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SMART CITIES
ENDORSEMENTS
BY
OLIVER GASSMANN
JONAS BÖHM
MAXIMILIAN PALMIÉ
University of St. Gallen, Switzerland
Emerald Publishing Limited
Howard House, Wagon Lane, Bingley BD16 1WA, UK
List of Figures
List of Tables
Preface
5. Outlook
Software Is Eating the World
The Ubiquity of Data and Computing
Computational Materials
Decreasing Transaction Costs
A Trend Toward Ecosystems
The Rise of Artificial Intelligence
Unprecedented Forms of Mobility
New Work or No Work
The Merging of Humans and Machines
The Dark Side of the Moon
Twenty-one Critical Questions for Smart Cities in the Twenty-first
Century
Contacts
Acknowledgements
Bibliography
Index
LIST OF FIGURES
Chapter 1
Figure 1.1. The Worldwide Urban and Rural Population from 1950
to 2050.
Figure 1.2 Typical Development of Urbanization in a Western and
a Non-Western Nation.
Figure 1.3. The Most Urgent Challenges for Cities with Respect to
Smart City Topics.
Figure 1.4. Challenges Addressed by Smart City Projects.
Figure 1.5. Urbanization Worldwide.
Figure 1.6. Regions of Population Decline.
Figure 1.7. Citizens Fear the City’s Impact on Their Health.
Figure 1.8. Smog Values in London.
Figure 1.9. Percentage of Individuals Exposed to Exceedingly Loud
Night Noise, According to the Threshold Values Set by
the World Health Organization.
Figure 1.10. Worldwide Tourism Growth, 1996–2017.
Figure 1.11. The Frequently Double-digit Growth Rate of Tourism
Places Stress on Infrastructure.
Figure 1.12. Over-tourism in European Cities.
Chapter 2
Figure 2.1. The Digital Shadow of a City.
Figure 2.2. The Warka Water Tower
Figure 2.3. Development of the Tasks of Buildings in the Future
Energy System of Switzerland; the Tasks Are in
Parentheses.
Figure 2.4. The Holistic Concept of a Decentralized Energy System
of the Urban Area of Suurstoffi, Zug Estates AG, 2018.
Figure 2.5. Overview of the Solution Space of Decentralized Energy
Systems, Based on the Core Development Drivers:
Technological Innovation, Business Model Innovation,
Integration, and Digitalization.
Figure 2.6. Energy Hub in NEST at the Swiss Federal Laboratories
for Materials Science and Technology.
Figure 2.7. Smart Crosswalk.
Figure 2.8. Challenges of Smart City Transformations, According to
a Study Conducted by BI Intelligence.
Figure 2.9. The Main Smart City Challenges Faced by Mayors of US
Cities.
Figure 2.10. The Smart City Management Model.
Chapter 3
Figure 3.1. Objectives of the Smart City Framework Strategy at a
Glance.
Figure 3.2. Smarter Together Project Area in Simmering, Vienna.
Figure 3.3. The SIMmobil Mobile Information Stand.
Figure 3.4. Seestadt Aspern.
Figure 3.5. Logo of Perspektive München, Munich’s Strategic Urban
Development Concept.
Figure 3.6. Interaction of the Eight Central Objectives of City
Planning in Munich.
Figure 3.7. Overview of the Smart City Projects of Munich.
Figure 3.8. Organizational Structure of Munich’s Smart City
Initiatives.
Figure 3.9. Munich’s Smarter Together Project in the Freiham and
Neuaubing Districts.
Figure 3.10. Smarter Together Project Area in Lyon.
Figure 3.11. The Navly Electric and Autonomous Shuttle Service.
Figure 3.12. Master Plan of Songdo City.
Figure 3.13. Five-step Action Plan as Proposed by the SCWG.
Figure 3.14. Quayside and Toronto’s Eastern Waterfront.
Figure 3.15. Sidewalk Toronto’s Sustainability Vision.
Figure 3.16. Flexible and Mixed Uses.
Chapter 4
Figure 4.1. Communication by the Public Communications
Department of St Gallen Regarding Smart City Projects
in St Gallen (2017).
Figure 4.2. Visual Representation of the Remishueb Project.
Figure 4.3. First Step of the Transformation to a Smart City
According to the Smart City Management Model:
Initiate Transformation.
Figure 4.4. Public Value Scorecard for Project Selection.
Figure 4.5. Sample RACI Matrix.
Figure 4.6. Responsibility Matrix for the St Gallen Smart City
Initiative.
Figure 4.7. Organizational Model for the St Gallen Smart City.
Figure 4.8. Step 2 of the Smart City Transformation According to
the Smart City Management Model: Determine
Location.
Figure 4.9. Smart City Maturity Model.
Figure 4.10. Stakeholders in the Development of a Smart City.
Figure 4.11. Point-of-view Analysis for St Gallen.
Figure 4.12. A Map of the Stakeholder Network in St Gallen.
Figure 4.13. Visualization of a Benchmarking Exercise.
Figure 4.14. Definition of the Desired State.
Figure 4.15. Step 3 of the Smart City Transformation According to
the Smart City Management Model: Develop Concepts
and Synchronize Partners.
Figure 4.16. New Services Made Possible by the New 5G Standard.
Figure 4.17. The Magic Triangle of a Business Model.
Figure 4.18. Sample of a Smart City Probability-of-impact Matrix.
Figure 4.19. A Portion of St Gallen’s Impact Tree.
Figure 4.20. Step 4 of the Smart City Transformation According to
the Smart City Management Model: Mobilizing
Resources.
Figure 4.21. Conflicting Objectives in the Project Organization.
Figure 4.22. Examples of Goals that Typically Call for Private Versus
Public Financing.
Figure 4.23. Financial Cycles in a Smart City Transformation.
Figure 4.24. The “Valley of Death” in Smart City Transformation
Projects.
Figure 4.25. Step 5 of the Smart City Transformation According to
the Smart City Management Model: Realizing Projects.
Figure 4.26. Step 6 of the Smart City Transformation According to
the Smart City Management Model: Operation and
Institutionalization.
Figure 4.27. Existing Smart Cities and How They Use Synergies.
Chapter 6
Figure 6.1. Stakeholder Map.
Figure 6.2. Worksheet for the Conception of a Smart City Initiative.
Figure 6.3. Example of a Completed Worksheet.
Figure 6.4. Risk Probability and Impact Matrix.
Figure 6.5. Effect Tree.
Figure 6.6. Scaling Questionnaire, Part 1.
Figure 6.7. Scaling Questionnaire, Part 2.
Figure 6.8. Scaling Questionnaire, Part 3.
LIST OF TABLES
Chapter 1
Table 1.1. TomTom Traffic Index for Smaller and Mega Cities
(2018).
Chapter 2
Table 2.1. Comparing Traditional City Management and
Paramecium Politics.
Chapter 3
Table 3.1. Qualitative Smart City Objectives in Munich.
Chapter 4
Table 4.1. Checklist for the Project Team.
Table 4.2. Checklist for a Visioning Workshop.
Table 4.3. Examples of “Smartness” in European Cities’ Smart City
Visions.
Table 4.4. St Gallen’s Initial Self-assessment.
Table 4.5. Examples of Smart City Implementation Initiatives in
Each Service Area.
Table 4.6. Ideas for Smart City Development in St Gallen.
Table 4.7. Typical Life Cycles of Smart City Infrastructure.
Table 4.8. Possible Sources of Financing for Smart City Projects.
Table 4.9. Overview of Risk Categories in Smart City
Transformation Projects.
Table 4.10. Checklist for an Initial Risk Assessment.
Table 4.11. Examples of Project Objectives and Possible
Performance-based Indicators.
Table 4.12. Example of a Benefit Value Analysis Using a Likert Scale
and Weighting.
Table 4.13. Synchronization Mechanisms for Smart City Initiatives.
Table 4.14. Comparison between Technology-oriented and Citizen-
oriented Smart City Planning.
Table 4.15. A Comparison between Traditional and Smart City
Procurement Management.
Table 4.16. Reasons for the Failure of Smart City Projects.
Table 4.17. Differences between Innovation Mode and Replication
Mode.
Table 4.18. Key Decisions in the Scaling Up Process.
Chapter 6
Table 6.1. Questionnaire to Assess Your City Using the Smart City
Maturity Model.
Table 6.2. Risk Assessment Checklist.
Table 6.3. Possible Synergy Patterns for different Types of Cities,
Based on Centralization of Asset Management and
Access to Funding.
PREFACE
NOTE
1. For a full and detailed description of all the contributions, see the
acknowledgements.
HOW TO USE THIS BOOK
First: Get an overall understanding of what a smart city can be, what
the challenges are, and where the topic is heading. Focus on the big
picture; don’t get buried in specifics, which will change rapidly with
new developments and technology improvements.
Finally: Engage! The full potential of this book, and especially of the
Smart City Management Model, emerges when it is shared with
others. To build consensus among all stakeholders, focus on
execution rather than on differences in definitions. For example, hold
a kickoff meeting with your stakeholders and discuss who will be
responsible for each part of the model.
Shortcuts: The book addresses many different stakeholders in smart
city transformations and tries to be as comprehensive as possible. In
view of that structure, particular stakeholders might appreciate
knowing a few shortcuts to the content most relevant to them:
– Wellington Webb,
Former Mayor of Denver,
Colorado, United States1
Cities are both a curse and a blessing. On the one hand, they
contribute to sustainability in important ways. Their inhabitants are
more eco-friendly, produce less CO2, and earn a higher average
income (GDP per capita) than rural residents. On the other hand,
cities are often associated with crime, air pollution, health problems,
high population density, increased soil sealing, social conflicts, and
traffic issues. The smart city concept attempts to confront these
negative aspects of cities with innovative, technology-based
approaches. Smart cities are introducing and disseminating
competitive advantages on an international scale.
China has incorporated smart cities as an integral component of
its urban planning, followed by India with its “100 Smart Cities” plan.
The number of smart city projects is growing daily. The Japanese
firm Panasonic is constructing a new residential district, “Future
Living Berlin,” in the city’s Adlershof section, including 69 housing
units with electricity and heat flow automatically regulated. Microsoft
founder Bill Gates has recently purchased a tract of land in Arizona
where he hopes to create a high-tech city with a high-speed cyber-
network, data centers, and autonomous vehicles. Furthermore, a
futuristic $500 billion megacity showcasing, among other things,
passenger drones has been planned for the desert sands of Saudi
Arabia, under the leadership of former Siemens CEO Klaus Kleinfeld.
These developments are making the very nature of the city a
center of attention with regard to the sustainability of regions or
nations. In the first part of this book, we consider why this is the
case, what the smart city concept truly offers cities beyond the
facade of glossy brochures created by technology firms, and where
typical implementation obstacles can be expected.
Despite the often-cited examples of smart megacity projects,
across the globe small and medium-sized cities are increasingly
struggling with rapid changes as well. Although the proportion of the
world population living in megacities (i.e., cities with more than 10
million inhabitants) has grown to 5.3% in 2010 (compared to 1.4%
in the 1960s) and will reach 7.9% in 2025 according to projections,
small and medium-sized cities (with between 300,000 and 5 million
inhabitants) have experienced equally rapid development: The
proportion of the global population living in such cities increased
from 11.2% in 1960 to 15.4% in 1990 and then to 19% in 2010, and
it is projected to reach 22.4% by 2025. In other words, far more
people live in modest-sized cities than in megacities. This frequently
ignored fact leads inevitably to the conclusion that medium-sized
cities and their municipalities should assume a predominant role with
respect to smart city initiatives in Europe. These cities will be
responsible for spreading smart city ideas. Thus, this book examines
the very specific challenges of such cities.
NOTE
1. Huffington Post, 2017.
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Apostoli Tuomas ilmoitti, että hän ei usko ennenkuin näkee, ja kun
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ihme hänet uskomaan? Luultavinta on, että ei, vaan hän uskoi
ainoastaan sen tähden, että tahtoi uskoa ja kenties jo täydelleen
uskoi olemuksensa sisimmässä salasopukassa silloinkin, kun lausui:
»En usko ennenkuin näen.»
Toinen kirja
Sopimaton kokous
1.
Tultiin luostariin
Sattui tulemaan kaunis, lämmin ja kirkas päivä. Oli elokuun loppu.
Kohtauksen luostarinvanhimman luona oli määrä tapahtua kohta
päiväjumalanpalveluksen jälkeen, noin puoli kahdentoista aikaan.
Meidän luostarivieraamme eivät kuitenkaan saapuneet
jumalanpalvelukseen, vaan tulivat juuri sen päättyessä. He tulivat
kaksissa ajopeleissä. Ensimmäisissä ajopeleissä, komeissa
vaunuissa, joita veti kaksi kallisarvoista hevosta, saapui Pjotr
Aleksandrovitš Miusov mukanaan kaukainen sukulaisensa, hyvin
nuori, noin kahdenkymmenen vuoden ikäinen mies Pjotr Fomitš
Kalganov. Tämä nuori mies valmistautui yliopistoon, mutta Miusov,
jonka luona hän jostakin syystä toistaiseksi asui, houkutteli häntä
mukaansa ulkomaille, Zürichiin tai Jenaan, jotta hän siellä menisi
yliopistoon ja suorittaisi opintonsa. Nuorukainen ei vielä ollut tehnyt
päätöstään. Hän oli miettiväinen ja hajamielisen näköinen. Hänen
kasvonsa olivat miellyttävät, ruumiinrakenne vahva ja hän oli
jokseenkin pitkä. Hänen katseensa oli omituisen liikkumaton: kuten
kaikki hyvin hajamieliset ihmiset hän saattoi katsella jotakuta kauan
ja katsettaan pois kääntämättä eikä kuitenkaan nähnyt sitä, johon
katsoi. Hän oli vaitelias ja jonkin verran kömpelö, mutta saattoi
tapahtua — ei kuitenkaan muulloin kuin hänen ollessaan
kahdenkesken jonkun kanssa — että hän yht'äkkiä tuli hyvin
puheliaaksi, rajuksi ja naurunhaluiseksi ja nauroi mene tiedä mille
kaikelle. Mutta hänen innostuksensa sammui yhtä nopeasti ja äkkiä
kuin oli syntynytkin. Hän oli aina hyvin, jopa hienosti puettu. Hänellä
oli jonkin verran aivan omaa omaisuutta ja hän odotti saavansa vielä
paljon enemmän lisää. Aljoša ja hän olivat ystäviä.
— Kuinka minä en tulisi? Mitä varten minä sitten olen tänne tullut,
jos en nähdäkseni täällä kaikki heidän tapansa? Yksi seikka minua
vain vaivaa, nimittäin se, että olen nyt teidän seurassanne, Fjodor
Pavlovitš…
— Jos niin on, niin minä menen isä igumenin luo, menen sillävälin
suoraan isä igumenin luo, — alkoi tilanomistaja Maksimov sipistä.