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  1. The bigger and more complicated the engineering problem, the more likely it is to have a digital twin. Firms that build rockets, planes and ships, for example, have been creating digital twins since the early 2000s, seeing significant operational efficiencies and cost-savings as a result. To date, however, few firms have been able to realise the full potential of this technology by using it to develop new value- added services for their customers. We have developed a framework designed to help scale the value of digital twins beyond operational efficiency towards new revenue streams. In spite of the hype surrounding digital twins, there is little guidance for executives to help them make sense of the business opportunities the technology presents, beyond cost savings and operational efficiencies. Many businesses are keen to get a greater return on their digital twins’ investment by capitalising on the innovation – and revenue generating - opportunities that may arise from a deeper understanding of how customers use their products. However, because very few firms are making significant progress in this regard, there is no blueprint to follow. New business models are evolving but the business opportunities for suppliers, technology partners and end-users is yet to be fully documented. Most businesses will be familiar with the business model canvas as a tool to identify current and future business model opportunities. Our ‘Four Values’ (4Vs) framework for digital twins is a more concise version of the tool, developed to help executives better understand potential new business models. It was designed from a literature review and validated and modified through industry interviews. The 4Vs framework covers: the value proposition for the product or service being offered, the value architecture or the infrastructure that the firm creates and maintains in order to generate sustainable revenues; the value network representing the firm’s infrastructure and network of partners needed to create value and to maintain good customer relationships; and value finance such as cost and revenue structures. Value proposition The value proposition describes how an organisation creates value for itself, its customers and other stakeholders such as supply chain partners. It defines the products and services offered, customer value (both for customers and other businesses) as well as the ownership structure. Examples of digital twin-based services include condition monitoring, visualization, analytics, data selling, training, data aggregation and lifespan extension. Examples of customer value in this context might include: decision support, personalisation, process optimisation and transparency, customer/operator experience and training. Value architecture The value architecture describes how the business model is structured. It has 5 elements: 1. Value control is the approach an organisation takes to control value in the ecosystem. For example, does it exist solely within its own ecosystem of digital twin services or does it intersect with other ecosystems? 2. Value delivery describes how the digital twins are delivered, are they centralised, decentralised or hybrid? It also seeks to understand any barriers that may prevent the delivery of digital twins to customers. 3. Interactions refers to the method of customer interaction with the digital twin. Common examples of interaction include desktop or mobile app, virtual reality and augmented reality interactions. 4. Data collection underlies the digital twin value proposition and can be a combination of the following: sensor based and/or supplied/purchased data. 5. Boundary resources are the resources made available to enhance network effects and scale of digital twin services. This typically comprises of the following: APIs, hackathons, software development toolkits and forums. Value network The value network is the understanding of interorganisational connections and collaborations between a network of parties, organisations and stakeholders. In the context of digital twin services, this is a given as the delivery mechanism relies on multiple organisations, technological infrastructure and stakeholders. Value finance This defines how organisations approach costing, pricing methods and revenue structure for digital twins. Digital twin revenue model most commonly refers to outcomes-based revenue streams and data-driven revenue models. Digital twin pricing models include, for example, freemium and premium, subscription models, value-based pricing and outcome-based pricing models. Four types of digital twin business models were identified from extensive interviews with middle and top management on services offered by digital twins, we identified four different types of business models and applied our 4Vs approach to understand how those models are configured and how they generate value. Brokers These were all found in information, data and system services industries. Their value proposition is to provide a data marketplace that orchestrates the different players in the ecosystem and provides anonymised performance data from, for example, vehicle engines or heating systems for buildings. Value Finance consists of recurring monthly revenues levied through a platform which itself takes a fee and allocates the rest according to the partnership arrangements. Maintenance-optimisers This business model is prevalent in the world of complex assets, such as chemical processing plants and buildings. Its value proposition lies in providing additional insights to the customer on the maintenance of their assets to provide just-in-time services. What-if analysis and scenario planning are used to augment the services provided with the physical asset that is sold. Its Value Architecture is both open and closed, as these firms play in ecosystems but also create their own. They control the supply chain, how they design the asset, how they test it and deliver it. Its Value Network consists of strategic partners in process modelling, 3D visualisation, CAD, infrastructure and telecommunications. Value Finance includes software and services which provide a good margin within a subscription model. Clients are more likely to take add-on services that show significant cost savings. Uptime assurers This business model tends to be found in the transport sector, where it’s important to maximise the uptime of the aircraft, train or vehicle. The value proposition centres on keeping these vehicles operational, either through predictive maintenance for vehicle/ aircraft fleet management and, in the case of HGVs, route optimisation. Its Value Architecture is transitioning from closed to open ecosystems. There are fewer lock- in solutions as customers increasingly want an ecosystems approach. Typically, it is distributors, head offices and workshops that interact with the digital twin rather than the end-customer. The Value Network is open at the design and assembly lifecycle stages but becomes closed during sustainment phases. For direct customers digital twins are built in-house and are therefore less reliant on third-party solutions. Its Value Finance is focused on customers paying a fee to maximise the uptime of the vehicle or aircraft, guaranteeing, for example, access five days a week between certain hours. Mission assurers This business model focuses on delivering the necessary outcome to the customers. It tends to be found with government clients in the defense and aerospace sector. Value propositions are centered around improving efficacy of support and maintenance/ operator insight and guaranteeing mission success or completion. These business models suffer from a complex landscape of ownership for integrators of systems as much of the data does not make it to sustainment stages. Its Value Architecture is designed to deliver a series of digital threads in a decentralised manner. Immersive technologies are used for training purposes or improved operator experience. Its Value Network is more closed than open as these industries focus on critical missions of highly secure assets. Therefore, service providers are more security minded and careful of relying on third-party platforms for digital twin services. Semi-open architecture is used to connect to different hierarchies of digital twins/digital threads. Value Finance revealed that existing pricing models, contracts and commercial models are not yet necessarily mature enough to transition into platform-based revenue models. Insights as a service is a future direction but challenging at the moment, with the market not yet mature for outcome-based pricing. For B2B service-providers who are looking to generate new revenue from their digital twins, it is important to consider how the business model should be configured and identify major barriers to their success. Our research found that the barriers most often cited were cost, cybersecurity, cultural acceptance of the technology, commercial or market needs and, perhaps most significantly, a lack of buy-in from business leaders. Our 4Vs framework has been designed to help those leaders arrive at a better understanding of the business opportunities digital twin services can provide. We hope this will drive innovation and help digital twins realise their full business potential. Now for a small request to the reader that has reached this far, we are looking to scale these research findings in our mass survey across industry on the business models of digital twins. If your organisation is planning to implement or has already started its journey of transformation with digital twins please help support our study by participating in our survey. Survey remains fully anonymised and all our findings will be shared with the DTHub community in an executive summary by the end of the year. Link to participate in the survey study https://cambridge.eu.qualtrics.com/jfe/form/SV_0PXRkrDsXwtCnXg
  2. This month, the Centre for Digital Built Britain (CDBB) will celebrate completing its part of the mission to advance the digital transformation of the built environment, therefore we are developing materials to celebrate all of the foundational work that has been done. As part of our legacy, we have published the Gemini Papers – a series of papers that outline what we have learnt is necessary for the success of national-level connected digital twin programmes. We hosted a webinar on Thursday, 10 March to mark the launch and present the papers. Here is a link to the webinar recording in case you missed it. The Gemini Papers consolidate our shared learnings from the past five years, showcasing the vital role connected digital twins can play in improving social, economic, and environmental outcomes to create a better quality of life for us all. We are delighted to publish what we have learnt and to present the ‘what’, ‘why’ and ‘how’ of connected digital twins. Our CDBB journey and mission could not have been possible without the support of key organisations and industry leaders. With that in mind, we are reaching out to people who have been involved with us in championing digital transformation to seek support for the Gemini Papers – click here to download your copy. We would be very grateful if you would consider providing a statement of support for the Gemini Papers that we could display on the DT Hub and the CDBB website along with your company logo. The supporting statements and logos will form part of our promotional activity to communicate the Gemini Papers and the statements will also be used in social media posts. If you would like to take part, please could you send the following information to our Engagement team - engagement@cdbb.cam.ac.uk Supporting quote / statement (30-50 words): Name (as you would like it displayed) Job title Organisation Please provide high resolution logos in JPEG We would like to take this opportunity to thank you for your support.
  3. We all want the built environment to be safe and to last. However, minor movements over time from forces such as subsidence can impact how well our assets perform. It can also make connecting and modifying assets harder if they have shifted from the position in which they were built. If the assets are remote or hard to access, this makes tracking these small movements even more difficult. The latest instalment from the Digital Twin Journeys series is a video showing the construction and built environment sectors what they need to know about remote sensing and using satellite data, featuring the Construction Innovation Hub-funded research by the Satellites group based at the Universities of Cambridge and Leeds. Using satellite imaging, we may be able to detect some of the tell-tale signs of infrastructure failure before they happen, keeping services running smoothly and our built environment performing as it was designed over its whole life. You can read more from the Satellites project by visiting their research profile. This research forms part of the Centre for Digital Built Britain’s (CDBB) work at the University of Cambridge. It was enabled by the Construction Innovation Hub, of which CDBB is a core partner, and funded by UK Research and Innovation (UKRI) through the Industrial Strategy Challenge Fund (ISCF).
  4. Over the past few weeks you may have seen that Hub Insights interviews are back in a "New Horizons" series. Full information is in this article: If you missed the live interviews, you can now watch them in the media section here: Sam Chorlton interviews Ali Nicholl Tom Hughes interviews Melissa Zanocco Tom Hughes interviews Mark Enzer We would love to know what you thought or if the interviews sparked any ideas or questions. Please comment below with your insights and let's keep the conversation going!
  5. PRESS RELEASE We are pleased to announce that from 1 April 2022, the DT Hub will transition from its current home at the Centre for Digital Built Britain (CDBB) to an Industry/Catapult partnership housed at the Connected Places Catapult (CPC). The DT Hub motto, ‘Learn by doing and progress by sharing’ and its work ethic also complements the CPC mission, to ‘Connect people, places and businesses to a future of sustainable growth and prosperity’. CDBB will have completed its mission on the National Digital Twin programme, creating the world-leading platform and community that is the DT Hub, ensuring it is ready for this new chapter of innovation and knowledge exchange. The transition of the DT Hub to the Industry/Catapult partnership housed at CPC will allow the community to accelerate its growth and address new and exciting project areas across the public and private sectors. It will be an opportunity to reach different people and industry sectors, scale innovation, expand resources and increase knowledge exchange. The DT Hub was launched by CDBB in March 2020 as part of the National Digital Twin programme. In two years, DT Hub membership numbers have grown from an initial group of six to over 3,500 individuals, representing more than 1,600 organisations from over 77 countries. A meeting point for people wherever they are on their digital twin journey, the DT Hub is the ‘go-to’ place for those wanting to find out more about connected digital twins. It has shown the need and desire for a digital twin community, and that collaboration, connection, and knowledge exchange are vital if we are to achieve connected digital twins across the built and natural environments. The next phase of the DT Hub will draw on the strength of the wider Catapult Network and its links to a broad range of innovators across industry and academia to build on the foundations laid by CDDB, growing the Hub’s scale and impact. Commenting on the transition, Alexandra Bolton, Executive Director, CDBB said, “We are thrilled that the DT Hub will continue its mission at the forefront of innovation. We celebrate its achievements and look ahead to an era that will extend cooperation, coordination and collaboration across sectors and inspire even greater progress towards our vision of enabling people and the planet to flourish together for generations.” Paul Wilson, Chief Business Officer, CPC said, “Connected Places Catapult has been working with the Centre for Digital Built Britain since its inception and has been an enthusiastic member of the DT Hub since 2020, taking a leading role in the Climate Resilience Demonstrator (CReDo) collaboration, shown at COP 26. We are delighted to be inheriting the work of the Hub and look forward to growing the work of this vibrant and passionate community.” Ends About CDBB   CDBB (Centre for Digital Built Britain) is a partnership between the Department for Business, Energy and Industrial Strategy and the University of Cambridge. It is also a partner in the Construction Innovation Hub. CDBB seeks to understand how the construction and infrastructure sectors could use a digital approach to better design, build, operate, integrate the built environment. A digital built Britain will:  · understand what information is needed to enable better through life economic, social and environmental value from our built environment   · champion human-centric design of infrastructure and the services they deliver   · exploit new and emerging digital construction and manufacturing skills and technology to reduce costs and increase productivity   · grow a new career, business and export opportunities for the UK. www.cdbb.cam.ac.uk   About the National Digital Twin Programme The National Digital Twin programme (NDTp), hosted by the University of Cambridge, is playing a key role in the digital transformation of the UK’s infrastructure, and built environment. Launched by HM Treasury in July 2018, the NDTp has a mandate from Government to facilitate the development of a National Digital Twin – an ecosystem of connected digital twins - to foster better outcomes from our built environment. This is enabled by the Information Management Framework (IMF) and a socio-technical change programme which together provide the necessary building blocks for connected digital twins to share high-quality data securely and effectively. The NDTp is uniting the collective knowledge of diverse voices of experts to support and empower others to advance change and embrace connected digital twins within their organisations. www.digitaltwinhub.co.uk/about/national-digital-twin-programme/ About the Digital Twin Hub The Digital Twin (DT) Hub has been created by The Centre for Digital Built Britain (CDBB) as part of the UK Government-mandated National Digital Twin programme (NDTp). Driven by the motto of ‘Learn by doing and progress through sharing’, the DT Hub is a space for digital twin owners and suppliers, as well as information management experts, to come together and collaboratively enable this world-leading vision for the NDTp. The DT Hub connects experts and innovators, providing the opportunity to help shape the future of the built environment in the UK. It is a space to share insight and experience, also to gain further knowledge and seek guidance, on elements such as the Gemini Principles and the Information Management Framework. www.digitaltwinhub.co.uk About the Connected Places Catapult Connected Places Catapult is the UK’s innovation accelerator for cities, transport, and places. We provide impartial ‘innovation as a service’ for public bodies, businesses, and infrastructure providers to catalyse step-change improvements in the way people live, work and travel. We connect businesses and public sector leaders to cutting-edge research to spark innovation and grow new markets. We run technology demonstrators and SME accelerators to scale new solutions that drive growth, spread prosperity, and eliminate carbon. www.cp.catapult.org.uk Connected Places Catapult is part of the wider Catapult Network www.catapult.org.uk
  6. Version 1.0.0

    155 downloads

    CReDo aims to demonstrate how the National Digital Twin programme could use connected digital twins to increase climate resilience. This first phase of the project investigates how to implement a digital twin to share data across sectors to investigate the impact of extreme weather, in particular flooding, on energy, water and telecoms networks. The current digital twin integrates flood simulations for different climate change scenarios with descriptions of the energy, water and telecoms networks, and models the interdependence of the infrastructure to describe the resilience of the combined network. CMCL Innovations were engaged by the Centre for Digital Built Britain (CDBB )and the Connected Places Catapult (CPC) as part of CReDo to develop a digital twin of assets from Anglian Water, BT and UK Power Networks. The digital twin combines a description of the logical connectivity between the assets with flood data to resolve the effect of floods on individual assets and the corresponding cascade of effects across the combined network. It demonstrates how to achieve basic interoperability between data from different sectors, and how this data might be combined with flood data for different climate scenarios to begin to explore the resilience of the combined network and identify vulnerabilities to support strategic decision making and capital planning. The first phase of the digital twin and an accompanying visualisation were implemented on DAFNI, the Data & Analytics Facility for National Infrastructure. This report describes the use and technical implementation of the current digital twin. Recommendations are made for how it could be extended to improve its ability to support decision making, and how the approach could be scaled up by the National Digital Twin programme.
  7. 38 downloads

    This research aimed to investigate the breadth and depth of digital twin blockers, galvanising the community towards greater engagement and collaboration to solve a complex set of national challenges. The DT Hub’s strategic approach was cyclical, beginning with highlighting the challenges and the opportunities faced by members. The project consisted of a series of strategy jams with the community interspersed by activity on the DT Hub in a ‘call-and-response’ manner. This approach became more effective as the project progressed. First, community thinking was used to seed the Roadblock Identification Jam, whose outputs in turn were put back into the community for further comment, refinement and validation. The next step was to kick off a discussion on the relative importance of different roadblocks to feed into the Roadblock Prioritisation Jam. Again, the outputs were subsequently checked in the wider community. The final DT Hub activity was preparatory to the Roadblock Prototyping Jam, consisting of a brainstorm to find ways around certain blockers, the results of which were fed into the final Jam – evaluating the problem definition and trying to find solutions. The research resulted in recommendations to support the DT Hub in tackling gaps, prioritising pressing issues and galvanising engagement to tackle the blockers. In summary, they are to: · Form a digital twin accelerator programme · Review the online community platform · Leverage the convening power of the DT Hub for engagement with others · Lead on the development of vision and value for digital twins · Evaluate and progress the Strategy Jam ideas · Introduce a problem-solving toolkit · Conduct a meta-analysis to compare this research with other findings and DT Hub resources. You can also access the full report.
  8. Introduction The Strategic Pipeline Alliance (SPA) was established to deliver a major part of Anglian Water’s ‘Water Resources Management Plan’ to safeguard against the potential future impacts of water scarcity, climate change and growth, whilst protecting and enhancing the environment. The SPA was established to deliver up to 500km of large diameter interconnecting transmission pipelines, associated assets and a Digital Twin.  Digital transformation was identified early in the programme as a core foundational requirement for the alliance to run its ‘business’ effectively and efficiently. It will take Anglian Water through a digital transformation in the creation of a smart water system, using a geospatial information system as a core component of the common data environment (CDE), enabling collaboration and visualisation in this Project 13 Enterprise. Digital Transformation Our geospatial information system (GIS) described is just one part of a wider digital transformation approach that SPA has been developing and is a step change in the way that Anglian Water uses spatial data to collaborate and make key decisions, with net savings of £1m identified.  When the newly formed SPA went from an office-based organisation to a home-based organisation overnight due to COVID19, standing up an effective central GIS system was critical to maintain the ability to work efficiently, by providing a common window to the complex data environment to all users. With 500km of land parcels and around 5000 stakeholders to liaise with, the GIS system provided the central data repository as well as landowner and stakeholder relationship management. The mobile device applications, land management system, ground investigation solution and ecology mapping processes all enabled SPA to hit its key consenting and EIA (Environmental Impact Assessment) application dates.   We got the Alliance in place and fully operative within six months and the SPA GIS has helped fast-track a key SPA goal of increasing automation throughout the project lifecycle; automation tools such as FME (Feature Manipulation Engine), Python and Model Builder have been widely adopted, driving efficiencies.   The SPA GIS analyses and visually displays geographically referenced information. It uses data that is attached to a unique location and enables users to collaborate and visualise near real time information. Digital optimisation will provide enormous value and efficiencies in engineering, production, and operational costs of the smart water system. Having a single repository of up-to-date core project geospatial deliverables and information has reduced risk and enabled domain experts and our supply chain to interact with data efficiently.  Enterprise Architecture Spending quality time up front in developing an enterprise architecture and data model allowed us to develop a CDE based around GIS. A cost model was approved for the full five years, and the platform was successfully rolled out. The Enterprise Architecture model was created in a repository linked to Anglian Water’s enterprise. This included mapping out the technology and data integration requirements, as well as the full end-to-end business processes. The result was a consistent, interoperable solution stack that could be used by all alliance partners, avoiding costly duplication. GIS was identified as a key method of integrating data from a wide range of different sources, helping to improve access across the alliance to single version of the truth and improving confidence in data quality. In addition, a fully attributed spatial data model was developed representing the physical assets. This will help support future operations and maintenance use cases that monitor asset performance. Benefits The use of our GIS system is enabling SPA to meet its obligations around planning applications and obtaining landowner consent to survey, inspect and construct the strategic pipeline. Hundreds of Gb of data had to be collected, analysed, and managed to create our submissions.  The SPA GIS provides secure, consistent, and rapid access to large volumes of geospatial data in a single repository. Using a common ‘web-centric’ application, the solution enables teams to cooperate on location-based data, ensuring its 700+ users can access current and accurate information. The intuitive interface, combined with unlimited user access, has enabled the Alliance to rapidly scale without restriction.  We have also enabled the functionality for desktop software (ESRI ArcPro, QGIS, FME, AutoDesk CAD and Civil3D) to connect to the geodatabase to allow specialist users to work with the data in the managed, controlled environment, including our supply chain partners. The integration of SPA Land Management and SPA GIS in one platform has brought advantages to stakeholder relationship management by enabling engagement to be reviewed spatially.  SPA’s integrated geospatial digital system has been the go-to resource for the diverse and complex teams. The use of our GIS system has been used to extensively engage with the wider Anglian Water operational teams, enabling greater collaboration and understanding of the complex system. The GIS system has, in part, enabled SPA to remove the need to construct over 100km of pipeline, instead re-using existing assets that have been identified in the GIS solution, contributing to the 63% reduction in forecast capital carbon, compared to the baseline.  The SPA Land Management solution incorporates four core areas: land ownership, land access survey management and stakeholder relationship management (developed by SPA) which puts stakeholder and customer engagement at its heart. With 300 unique land access users, traditionally, these areas would be looked after by separate teams, with separate systems which struggle to share data. With the digital tool, land and engagement data can be shared across SPA, creating a single source of truth, mitigating risk across the whole infrastructure programme. This has benefitted our customers, as engagement with them is managed much more effectively. Our customer sentiment surveys show 98% are satisfied with how we are communicating with them.  The Enterprise Architecture solution allows for capabilities to be transferred into Anglian Water’s enterprise, and there has been careful consideration around ensuring the value of data collected during the project is retained. SPA is developing blueprints as part of the outputs to enable future Alliances to align with best practices, data, cyber and technology policies. SPA is also focussing on developing the cultural and behavioural aspects with Anglian Water to enable Anglian to be able to accept the technological changes as part of this digital transformation. This is a substantial benefit and enables Anglian Water to continue to work towards its operator of the future ambitions, where digital technologies and human interfaces will delivery higher levels of operational excellence. 
  9. Catherine Condie

    Digital Twin Roadblocks report

    This research aimed to investigate the breadth and depth of digital twin blockers, galvanising the community towards greater engagement and collaboration to solve a complex set of national challenges. The DT Hub’s strategic approach was cyclical, beginning with highlighting the challenges and the opportunities faced by members. The project consisted of a series of strategy jams with the community interspersed by activity on the DT Hub in a ‘call-and-response’ manner. This approach became more effective as the project progressed. First, community thinking was used to seed the Roadblock Identification Jam, whose outputs in turn were put back into the community for further comment, refinement and validation. The next step was to kick off a discussion on the relative importance of different roadblocks to feed into the Roadblock Prioritisation Jam. Again, the outputs were subsequently checked in the wider community. The final DT Hub activity was preparatory to the Roadblock Prototyping Jam, consisting of a brainstorm to find ways around certain blockers, the results of which were fed into the final Jam – evaluating the problem definition and trying to find solutions. The research resulted in recommendations to support the DT Hub in tackling gaps, prioritising pressing issues and galvanising engagement to tackle the blockers. In summary, they are to: · Form a digital twin accelerator programme · Review the online community platform · Leverage the convening power of the DT Hub for engagement with others · Lead on the development of vision and value for digital twins · Evaluate and progress the Strategy Jam ideas · Introduce a problem-solving toolkit · Conduct a meta-analysis to compare this research with other findings and DT Hub resources. Read the report.
  10. This research aimed to investigate the breadth and depth of digital twin blockers, galvanising the community towards greater engagement and collaboration to solve a complex set of national challenges. The DT Hub’s strategic approach was cyclical, beginning with highlighting the challenges and the opportunities faced by members. The project consisted of a series of strategy jams with the community interspersed by activity on the DT Hub in a ‘call-and-response’ manner. This approach became more effective as the project progressed. First, community thinking was used to seed the Roadblock Identification Jam, whose outputs in turn were put back into the community for further comment, refinement and validation. The next step was to kick off a discussion on the relative importance of different roadblocks to feed into the Roadblock Prioritisation Jam. Again, the outputs were subsequently checked in the wider community. The final DT Hub activity was preparatory to the Roadblock Prototyping Jam, consisting of a brainstorm to find ways around certain blockers, the results of which were fed into the final Jam – evaluating the problem definition and trying to find solutions. The research resulted in recommendations to support the DT Hub in tackling gaps, prioritising pressing issues and galvanising engagement to tackle the blockers. In summary, they are to: · Form a digital twin accelerator programme · Review the online community platform · Leverage the convening power of the DT Hub for engagement with others · Lead on the development of vision and value for digital twins · Evaluate and progress the Strategy Jam ideas · Introduce a problem-solving toolkit · Conduct a meta-analysis to compare this research with other findings and DT Hub resources. Read the report.
  11. Catherine Condie

    Launching the Digital Twin Hub Community Council

    “The point of digital twins is to enable us to make better decisions that lead to better outcomes for people and nature. It is therefore important that the Digital Twin Hub is community driven, with input from people who will be using and benefitting from them. The setting up of the Digital Twin Hub Community Council is an important step for capturing that voice. I am looking forward to working with my Co-Chair, the Council and the Community to ensure that the Hub continues to support our needs as we work together towards a National Digital Twin.” Melissa Zanocco, Infrastructure Client Group Our primary aim at the DT (Digital Twin) Hub is to ensure the community is a vibrant, member-owned, resource-rich idea space, and in 2021 we took a number of steps to boost community engagement and conversation both inside and outside the web platform. One of these steps was to start a community led council. In November, we issued a call for members to form the new DT Hub Community Council. The call attracted a fantastic 70 responses, and we were truly encouraged by the application statements and words of support we received. Such was the enthusiasm that by December we had finalised our first 12 Community Council members and formed a large Community Champions network. The council will take an important advisory role in the future direction of the DT Hub. With their diverse skillsets and knowledge across industries and nations, both the council member and champions’ groups will be the eyes and ears of the community – giving it a strong voice as we develop our shared vision of an ecosystem of connected digital twins. The first Community Council meeting took place on 25 January 2022, sparking many discussions on ways to come together to further engagement opportunities for the wider membership. We are also delighted to announce that the council has appointed its co-chairs: Ali Nicholl from Iotics and Melissa Zanocco from the Infrastructure Client Group. Ali Nicholl said: “I am excited to part of the DT Hub’s Community Council and look forward to working with the council and the diverse community it represents. The DT Hub isn’t in the business of seeking consensus on a single point of view, a single application or a single standard. Instead, we see a community developing approaches where cooperation between twins, individuals, organisations and sectors can deliver the platforms for human flourishing that societies globally so desperately need. It’s in that spirt of cooperation that we have co-chairs and I can’t wait to work together to support the community in achieving our shared vision.” Ali and Melissa’s fellow council members, with digital twin/digital transformation experience spanning strategy, systems, standards to people development, are Peter Burnett, Network Rail; John Erkoyuncu, Cranfield University; Polly Hudson, UCL/Alan Turing Institute; Paul May, John Lewis Partnership; Laura Mills, KPMG; Dan Rossiter, BSI (British Standards Institution) Group; Timothy Ståhle, Akademiska Hus (Sweden); Glenn Worrall, Bentley Systems UK; Amanda Wyzenbeek, Mott MacDonald (Australia); and Jamie Young, Wates. We welcome the new DT Hub Community Council and our Community Champions and look forward to updating members on their progress in the coming months. You can find out more about the Council Members and contact the team via the Community Council page. Why not join the Community Champions network to share your ideas for the DT Hub community?
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    As this phase of CReDo draws to a close, the project team invites you to a webinar on 2nd march to share the project outcomes and learnings. Hear from the CReDo team about the technical demonstrator they delivered and the lessons they learned, and find out how you can pick up the vital work of collaboration through connected digital twins. The National Digital Twin programme has developed a Climate Resilience Demonstrator (CReDo), a pioneering climate change adaptation digital twin project that provides a practical example of how connected data can improve climate adaptation and resilience across a system of systems. The product of a first-of-its-kind collaboration, CReDo looks specifically at the impact of flooding on energy, water and telecoms networks. It demonstrates how those who own and operate them can use secure, resilient, information sharing across sector boundaries to mitigate the effect of flooding on network performance and service delivery. It also provides an important template to build on to adapt it to other challenges, such as climate mitigation and net zero. To register, please click here.
  13. BSI Flex 260 Built environment - Digital twins overview and general principles This work began with the Standards Roadmap developed by the British Standards Institute to explore the existing standards landscape and define a route charting the subsequent standards opportunities. It will evolve with the development of standards within the BSI’s recommended framework for digital twins in the built environment. We have chosen to test the BSI Flex approach to explore its applicability in the context of connected digital twins. It allows for iterative modification of the standard as common knowledge around digital twins develop, lessons are learned, and practical experience is gained across domains and geographies. The consultation period for this Flex standard runs for six weeks until Monday 7 March 2022. Please see: BSI Flex standard landing page BSI Flex standard commenting page
  14. We are pleased to announce the publication of the (Smart Infrastructure Index) Digital Maturity Benchmarking report. Summary of responses This year, we received 57 responses from the DT Hub community as a whole, this compares with 21 responses in 2020 from asset owners/operators. While increasing the reach of the survey, it also influenced the scoring. The overall digital maturity score for the DT Hub community was 37.3 in 2020, decreasing to 33.6 in 2021. When looking at scores for asset owners / operators only, the decrease was evident, however far less significant, with the average score of 37.1 in 2021. The overarching observation of this year’s Smart Infrastructure Index results is that on average, the digital maturity score of the DT Hub community has decreased. However, the overall digital maturity of the DT Hub community’s member organisations has not necessarily dropped. There are two key factors which lead to this conclusion: first, that the demographic of respondents has changed, with the survey being sent to vendors and academia as well as asset owners / operators; and second, that the DT Hub community last year was much smaller than it is now, with far fewer organisations, who likely fall into the category of ‘early adopters’ of digital twins and digital more generally. Analysis and recommendations to improve digital maturity This report compares results from the 2021 Digital Twin question set with those from 2020, arranging observations and insights into subcategories then continuing with an analysis of the core Smart Infrastructure Index questions. It concludes with specific recommendations to improve digital maturity scores across both these categories. About the Smart Infrastructure Index The Smart Infrastructure Index allows organisations to: Better understand their maturity in relation to both digital transformation and digital twins Compare and contrast DT Hub members with broader Index metrics Draw comparisons with the wider community Understand progress in the last year Identify future areas of focus. The DT Hub version of the Smart Infrastructure Index includes core questions that assess digital maturity across the asset lifecycle and an extension focused on digital twins in the context of the National Digital Twin programme (NDTp). Download the report
  15. By 2050, an estimated 4.1 million people will be affected by sight loss in the UK, making up a portion of the 14.1 million disabled people in the UK. How might digital twins create opportunities for better accessibility and navigability of the built environment for blind and partially sighted people? A new infographic presents a conception of how this might work in the future. In their work with the Moorfields Eye Hospital in London, the Smart Hospitals of the Future research team have explored how user-focused services based on connected digital twins might work. Starting from a user perspective, the team have investigated ways in which digital technology can support better services, and their ideas for a more accessible, seamless experience are captured in a new infographic. In the infographic, service user Suhani accesses assistive technology for blind people on her mobile phone to navigate her journey to an appointment at an eye hospital. On the way, she is aided by interoperable, live data from various digital twins that seamlessly respond to changing circumstances. The digital twins are undetectable to Suhani, but nevertheless they help her meet her goal of safely and comfortably getting to her appointment. They also help her doctors meet their goals of giving Suhani the best care possible. The doctors at the eye hospital are relying on a wider ecosystem of digital twins beyond their own building digital twin to make sure this happens, as Suhani’s successful journey to the hospital is vital to ensuring they can provide her with care. Physical assets, such as buildings and transport networks, are not the only things represented in this hypothetical ecosystem of connected digital twins. A vital component pictured here are digital twins of patients based on their medical data, and the team brings up questions about the social acceptability and security of digital twins of people, particularly vulnerable people. No community is a monolith, and disabled communities are no exception. The research team acknowledges that more research is needed with the user community of Moorfields to understand the variety of needs across the service pathway that digital twins could support. As such, developers need to consider the range of users with different abilities and work with those users to design a truly inclusive ecosystem of digital twins. The work by the Smart Hospitals research team raises wider questions about the role of digital technology both in creating more physical accessibility in the built environment but also potentially creating more barriers to digital accessibility. It is not enough to create assistive technologies if not everyone can – or wants to – have access to those technologies. ‘The role of digital technologies in exacerbating potentially digital inequalities is something that needs to be looked at from a policy perspective, both at the hospital level, but also more generally, from a government Department of Health perspective,’ says Dr Michael Barrett, the project’s principal investigator. Dr Karl Prince, co-investigator, reflects that, ‘The traditional questions when it comes to this type of technology are raised as to: do they have access to equipment, and do they have the technical ability?’ The lesson is that you can build digital twins that create a better experience for people if you design digital systems from the perspective of an ecosystems of services, with input from users of that ecosystem. Through exciting case studies, the project raises vital questions about digital ethics and the potentially transformative effects of digital twins on the physical built environment. To read the infographic in detail, click here. You can read more from the Smart Hospitals project by visiting their research profile page. This research forms part of the Centre for Digital Built Britain’s (CDBB) work at the University of Cambridge. It was enabled by the Construction Innovation Hub, of which CDBB is a core partner, and funded by UK Research and Innovation (UKRI) through the Industrial Strategy Challenge Fund (ISCF). To join the conversation with others who are on their own digital twin journeys, join the Digital Twin Hub.
  16. In setting up the SPA Enterprise it was acknowledged that BIM principles would drive outperformance in both the project and asset lifecycles, and therefore an early focus ensured that the foundations were in place to enable SPA to maximise benefits from data and information. To smooth the integration of our physical assets and the associated data and information produced our enterprise architecture focussed on delivering a solution that would: Maximise the benefits from the existing Anglian enterprise. Ensure that data and information would integrate seamlessly with existing Anglian repositories. Easily be transitioned from the project to the asset information model. This approach would not hinder bringing any additional enterprise systems that would benefit Anglian Water but would ensure that any legacy systems were planned for seamless integration, giving a longer-term benefit (blueprint) for other and future Alliances. Development of the BIM strategy identified the need for the following BIM tools in line with recommendations in PAS1192-2 (now superseded): BIM Execution plan – in response to the EIR (Exchange Information Requirements). Common Data Environment (CDE) – to allow exchange of information within the project team and the wider supply chain eco-system - GIS (Geospatial Information System), BIM360, Azure, SharePoint. Master Information Delivery Plan (MIDP) and Task Information Delivery Plan (TIDP) – to manage delivery of information during a project. Supply chain EIR. Asset Information Model. Naming convention. During the initial period SPA has had to work closely with Anglian Water to ensure that we have the following in place: Clear information repositories. Data stewards. Approved data structures. Collaborative communication mechanisms. Appropriate security and authentication checks. Appropriate Governance. Clearly defined and agreed processes. As an early adopter on the Project13 programme (Centre for Digital Built Britain) the relational development of our supply chain eco-system was essential. All our suppliers complete a Collaboration Request Form (MS Flow Automate), and a BIM Capability Assessment (MS Flow Automate). We work through the SPA Supplier EIR with all partners to share our information management standards and determine how much we need to work with them to ensure the benefits of BIM are realised. Part of this induction is being clear on the expected deliverables and the format of these, and how they can interact with our common data environment. For all suppliers we set up a dedicated folder in our SharePoint and BIM360 environments for all information exchange and should there be a need for the supplier to access GIS or BIM models we assist them from a technological and behavioural perspective. We have created an automated OCRA (Originate Check Review Approve) process that SPA end-users use for Quality Assurance (QA) in SharePoint and BIM360. With BIM360 the OCRA workflows functionality is built in, and we can create new, customisable checking procedures at will. The CDE storage philosophy of project deliverable information is data driven, utilising file metadata to structure, sort, and search for information. ‘Containerisation’ of information utilising subfolder subsystems is kept minimal thereby facilitating a transparency and consistency in the storage of our information across all projects. A Digital Delivery lead was put in place by SPA as the platform owner for BIM 360 supported by a team of BIM Engineers. The setup, configuration and management of the platform is governed by the BIM Execution Plan and the CAD (Computer Aided Design) strategy. Throughout the design phase of projects in SPA, the various teams have endeavoured to create, and use coordinated, internally consistent, computable information about the project and provide this information to project stakeholders in the most valuable format possible. Following the statutory process and environmental impact study phases for the initial projects, the project moved towards detailed design with a multi-disciplinary design team. With support from the senior leadership in SPA, the design team have embraced a production-based approach which has entailed the adoption of 3D modelling techniques and BIM workflows. Data is transferred from analysis and design applications directly into an integrated model, leveraging 3D modelling techniques to enable clash detection, design visualisation and ‘optioneering’ as part of SPA’s Digital Rehearsal approach. The 3D and 2D information models not only serve as a visual communication tool to convey the infrastructure design to the various teams, statutory bodies, and public stakeholders, but was also a vital tool to inform Anglian Water of the development of the assets they will own and operate. The project team have utilised various BIM and GIS technology to enhance and communicate the various constraints (environmental, legislative, physical, ecological, hydraulic, geotechnical etc.) and complex design effectively to all stakeholders. This has been achieved in many formats utilising various software products throughout the project’s life cycle. This will include the use of a virtual reality (VR) gaming engine and the direct importation of the single integrated 3D tunnelling compound model into the GIS environment. This means that design conflicts are identified and rectified before construction drawings are completed and issued. Similarly, 3D simulations help promote safety and avoid costly inefficiency by identifying potential issues and mitigating against them in advance. It is estimated that setting up this framework will generate at least £1723k net savings over the project period using BIM. This is estimated by the reduction in individual time saved by designers, as well as project time saved. It should be noted that there are many non-financial benefits that have also been identified including benefits in safety (better identification of safety changes), to the wellbeing of our staff (reduced driving as collaboration in the model can be remote), and to the environment (reduced Carbon as less miles driven to meetings). There will also be Operational (Opex) savings because of the way that we collate, capture, manage and re-use data within the asset information model. These operational cost savings are yet to be quantified. There are also non-quantifiable benefits expected from a reduction in rework and prolongation. In conclusion the introduction of BIM techniques has greatly benefitted the Alliance and will continue to do so throughout the project and asset lifecycle.
  17. Dino Nola (East West Rail) presented at the Gemini Call on ‘Developing our Digital Twin Roadmap’
  18. At this morning's Gemini call NDTp update, @Peter El Hajjpresented a timeline of milestones from across the programme in 2021. From breaking through the 3000 member barrier here in the DT Hub community, to projects that have received wide recognition such as the CReDo film, a lot has happened that you may not know about. Here is the timeline and I have taken the liberty of sharing links to information on all of the key milestones below: Digital Twin Toolkit and Collaborative Workshop 2020 Benchmark Report Skills and Competency framework Capability Enhancement programme Agile Standards white paper The 7 Circles of Information Management and Process Model-based Information Requirement Cyber Physical Summit 1 Year of Gemini Calls The journey towards ‘grounded semantics’ CReDo webinar and film Ethics and the Gemini Principles report Would you like to give some recognition for a job well done in 2021? Whether it's for any of the CDBB team or even within your own organisation, feel free to share it below. On a final note, it's been a pleasure to be your Community Manager for the last 2 months, to have seen so many faces on Gemini Calls and I'm excited to establish our brand new DT Hub Community Council in 2022!
  19. Applications are now closed. Thank you for the excellent response! We will be in touch with all applicants soon Do you have a passion to be part of the ongoing success of the DT Hub? What we heard from the community at the time of creating our Annual Benchmark Report was a desire to become more involved in the direction of the DT Hub. With the help of member feedback, we have built on our early achievements, updated our website and put in place a number of improved features to enable this to happen. We are now pleased to announce the launch of the DT Hub Community Council. Why a Community Council? As our membership grows, it important that the DT Hub reflects the needs of its members. The new DT Hub Community Council will give members of the community a voice in its strategic direction and to share their feedback and ideas on how we can make the DT Hub even better. Why be part of it? As a Council member, you will have the opportunity to: influence the strategic direction of your community engage directly with peers and the DT Hub core team provide feedback on a range of new initiatives and shape ideas become visible as a recognised leader in the community What's the commitment? We will launch the Community Council in January 2022 with our first online meeting. Thereafter, meetings will be held once a quarter and will last no longer than 90 minutes. How to apply If you would like to join the DT Hub Community Council, simply email our Community Manager, claire.dowdall@cdbb.cam.ac.uk with a short statement of no more than 300 words on what you'd hope to bring to the Council. The Council that is envisaged will be as inclusive and diverse as possible, and we welcome applicants from across the academic, public and private sectors. If you're unable to get involved yourself, but know someone who would be an excellent candidate, you can nominate them by email, together with a short statement as to why you are nominating them.   Applications close on Friday 3 December 2021.  Successful candidates will be contacted via email before Friday 17 December, looking ahead to an inaugural meeting of the Council in January 2022.
  20. Interesting Question: What is one difficulty that you’ve encountered while trying to create a Digital Twin? Context: We’ve heard that creating a Digital Twin can be a bumpy road. Various challenges can get in the way no matter what sort of Digital Twin you’re trying to set up or why. We’ve noticed in various conversations on the DT Hub that there is a wide range of these challenges, from technical or cultural to those related to resources or supply chains, and so many more. We’d like to hear about your experiences, so please share them with us here. Just a few guidelines before you start: One example at a time please - no lists! However, multiple posts are welcomed Please cite the industry you’re talking about Please: Your posts need to be pithy: · Give each post a title that sums up your blocker · Limit each post to 100 words or so, or supply a short summary at the top if you can’t. · Please include an image, it helps your post stand out We encourage you to like, or vote, on each other’s posts if you agree with them, your facilitator Joao and the DT Hub/ 100%Open are looking forward to reading your input. Thank you.
  21. When we travel by train, we expect that we will arrive at our destination safely and on time. Safety and performance of their service network is therefore a key priority for Network Rail. Our latest video in the Digital Twin Journeys series tells the story of how researchers have inherited two intensively instrumented bridges and are transforming that high volume and velocity of data into a digital twin showing the wear and pressures on the bridges, as well as other information that can help the asset owners predict when maintenance will be required and meet their key priorities. Remote monitoring has several benefits over using human inspectors alone. Sensors reduce the subjectivity of monitoring. Factors such as light levels, weather and variations in alertness can change the subjective assessments made by human inspectors. They may also be able to identify issues arising before visual inspection can detect them by monitoring the stresses on the bridge. A human inspector will still be sent to site to follow up on what the remote sensing has indicated, and engineers will of course still need to perform maintenance. However, remote monitoring allows the asset owners to be smarter about how these human resources are deployed. One important insight for Network Rail is based on more accurate data about the loads the bridges are experiencing, and the research team have developed a combination of sensors to make a Bridge Weigh-In-Motion (B-WIM) Technology. As shown in the video, a combination of tilt sensors, bridge deformation and axle location sensors to calculate the weight of passing trains. As the accuracy of weight prediction data is impacted by changes to ambient humidity and temperature, sensors were added that detect these factors as well. Accelerometers were added to calculate rotational restraints at the boundary conditions to improve the accuracy of weight predictions and cameras were installed so that passing trains can be categorised by analysing the video footage.   The digital twin of the Staffordshire Bridges centres on a physics-based model for conducting structural analysis and load-carrying capacity assessments. The site-specific information, such as realistic loading conditions obtained by the sensors, will be fed into the physics-based model to simulate the real structure and provide the outputs of interest. A digital twin replica of the structure will be able to provide bridge engineers with any parameter of interest anywhere on the structure, including in non-instrumented locations. All of the sensors on these bridges produce a high volume of data at a high velocity. Without data curation, we could easily be overwhelmed by the volume of data they produce, but the research team is learning to narrow down to managing the right data in ways that provide the right insights at the right time. Working with Network Rail, this project will demonstrate the use of real-time data analytics integrated with digital twins to provide useful information to support engineers and asset managers to schedule proactive maintenance programmes and optimise future designs, increasing safety and reliability across their whole portfolio of assets. You can read more from the Staffordshire Bridges project by visiting their research profile. This research forms part of the Centre for Digital Built Britain’s (CDBB) work at the University of Cambridge. It was enabled by the Construction Innovation Hub, of which CDBB is a core partner, and funded by UK Research and Innovation (UKRI) through the Industrial Strategy Challenge Fund (ISCF). To see more from the Digital Twin Journeys series, see the homepage on the CDBB website.
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    National Grid Electricity System Operator (ESO) has launched a world-first programme to build a digital replica of the entire GB energy landscape, creating a virtual environment to share data, model and predict scenarios that support the decarbonisation of the energy system. The Virtual Energy System will be a digital twin of the existing physical energy system, working in parallel to enable an accessible, unified, real-time view of every part of the GB energy system. This virtual environment will create the ability to generate insights and new ideas and model solutions to cut real-world carbon emissions, supporting the transition to net zero while delivering long-term value to industry and consumers. The programme comes at a time when Great Britain’s energy system is undergoing its most significant ever transition, and this announcement coincides with the annual COP26 UN climate change conference this year, taking place in Glasgow. How the Virtual Energy System will work: 1. The development of the Virtual Energy System begins with an open framework, with agreed access, operations and security protocols. 2. Over time, this will be populated by existing and new digital twins – replicas of physical components of the energy system. 3. Each digital twin will contribute to and access real-time data on the status and operation of other elements of the system. 4. This layered data will generate insight, and a virtual environment through which to innovate ideas, with the potential to transform the system and support the transition to net zero. National Grid ESO will be hosting a free-to-access one-day online conference on 1 December, providing an opportunity for the energy industry and wider stakeholders to find out more about the programme and how to get involved with its design and development. Panellists include Ofgem, BEIS, Energy Digitalisation Taskforce, Energy Systems Catapult and more. Interested parties can register for the conference here (https://uk.virtualeventhosts.com/virtualenergysystemconference2021/login) An industry consultation will be launched in December, and future industry events will be announced as the programme develops. Visit the Virtual Energy System webpage. (https://www.nationalgrideso.com/virtual-energy-system) For more information about the Virtual Energy System and how to be involved, email VirtualES@nationalgrideso.com.
  23. Anglian Water is an early adopter of digital twins within the water sector, working closely with the Centre for Digital Built Britain to help develop the market and showcase how digital twins can support an organisation’s strategic outcomes. Anglian Water has a 15 year vision to develop a digital twin to sit alongside its physical assets. From an Anglian Water perspective, the Digital Twin is essentially an accurate digital representation of their physical assets, enabling insight, supporting decision making and leading to better outcomes. Aligning the digital twin objectives to Anglian Water’s regulated outcomes, as defined by the regulator OFWAT, has been a key step in developing the business case. With the initial vision and roadmap outlined the next step on the roadmap was to implement a proof of concept, to explore the value created from digital twins. Anglian Water undertook a discovery phase and a Proof of Concept with Black and Veatch for a Digital Twin back in 2019, and started to define how a Digital Twin would benefit the delivery and management of physical assets. The discovery phase looked to understand the current landscape, further enhancing the vision and roadmap, and establish persona requirements. It proved vital to really understand the organisation and the impact on people during this early exploratory work. The proof of concept looked at delivering three main outputs, focused on a pumping station to keep the scope focused and value measurable: To demonstrate an asset intelligence capability To demonstrate a visualisation capability To examine the asset data and architecture. Alongside the proof of concept other initiatives were kick started to consider how other elements of digital twin might add value, with a focus on more enhanced use of hydraulic models to explore how water networks could be further optimised. Anglian Water recognised early on that by integrating and enhancing many of the existing enterprise systems, existing investments could be leveraged and technology gaps identified. Learning from the proof of concept and other early works Anglian Water looked to the next step of the roadmap, a scaled demonstrator on the Strategic Pipeline Alliance. The Strategic Pipeline Alliance was set up to deliver up to 500km of large scale pipeline, and alongside this to start defining and delivering the first phase of the digital twin. SPA has a 2025 vision is to deliver a large-scale, holistically linked water transfer resilience system. This will be operated, performance managed and maintained using advanced digital technology. The SPA team set about developing a digital twin strategy which is based on the wider corporate vision and enhances the proof of concept work. The basic premise of the SPA digital twin is to integrate traditionally siloed business functions and systems, to deliver enhanced capability across the asset lifecycle. As with Anglian Water the SPA strategy is focused on using the technology available and developing a robust enterprise, integration, and data architecture to create a foundation for digital twin. Taking this a step further it was decided to adopt a product based approach, thinking about the development of digital twin products aligned to physical assets, that could be re-used across the wider Anglian Water enterprise. This whole life product based approach threw up some interesting challenges, namely how to build a business case that delivered benefit to SPA and also enabled Anglian Water’s future ambitions, taking a lifecycle view of the value delivered. To achieve this meant considering and assessing the value to both SPA during the capital delivery phase and Anglian Water during the operational phases. This process also highlighted that certain elements of the digital twin deliver value to both SPA and Anglian Water equally and could therefore be considered as a shared benefit. The resulting benefits register helped to identify the value delivered to the alliance partners which was vital to securing the delivery board sign off. As Anglian Water are a partner in the alliance, the ability to demonstrate value in the operational phase with SPA developing the technical foundation, was another key element in securing the investment. As part of the overall process the SPA board were keen to see how the investment would be allocated, therefore the strategy evolved to incorporate the capabilities to be developed within SPA to enable digital twin. This helped to inform and validate the team for digital twin delivery. With the capabilities and organisational chart resolved, a governance framework was put into place to allow the digital twin evolution to be managed effectively, putting in place the right checks and balances. This has included input and oversight from the wider Anglian Water team as ultimately, they will be responsible for managing the various digital twins long term. To validate the digital twin against the SPA outcomes and objectives, the various elements of the digital twin were incorporated into the overall enterprise architecture. This has proved to be an important part of the process to ensure alignment to the wider capabilities and importantly ensure the right technology is in place. The enterprise architecture continues to evolve to include information objects below the application layer, again building on the product based approach, so that the enterprise architecture can be utilised in the wider Anglian Water Alliances. In total the development of the strategy, business case and capabilities has taken 6 months, however it is important to note that this builds on the earlier proof of concept and ideation during the initial mobilisation of SPA. Given the approach a key next step is to work with Anglian Water to explore accelerated deployment of SPA digital twins on other major schemes, to put to test the product approach and maximise the investment made. We have learnt from the early developments on SPA that articulating a whole life view of value is vital and that focusing on capital / operational stages is equally important, so that appropriate budget holders can see the value being delivered. We have also learnt the importance of having a bold vision which must be matched by clear definition of the first few steps, showing a long term roadmap for achieving an enterprise digital twin. What is certainly clear is that we still have a lot to learn, however by following good architectural best practice and placing people and our environment at the heart of digital twin, we have put in place a good foundation from which to build. If you would like to know more, please get in touch through the DT Hub.
  24. Visual intelligence is the ability to capture, connect and communicate information about spaces in real time. Then to instantly transform it through visualisation techniques into accurate, accessible, actionable data useable by anyone that needs. A process embedded in the simple digital twin but enabled by emerging technologies, specifically the digital integration between devices, enhanced by immersive technology and artificial intelligence. Think of visual intelligence as a compass. Without it, a vessel can’t make the most of its assets, is uncertain where it’s headed, how it will be impacted by the environment and how it can reach its destination with maximum efficiency and care for its crew. Businesses have to take certain actions to increase ROI, communicate to and manage disparate teams, automate with confidence, set out clear directions and grow faster. Connected and integrated data translated into visual intelligence enables these actions. It is the compass. Attached are some insight from a few companies who started with a simple digital twin – a connection of data – but who have embraced visual intelligence and what it means for them National Digital Twin presentation (1.1).pdf
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