to its clients. Fenie Energía also can easily coordinate the Barcelona implementation with more than 80 electricians in the city.

WP5



[4.5.] Sección de Impacto

Esta sección es de vital importancia en un proyecto, no dará una visión clara de cómo se cumplirán los objetivos, y que explotación de los resultado preveemos:



Impact

Expected impacts listed in the work programme

The proposed platform will have a direct impact on: Innovation in energy efficiency specialized companies: The cloud

of things database will provide new elements that will boost more efficient green technologies and their integration in the grid network. The proposed business model will introduce economical sustainable considerations regarding short and medium-long term impacts of investments, energy savings, and, cost and CO2 reduction; As a consequence the innovation level of energy efficiency companies will increase substantially. This will contribute to increase the job creation in relation with new technological skills.

Construction sectors: By introducing energy saving components or new devices they will contribute in one hand to a significant cost reduction and energy saving and in the other hand in relation with the new skills this sector will require, there will be an important job creation.

A European network of excellence: o Empowering collaboration between utility and industrial

partnerso Empowering collaboration between research centres

o Empowering new jobs and the European innovation level

Public investments: this project will permit to establish an innovative global method to deal with energy efficiency at a city level or at a housing level. At the same time it will optimize the City Hall investments allowing a sustainable public decision making. The establishment of this new platform will contribute to strengthen strategies appliance and will improve local authorities’ behaviour.

The proposed solution will allow a quantifiable and significant reduction of energy consumption and CO2 emissions:

It will provide a decision support tool that will take in account energy consumptions history, percentage of foreseen savings, subventions, funding conditions;

It will provide information of the financial viability and CO2 savings.If we consider, for example, the EIBAR six first months public lighting consumption in 2009, 2010, 2011:

2009 2010 2011(*)



kWh 1.249.354 1.222.640,99 1.262.365

CO2

equivalent, kg(**)

681.272,74 666.706,13 688.367,63

(*) The motive of consumption increase in 2011 is based on an increase in equipment, if we subtract the new equipment consumption; the power consumption in the six first months of 2010 is similar to the power consumption of the same period in 2011.(**) 1 kilowatt hour of electricity produced generates 0.5453 kg CO2.The objective is to get a -15% energy saving. This will represent, if we consider the same equipment for 2011: = 189354 kWh of energy saving or 103255 kg of CO2

reduction.

[4.6.] (4) Ethical Issues

Esta sección es necesaria para que la EC no tenga problemas legales con la información recogida en la propuesta

YES PAGEInformed Consent

Does the proposal involve children? Does the proposal involve patients or persons not able

to give consent? Does the proposal involve adult healthy volunteers? Does the proposal involve Human Genetic Material? Does the proposal involve Human biological samples? Does the proposal involve Human data collection

Research on Human embryo/foetus Does the proposal involve Human Embryos? Does the proposal involve Human Foetal Tissue /

Cells? Does the proposal involve Human Embryonic Stem

Cells?Privacy

Does the proposal involve processing of genetic information or personal data (e.g. health, sexual lifestyle, ethnicity, political opinion, religious or philosophical conviction)?



YES PAGE Does the proposal involve tracking the location or

observation of people?Research on Animals

Does the proposal involve research on animals? Are those animals transgenic small laboratory

animals? Are those animals transgenic farm animals? Are those animals cloned farm animals? Are those animals nonhuman primates?

Research Involving Developing Countries Use of local resources (genetic, animal, plant etc) Benefit to local community (capacity building i.e.

access to healthcare, education etc)Dual Use

Research having direct military application Research having the potential for terrorist abuse

I CONFIRM THAT NONE OF THE ABOVE ISSUES APPLY TO MY PROPOSAL

x



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TEMA 3 – Actividades


Actividades

Actividad Práctica. Continuad con la propuesta europea de la actividad 2.1. y desarrolla los apartados de la sección 2.1 Management y el apartado 3. Impact. Puedes continuar con la propuesta empezada en el tema 2.

TEMA 3 – Actividades


Test de autoevaluación

A. Un diagrama de Gantt sirve para..a. Relacionar Tareasb. Planificar los recursosc. Planificar las tareas (la buena)d. B+C (la buena)

B. Un diagrama de PERT sirve para..a. Relacionar Tareasb. Planificar los recursosc. Planificar las tareas (la buena)d. B+C (la buena)

C. Los organismos de gestion de un proyecto europeoa. Relacionar Tareasb. Planificar los recursosc. Planificar las tareas (la buena)d. B+C (la buena)

D. El/los interlocutor/es con la EC esa. El coordinadorb. Los líderes del paquete de trabajoc. El coordinador técnicod. Los líderes de las tareas

TEMA 3 – Test de autoevaluacion

18042012_93747dei-p-idi-01-tema-3_v1.0

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