Designing / Deploying Wave Energy Systems A Toolkit for Socio-Technical Problem Scenarios

1. Designing / Deploying Wave Energy SystemsA Toolkit for Socio-Technical Problem Scenarios Jenny Ure School of Informatics Univ. of Edinburgh

2. What • The proposal seeks access to / re-use of, existing solutions to problems of competitiveness and sustainability for SMEs addressing these issues in the context of renewable energy in the UK (and beyond)

3. How • Collaborative action research to map recurring problem scenarios at different stages in the development • (Sim concept to LOGIC/Pilot/ITF) • Provide Toolkit of Case Studies in Workshop format as basis for step change in planning and managing from pilot to mainstream delivery • Based on collaborative action research / benchmarking across projects

4. WHY • IT and engineering project managers (across sectors) identify recurring socio-technical and socio-political problem scenarios as one of the principal drains on time and performance in new developments • Many of these are generic, and have transferable solutions in other sectors or projects, IT managers in other engineering and IT projects identify these as key to competitive advantage, to cost-effectiveness and to system performance

5. Impact on Competitiveness and Innovation • These are high cost, high risk investments in a dynamic context where established wisdom is not available • Many of the problem scenarios are not documented, or shared as a basis for informing practice or policy • Many are already familiar in other distributed design, development and management contexts • Examples from projects in renewable energy (EU), oil and gas supply chain (W.Australia) and automotive supply chain systems (Brazil) Emerging Risk

6. Recurring problem: solution scenarios in the design and management of socio-technical systems

7. Examples from Oil and Gas The Core and Local Standards Scenario • Software designed to standardise safety compliance procedures globally, was actually increasing risk in some local operating sites • One size standards do not fit all • Local operators ignored safety standards that appeared inapplicable

8. Examples from the Renewable Energy Research Partnership Supporting SME Clusters in PV across EU Prof. Dr. Gudrun Jaegersberg Univ of Zwickau /Univ. Of Dresden Saxony/ Germany Jenny Ure School of Informatics Univ. of Edinburgh Scotland/ UK

9. Separating design of fixed and locally variable systems cut risks and improved performance • Communities are IS that can add value

12. The Cost of Misalignment • Challenger • Iraq procurement system was deemed a success - technically • Process Management - what ISO Standards miss

13. Example: Solar Energy SMEs in Spain Extract from Researchers notes: Stakeholder Issues

14. Case Studies from Other Regions/Contexts • Saxony/Germany (Solar SME cluster) • Valencia /Spain (Solar SME cluster) • Lombardy/Italy (Solar SME cluster) • Portugal (Solar and Wave - SMEs) • California (SME) • Brazil (SME) • W. Australia (Oil and Gas Supply Chain) • Curitiba, Brazil (Automotive Supply Chain)

15. Examples from HealthGrids: Identifying risks and the opportunities at each stage the human process 1.sampling 2.collecting 3.coding 4.cleaning 5.linkage 6.analysis 7.use the technical process

16. Fig. 1 Final Report Tabara S. (2006) Identifying Barriers in the WA Oil and Gas Supply Chain

17. Fig. 2 Final Report Tabara S. (2006) Identifying Gaps in the WA Oil and Gas Supply Chain)

18. Strategy 2 : PILOT & ITFCompetitiveness through Innovation • The PILOT initiative http://www.pilottaskforce.co.uk/ moved the emphasis to adding value through SME led innovation when cost-efficiencies and standardisation efforts had progressed far enough to mean that other factors such as innovation were becoming more significant differentiators.

19. Methodology The collaborative action research process has facilitated opportunities for collaboratively identifying and sharing evidence of barriers and gaps, as well as benchmarking strategies used in other regions at different points in this process.

20. Strategies to support innovation by end users • Shared Spaces for exchange SHARE Fairs – PILOT UK / Norway / Australia • Partnering LME SME Mentoring • Targeting jointly agreed needs • Alignment of stakeholder resources to common ends • Supportive practices for regional SMEs as innovators Fair contractual and payment practices / ITF • Brokerage and representation PILOT

21. …there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns -- the ones we don't know we don't know.

22. Recurring problem: solution scenarios at different stages the human process Agreeing Roles, Costs, Ownership Benefits, Liabilities Evaluating Public Acceptance of different scenarios Evaluating Project Risks & Costs Evaluating Environmental Impact Requirements Analysis and Scenario Planning Obtaining Legal Permissions the technical process Even before requirements analysis and development problems begins

23. e.g. Agreeing boundaries, roles and responsibilities in a reconfigured commercial landscape • Sphere of action • Ownership • Costs • Benefits • Liabilities • Responsibilities Adapted from a presentation by Alistair Rennie, AMEC, April 2008

24. e.g. Ownership, Liabilities Costs, Risks and Benefits in a New Strategic Alignment

25. Strategic Alignment to Common Ends

26. Methodology

27. About AMEC AMEC's energy businesses offer a comprehensive range of services for oil & gas and power assets that require an understanding of the technical, and the evolving economic, social, political and economic context of use in all the core areas where it provides services • Early appraisal work, selection and definition • Engineering design. • Project / process management • Cost, Safety and Risk Analysis • Delivery, commissioning, maintenance and modifications • Environmental impact assessment and monitoring • Environmental permitting and approvals

28. What • The proposal seeks access to / re-use of, existing solutions to problems of competitiveness and sustainability for SMEs addressing these issues in the context of renewable energy in the Uk (and beyond)

29. There are two main sources of innovation. The traditionally recognized source is manufacturer innovation. This is where an agent (person or business) innovates in order to sell the innovation. The other source of innovation, only now becoming widely recognized, is end-user innovation. Eric von Hippel

30. Partner Regions / Univ. Industry, Govt. Core EU Partners • Saxon Region (Germany) • Valencia Region (Spain) • Lombardy Region (Italy) • Scotland (Edinburgh, Aberdeen) Non EU partners • Perth region (W. Australia) • Parana region (Brazil)

31. The Challenge The rapid growth of the PV sector offers economic opportunities for Europe that must be seized now unless they are to be ceded to other regions of the world. The coming years will be decisive for the future role of the European PV industry.

32. SMEs are central to EU economy and innovation in this area, yet they.. are not well supported / integrated in regional or transregional clusters fragmented support by University, in research and training little representation in policy fora and larger operators lack shared technical infrastructure to support consortia, despite EGEE and other EU platforms lack shared strategies standards, practices, protocols that are SME friendly despite development of these for SMEs in some other energy sectors (PILOT, ITF)

33. Problem Context: Builds on previous projects in comparable sectors and regions Benchmarking SME integration and innovation scenarios in the oil and gas supply chain Integrating SMEs in the automotive supply chain to enhance benefits for local SMEs and global operators Aligning distributed technical and human networks in large-scale Grid collaborations Mapping gaps and barriers in socio-technical systems

34. e.g.Benchmarking SME integration and innovation scenarios in the oil and gas supply chain (W. Australia/ Scotland)

35. Benchmarking Evolving Models of Competitiveness and Innovation cost-cutting model - at expense of SMEs in the supply chain (UK LOGIC/CRINE Initiative) innovation based model - dependent on integration and support for SMEs in teh suppy chain (UK PILOT Initiative) http://www.logic-oil.com/ http://www.pilottaskforce.co.uk/

36. Benchmarking Recurring Problem: Solution Scenarios…

37. Benchmarking recurring ‘soft’ problem: solution scenarios e.g.

38. e.g. SME integration and innovation in the automotive industry (Germany: Brazil)

39. Aligning distributed networks to add value. (technical, social, organisational) • Identifying socio-technical and cross-cultural issues in trans-regional collaboration* • barriers to SME integration in the supply chain • addressing these issues through trans-regional research, placement, training networks *Link to refs.

40. Recurring Socio-technical Problem: Solution Scenarios at Different Stages in Supply Chain the distributed human process the distributed technical process

41. Proposal to extend preliminary resarch in these issues in currently emerging trans:regional PV clusters Scotland Saxony Lombardy Valencia Rome

42. Initial findings in partner regions indicate emerging issues such as… Political and Legal factors such as feed in tariffs, tax laws affecting investment/profits Lack of Quality Assurance standards Lack of skills / training Lack of coordination with educational, governmental and industry stakeholders

43. continued.. Lack of unified systems and processes, combined with excessive bureaucracy Lack of a unified voice in lobbying regional and national government Lack of a platform/forum for accessing/disseminating information Emerging clusters leveraging different regional strengths (e.g. Krannich)

44. Issues also evident in other studies Report by the Photovoltaic Technology Research Advisory Council (PV-TRAC)

45. Also - emerging transregional clusters of SMEs are now leveraging different regional strengths in new ways Germany Spain, Italy Engineering & R&D strengths Assembly & Marketing strengths

46. Aims of the Proposal Extend stakeholder analysis of gaps, barriers and explore emerging transregional cluster model Support sharing and reuse of recurring problem: solution scenarios Develop a jointly recognised R&D module (case studies developed by students on placement between partner regions) that can be combined with onsite modules reflecting regional knowledge. Explore requirements for Cloud platforms to provide scalable and SME friendly vehicles for collaboration in R&D

47. 1. Stakeholder analysis To identify gaps, barriers and opportunities to integration of SME clusters with and across regions In particular, for emerging trans-regional ‘brokerage’ models To support collaborative action research with regional stakeholders as a basis for policy within and across EU regions Universities Govt. Organisations SMEs

48. Identifying Costs and Benefits of Different Cluster / VO Structures Pilot research highlighted transient models of SME-led collaboration across regions which could be supported (Link to reports/publications)

49. 2: Mapping Recurring Problems and Solutions at different stages in the PV supply chain Informing research policy and practice through collaborative action research Jan Brunner(2008) Der Spanische Fotovoltaiksektor - Gaps & Barriers (Internal Report, August 2008) In Jaegersberg G., and Ure J.,Project Report.

50. 2:Benchmarking Recurring Problem:Solution Scenarios as beforee.g.PILOT/ITF – WA maturity decline growth UKNorth Sea (Pilot / ITF) WA