Process

Its ambition is to establish, and update when required the general policies to be implemented at the subproject level, focused on the scope integration and verification principles, global risk strategy, Configuration management policy, but also the dissemination strategy, looking to increase the impact because of the coordination of efforts carried out at subproject level.

The first year technical report provides a detailed overview of the progress made during the first year of the project. It presents the status of key objectives and milestones, outlining both the achievements and the ongoing work towards fulfilling the project’s goals. Additionally, it offers insights into the activities carried out, the challenges faced, and the adjustments made to ensure continued success.

This report serves as a key deliverable for the project and offers insights into the work completed thus far in relation to the global management framework outlined. Finally, it features the dissemination of results through conferences and publications, reflecting the project’s impact and visibility within the scientific community.

Modelo_Intermedio_Proyectos_AEI_22_DADIBAS_2023_2024

Modelo_Intermedio_Proyectos_AEI_22_AMADIT_2023_2024

Its ambition is to handle the daily management of subproject A1 (DADIBAS), according to the adopted policies taken at the MB, and to provide the appropriate information to the SC and SB boards.

Its ambition is to improve technological processes highly impacted by asset status, but also being affected by human decisions where the existing knowledge can be extended. Therefore, improvements will be developed. In its core, the DADIBAS project proposes the use of digitalisation in an innovative way to ensure non-invasive dissemination of agreed information that can be used as anchors for more robust and integrated process-orientated servitization approaches using DLT (Blockchain 4.0). Therefore, the suitable processes must be carefully selected.

The focus of this WP is to consider the information linked to the behavioural dimension of process operators and to evaluate whether its recognition increases the organisational knowledge about such processes. Because this information tends to be affected by the General Data Protection Regulation (GDPR), a strong effort will be devoted to anonymisation through digital quasi-identifiers will be carried out, as well as the distribution of information. In fact, solutions to providing information in a secure way to digitally asymmetric stakeholders will also be explored.

The focus of this WP is to consider the applicability in infrastructures, either refurbished or new construction, by selecting or developing an integrated building asset data management system that represents lifecycle phases. The design of the BIM-DBMS includes the design of data acquisition, data storage, and data processing modules along with the user interface.

The purpose of the Business Case is to capture the reasoning behind the project, to describe the project’s alignment with the organisation’s strategic objectives, to provide a justification for the investment in time and effort, and to set out the budgetary needs.

The Business Case provides decision-makers with the information they need to determine whether the project is worth doing. The Business Case is a living document and therefore should be re-examined at critical project milestones to check that the expected benefits are still achievable, the costs/schedule fall within the budget/timeline, and the project is still relevant to the organisation and should be continued.

Business_Case.DADIBAS.08-01-2024.v1.2

The Project Charter provides a basis for the more detailed project planning. It defines the project’s objectives (i.e. scope, time, cost, quality), high-level requirements, risks and constraints, as well as the project milestones and deliverable(s).

The charter is a key element of the project approval process (along with the Business Case). It includes the what, how and when fundamentals of the project and provides a baseline against which progress can be measured. Although the Project Charter can be initiated by the Business Manager (BM), it is ultimately the responsibility of the Project Manager (PM) to complete it and submit it for approval.

Project_Charter.DADIBAS.09-12-2023.v1.0

The Project Work Plan further elaborates the project scope and identifies and organises the project work and deliverables needed to achieve the project goals. It establishes a basis on which to estimate the project’s duration, calculate the required resources, and schedule the work. Once the tasks are scheduled, the Project Work Plan is used as a basis for monitoring progress and controlling the project.

prj_WorkPlan

The objective is to manage the daily operations of subproject A2 (AMADIT) in accordance with the policies established by the Management Board (MB), and to provide relevant information to the Steering Committee (SC) and Scientific Board (SB). The tasks associated with this WP are the same as those previously outlined for A1.WP1, so the task description will not be repeated and can be referred to as the corresponding tasks.

This package focuses on establish a reference framework for the advanced digitisation of engineering assets and processes in the context of the current development of digital twins. This includes methodologies for the management of the digital twin considering dynamic management of data, models, and microservices giving rise to a «living» DT that evolves at the same time as the asset it represents. It is proposed 4 milestones for this WP, corresponding with 4 evolutive versions of the asset digitalization framework by integration of results along the project. DT proposals will be built and tested over AZURE cloud platform technology combined with ad hoc IoT solutions, aiming to facilitate integrated DT use in a non-intrusive way with pre-existing information systems. The results of APM  (A2.WP3) and AIP (A2.WP4) models and data will be inputs for the framework development, but also models and data provided by A1 and A2. Servitisation strategies based on DT will be studied supported by A1 results.

The aim of this WP is to develop APM models for the development of digital maintenance strategies. APM models include models for the management and dynamic representation of risk as a basis for the control of asset performance, based on algorithms for the detection, diagnosis and prognosis of failures. They also Include models for the digitisation of maintenance decision-making, models for dynamic maintenance planning and scheduling based on the data, models to assess the impact of operation and maintenance on the environmental, and models to assess the impact of DT technology on the business to guide the development and implementation process in the company. Predictive maintenance tools are usually included in APM solutions, due to reduce corrective maintenance, increase availability, and reduce the risk of failure, especially when assets are critical.

The development of AIP models and applications is designed to improve complex long-term strategic and tactical decisions. Therefore, the development of these models must consider the challenges of the evolution of the ecological and digital transformation from a long-term perspective. AIP should be linked with smart APM models and integrated as a key element for digital transformation management.

This work package will select a set of scenarios until 2030 and 2050. Different hypotheses and trends will be established regarding the evolution of several technical, economic, and environmental variables and waste generation resulting from the operation of the asset and its maintenance. This must be done by considering not only the asset performance (technical APM models treated in WP3.3) but also the evaluation of the cost-effectiveness of the assets, as well as its associated risks (security, reliability, availability, and sustainability) by relying on the model of the British Institute of Asset Management and the family of ISO 55000 standards, and seeking to reduce emissions by 2030 and 2050.

The goal of this project is to stablish the foundation of a successful project, offering clarity and direction to the team and ensuring everyone is on the same page. When starting a new project, it is essential to have a clear plan in place to ensure success. That is where a project charter comes in.

As a project timeline reference document, the project charter is there to help you navigate issues that arise proactively. In a sense, it is to the project manager what a blueprint is to an architect. The project charter is a high-level strategic overview that seeks to lay out the terms of the project, along with other key details such as relevant stakeholder information. It provides the parameters within which your team must operate for the project to be a success.

The project charter typically documents the following parts of the project:

• Project objectives and constraints.
• Key stakeholders.
• Risks identified.
• Benefits of the project.
• General overview of the budget.

The PM² guide describes a light Quality Management section of the Project Handbook. However, the usage of this Quality Management Plan template is advised in case of complex or risky projects where quality activities are of special importance for the project.

The objectives of this document are:

• To outline the quality strategy, approach and process to be used for the project;
• To identify the roles and responsibilities related to project quality management;
• To identify the major project management artefacts and deliverables;
• To define the quality assurance and control activities and to plan them throughout the project;
• To support the agreement on project quality requirements and metrics, and the method to
evaluate them;
• To specify the methodology, standards, tools and techniques used to support quality
management.

The Risk Management Plan defines and documents the Risk Management Process for a project. It describes how risks will be identified and assessed, what tools and techniques can be used, what are the evaluation scales and tolerances, the relevant roles and responsibilities, how often risks need to be revisited, etc. The Risk Management Plan also defines the risk monitoring and escalation process as well as the structure of the Risk Log which is used to document and communicate the risks and their response actions.

The purpose of this document is:

• To outline the risk approach and process to be used for the project;
• To identify the roles and responsibilities related to risk management;
• To specify the methodology, standards, tools and techniques used to support risk management.

  Risk Management Plan. Digitalization As basic Driver for servitization in Industry and Basic Services (DADIBAS)