allineamenti durante il processo di gestione , come la revisione prezzi e l ’ allineamento del canone di gestione . I dati in questa sede possono apparire ridondanti , discordanti e di difficile riscontro perché derivano da processi con caratteristiche diverse .
Concludendo , il trattamento delle informazioni e dei dati all ’ interno di questo processo è frammentato . C ’ è la necessità di : uniformare e snellire le procedure di gestione dei flussi informativi garantendo una continuità delle
informazioni ; definire un ’ unica piattaforma informativa , su cui poter popolare le informazioni durante le varie fasi e da cui poter acquisire le informazioni per gestire le varie funzioni nel corso del processo . Una possibile soluzione potrebbe essere quella di definire una procedura standardizzata , che attraverso le figure professionali certificate CM & V del protocollo IPMVP potrebbero validare ogni iniziativa di illuminazione pubblica , verificando i dati di input e di output e poter ricevere un titolo di accesso autorizzativo alle procedure incentivanti .
LA FASE DI ACQUISIZIONE DEI DATI È LA PIÙ IMPORTANTE . CON I DATI RACCOLTI SI POTRANNO PRENDERE DECISIONI , STABILENDO LE STRATEGIE DELL ’ INIZIATIVA DATA ACQUISITION PHASE IS THE MOST IMPORTANT . WITH THE COLLECTED DATA , DECISIONS CAN BE MADE , DETERMINING THE STRATEGIES OF THE INITIATIVE
The Building Envelope / StockSnap
Information management in the Public Lighting renovation process
conscious and optimised management
A of a public lighting system is a synergistic process between ESCos and PAs that unfolds in three distinct operational steps , with insights into the exploitation of the collected information and data .
Project drafting and design Data acquisition phase , the most important one in the process . Once the data has been collected , decisions can be made , setting the strategies for the initiative . The state of the art in the information acquisition process appears to be fairly well codified . This is due to the contribution provided for the lighting sector by the various CAM and UNI standards . The professionals in the field use acquisition methodologies and processes that allow them to achieve a high reliability of data management . For their acquisition , innovation has played a central role in the definition of new tools and methodologies : cartographic systems and data acquisition based on GIS , 3D Laser
Scanners , drones , use of SW D . B . from the Cloud . This phase is digitised and technological , which allows for an efficient management of the amount of information available .
On-site implementation of planned works Operational phase , the moment of realisation of the works and of financial commitment by the investor . Materials are purchased , workers are hired , interaction with the various authorities takes place and work is carried out in the field . By contrast , the computerised tools and data acquired in the previous phase are not used to their full potential . Although it is possible to make purchases using advanced CRMs or to check them with incoming material in the warehouse , this is where the technological process of data management slows down or stops altogether . In this phase the undertaken procedures revert to analogue , as the data acquisition during the installation phase takes place with traditional tools that are not in continuity with the previous phase : this represents a critical point , as there is still no tool or procedure that allows to systematically acquire the installation information , except for the use of traditional schemes where the Works Management certifies the regular execution of the works .
Management of public lighting installations Finalisation phase of the lighting management process , the data acquired is used to manage the order procedures and to dialogue with the PA and institutional bodies such as GSE and ENEA . The information from the previous phases converge , are verified and used in the management process . These data have a high intrinsic value , both economically and operationally : they are used to manage TEE practices , to fill the PELL platform , and to make adjustments during the management process , such as price revision and alignment of the management fee . The data may here appear redundant , discordant and difficult to match because they stem from processes that have different characteristics .
In conclusion , the handling of information and data within this process is fragmented . It is necessary to : standardise and streamline the procedures for managing information flows , guaranteeing continuity of information ; define a single information platform , on which to store information during the various phases and from which to acquire information to manage the various functions during the process . A possible solution could be to define a standardised procedure , which through the CM & V certified professionals of the IPMVP protocol could validate each public lighting initiative , verifying the input and output data , thus receiving an authorisation access title to the incentive procedures .
LUCE 340 23