IEC SRD 63302-2:2025

IEC SRD 63302-2 ®
Edition 1.0 2025-09
SYSTEMS REFERENCE
DELIVERABLE
Smart city use case collection and analysis – Intelligent operations centre for
smart cities –
Part 2 : Use case analysis
ICS 13.020.20; 03.100.70 ISBN 978-2-8327-0694-7

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CONTENTS
FOREWORD. 4
INTRODUCTION . 6
1 Scope . 7
2 Normative references . 7
3 Terms and definitions and abbreviated terms . 7
3.1 Terms and definitions . 7
3.2 Abbreviated terms . 8
4 Approach for use case collection and analysis . 8
5 Use case analysis in different application areas . 10
5.1 General . 10
5.2 Government affairs service . 10
5.2.1 Use cases description . 10
5.2.2 Stakeholder and user stories analysis . 11
5.2.3 Technique and standards requirement analysis . 12
5.2.4 Related documents . 12
5.3 Public service . 13
5.3.1 Use cases description . 13
5.3.2 Stakeholder and user stories analysis . 13
5.3.3 Technique and standards requirement analysis . 15
5.3.4 Related documents . 16
5.4 Living environment . 16
5.4.1 Use cases description . 16
5.4.2 Stakeholder and user stories analysis . 17
5.4.3 Technique and standards requirement analysis . 19
5.4.4 Related documents . 19
5.5 Industrial economy . 20
5.5.1 Use cases description . 20
5.5.2 Stakeholder and user stories analysis . 20
5.5.3 Technique and standards requirement analysis . 22
5.5.4 Related documents . 22
5.6 Urban governance . 23
5.6.1 Use cases description . 23
5.6.2 Stakeholder and user stories analysis . 23
5.6.3 Technique and standards requirement analysis . 24
5.6.4 Related documents . 25
5.7 Public safety . 25
5.7.1 Use cases description . 25
5.7.2 Stakeholder and user stories analysis . 26
5.7.3 Technique and standards requirement analysis . 28
5.7.4 Related documents . 29
5.8 Urban transportation . 29
5.8.1 Use cases description . 29
5.8.2 Stakeholder and user stories analysis . 30
5.8.3 Technique and standards requirement analysis . 33
5.8.4 Related documents . 34
6 High-level use case analysis and results . 35
6.1 General . 35
6.2 Government affairs service . 35
6.2.1 Relational mapping . 35
6.2.2 Need statement analysis . 35
6.3 Public service . 36
6.3.1 Relational mapping . 36
6.3.2 Need statement analysis . 36
6.3.3 Precondition requirement analysis . 37
6.4 Living environment . 37
6.4.1 Relational mapping . 37
6.4.2 Need statement analysis . 37
6.4.3 Precondition requirement analysis . 37
6.5 Industrial economy . 38
6.5.1 Relational mapping . 38
6.5.2 Need statement analysis . 38
6.5.3 Precondition requirement analysis . 39
6.6 Urban governance . 39
6.6.1 Relational mapping . 39
6.6.2 Need statement analysis . 39
6.6.3 Precondition requirement analysis . 40
6.7 Public safety . 40
6.7.1 Relational mapping . 40
6.7.2 Need statement analysis . 40
6.7.3 Precondition requirement analysis . 40
6.8 Urban transportation . 40
6.8.1 Relational mapping . 40
6.8.2 Need statement analysis . 41
6.8.3 Precondition requirement analysis . 41
7 System analysis and results . 42
7.1 General picture of IOC use cases, stakeholders and non-human actors . 42
7.2 Technical and realization analysis . 43
7.3 Use case analysis and results . 45
7.4 Needs statement, requirement and stakeholder integrated analysis results . 46
7.4.1 Word frequency analysis of needs statements . 46
7.4.2 Word frequency analysis of requirements for the standards . 46
7.4.3 Stakeholder analysis . 46
7.4.4 Integrated analysis and standard needs . 47
Bibliography . 48

Figure 1 – Approach for use case collection and analysis . 9
Figure 2 – Approach detail for use case collection and analysis . 10
Figure 3 – Government affairs service's relational mapping . 35
Figure 4 – Public service's relational mapping . 36
Figure 5 – Living environment's relational mapping . 37
Figure 6 – Industrial economy's relational mapping . 38
Figure 7 – Urban governance's relational mapping . 39
Figure 8 – Public safety's relational mapping . 40
Figure 9 – Urban transportation's relational mapping . 41
Figure 10 – General picture of IOC use cases, stakeholders and non-human actors . 43
Figure 11 – IOC technical architecture level of four layers . 44
Figure 12 – IOC system realization . 44

Table 1 – List of stakeholders and description in smart market supervision . 11
Table 2 – List of stakeholders and description in on-line government service . 12
Table 3 – List of stakeholders and description in public health emergency management . 13
Table 4 – List of stakeholders and description in assisted independent living
management . 14
Table 5 – List of stakeholders and description in cold-chain management . 15
Table 6 – List of stakeholders and description in electricity conservation . 17
Table 7 – List of stakeholders and description in medical waste monitoring . 18
Table 8 – List of stakeholders and description in smart water . 18
Table 9 – List of stakeholders and description in smart campus . 20
Table 10 – List of stakeholders and description in urban business environment . 21
Table 11 – List of stakeholders and description in Urban economic operation
monitoring . 21
Table 12 – List of stakeholders and description in urban investment management . 22
Table 13 – List of stakeholders and description in urban management . 23
Table 14 – List of stakeholders and description in intelligent pipeline network . 24
Table 15 – List of stakeholders and description in CIM . 24
Table 16 – List of stakeholders and description in emergency response . 26
Table 17 – List of stakeholders and description in safety network . 27
Table 18 – List of stakeholders and description in natural disaster management . 27
Table 19 – List of stakeholders and description in fire management . 28
Table 20 – List of stakeholders and description in barrier-free transportation . 30
Table 21 – List of stakeholders and description in smart parking . 31
Table 22 – List of stakeholders and description in smart crosswalk . 32
Table 23 – List of stakeholders and description in intelligent rail transit . 32
Table 24 – List of stakeholders of intelligent rail transit . 33
Table 25 – Needs of standards by different group of stakeholders . 46
Table 26 – IOC standard need list . 47

INTERNATIONAL ELECTROTECHNICAL COMMISSION
____________
Smart city use case collection and analysis -
Intelligent operations centre for smart cities -
Part 2: Use case analysis
FOREWORD
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IEC SRD 63302-2 has been prepared by IEC systems committee Smart Cities: Electrotechnical
aspects of smart cities. It is a Systems Reference Deliverable.
The text of this Systems Reference Deliverable is based on the following documents:
Draft Report on voting
SyCSmartCities/383/DTS SyCSmartCities/393/RVDTS

Full information on the voting for its approval can be found in the report on voting indicated in
the above table.
The language used for the development of this International Standard is English.
This document was drafted in accordance with ISO/IEC Directives, Part 2, and developed in
accordance with ISO/IEC Directives, Part 1 and ISO/IEC Directives, IEC Supplement, available
at www.iec.ch/members_experts/refdocs. The main document types developed by IEC are
described in greater detail at www.iec.ch/publications.
A list of all parts in the IEC SRD 63302 series, published under the general title Smart city use
case collection and analysis – Intelligent operations centre for smart cities, can be found on the
IEC website.
The committee has decided that the contents of this document will remain unchanged until the
stability date indicated on the IEC website under webstore.iec.ch in the data related to the
specific document. At this date, the document will be
• reconfirmed,
• withdrawn, or
• revised.
INTRODUCTION
Digital solutions are accelerating the integration of real-world applications in urban areas,
including city governance, healthcare, environment, traffic, education, security and so on.
However, many smart solutions are still implemented within single-domains, providing isolated
city services. The data flows and data across the various services can be suitably integrated to
provide sharing and re-usability. To be effective, the coordination of data and service requires
an overarching framework coupled with an intelligent operations centre (IOC).
An IOC is tailored to provide urban managers, enterprises and citizens with access to
operational and organized solutions. Based on city-level database and new technologies, such
as big data, AI, cloud computing, blockchain etc., the IOC processes city information and
provides innovative services for urban managers, operators and other stakeholders. Compared
with single-domain systems, the IOC can better support monitoring and visualizing, decision
making and cross-domain cooperation. The IOC will play an important role in integrating city
services such as police, health services traffic management and rescue services, including but
not limited to the following methods.
a) The centralized operations dashboard and mobile application will allow real-time monitoring
and information processing to improve response to emergencies.
b) The centralized and intelligent platform will enable noticeable improvements in the
management of public safety, like crime prevention, emergency response, threat prevention
and response, and traffic management.
c) The IOCs technologically advanced analysis, integrated communications, GPS and video
surveillance capabilities will help residents and domain (energy, water, horticulture, waste
and security) supervisors to collaborate in a smarter way.
d) The integrated data visualization, near real-time collaboration and deep analytics it provides
will help agencies prepare for problems, coordinate and manage response efforts and
enhance the efficiency of services.
e) IOC will enable residents to report issues such as broken street lights, electricity failure,
water wastage, etc. and check resolution status using their mobile devices.
f) IOC will include cyber security, privacy, artificial intelligence trustworthiness and digital
ethics safeguards to protect infrastructure, places and citizens.
Currently, IOC solutions are being implemented in different cities around the world, and the
stakeholders of these smart cities face similar challenges, including cross-domain cooperation,
monitoring and visualizing, intelligent analysis, user-oriented experience, etc. The provision of
standardization is considered as one of key factors to support IOC development, including the
development of the conceptual model, data exchange, IT infrastructures, services, and so on.

1 Scope
This part of IEC SRD 63302 deals with the intelligent operations centre for smart city from the
perspective of market relationship based on the analysis of IEC SRD 63302-1. This document
establishes a framework between existing standards and stakeholder requirements, aimed at
scoping out standard requirements and further standardization work. This document is a
contribution to the IEC use case management repository, which aims to collect, administer,
maintain, and analyse use cases.
2 Normative references
There are no normative references in this document.
3 Terms and definitions and abbreviated terms
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following
addresses:
• IEC Electropedia: available at https://www.electropedia.org/
• ISO Online browsing platform: available at https://www.iso.org/obp
3.1 Terms and definitions
3.1.1
stakeholder
individual, group or organization that has an interest in an organization or activity
Note 1 to entry: Usually a stakeholder can affect or is affected by the organization or the activity.
[SOURCE: IEC 60050-741:2020, 741-01-30]
3.1.2
building information modelling
use of a shared digital representation of a built object (including buildings, bridges, roads,
process plants, etc.) to facilitate design, construction and operation processes to form a reliable
basis for decisions
Note 1 to entry: The acronym BIM also stands for the shared digital representation of the physical and functional
characteristics of any construction works.
[SOURCE: ISO 29481-1:2016, 3.2]
3.1.3
Internet of Things
IoT
infrastructure of interconnected entities, people, systems and information resources together
with services which processes and reacts to information from the physical world and virtual
world
[SOURCE: ISO/IEC 20924:2024, 3.2.8]
3.1.4
big data
extensive datasets – primarily in the data characteristics of volume, variety, velocity, and/or
variability – that require a scalable technology for efficient storage, manipulation, management,
and analysis
Note 1 to entry: Big data is commonly used in many different ways, for example as the name of the scalable
technology used to handle big data extensive datasets.
[SOURCE: ISO/IEC 20546:2019, 3.1.2]
3.1.5
cloud computing
paradigm for enabling network access to a scalable and elastic pool of shareable physical or
virtual resources with self-service provisioning and administration on-demand
Note 1 to entry: Examples of resources include servers, operating systems, networks, software, applications, and
storage equipment.
[SOURCE: ISO/IEC 17788:2014, 3.2.5]
3.1.6
artificial intelligence
branch of computer science devoted to developing data processing systems that perform
functions normally associated with human intelligence, such as reasoning, learning and self-
improvement
[SOURCE: ISO/IEC/IEEE 24765:2017, 3.234]
3.1.7
intelligent operations centre
IOC
facility that gathers and analyses data from many city systems to provide a unified view of all
city agencies to enable the city to predict events and respond quickly and appropriately
Note 1 to entry: The IOC is also referred to as "command control centre", "integrated control centre", "city brain" or
"city operation hub". No matter what name is used, these all share very similar functions, bringing together
information from around the city into a common hub, translating this into insights regarding city operations and
guiding city management to be more efficient.
3.2 Abbreviated terms
3D three dimension
CDC centre for disease control and prevention
CIM city information modelling
DRT demand responsive transport
IOC intelligent operations centre
IoT Internet of Things
PC personal computer
SOE state-owned enterprise
4 Approach for use case collection and analysis
This document adopts a top-down approach to generate and collect the use case of intelligent
operation centre, as showed in Figure 1.
Figure 1 – Approach for use case collection and analysis
Firstly, a thorough study of intelligent operation centre is necessary at the beginning of use
case collection and analysis. The purposes of the work of IOC high level system study include
identify sub-systems, identifying basic stakeholder needs, and develop IOC use case template
for sub-system based on the IEC TR 62559-1 and IEC 62559-2.
Secondly, generate and collect a list of user databases about intelligent operation centre
including databases for use cases, human actors and their user stories, non-human actors and
their technique requirements (both functional and non-functional requirement). We develop a
list of significant user stories based on the collected use case, as well as a list of technique
requirement based on the aspect of non-human actors. In each corresponding area, user stories
and technique requirements are generated for each specific actors following a consistent
template.
Thirdly, conduct an interactive analysis based on the illustration of the relationship among
5 aspects in the use case analysis database, through which the preconditions and need
statements are generated. We further build up the high-level use case analysis database
according to those previous results, preparing for the integrated analysis that serves the
formation of requirements for standard.
Lastly, conduct an integrative analysis based on the high-level use case database, and identify
the standard gaps for intelligent operation centre and requirements for a family of intelligent
operation centre standards.
This document focuses on the third and fourth steps of the work approach.
As a complement to Figure 1, the chart shown in Figure 2 illustrates the research route and the
links between the different clauses of this document in more detail.
Figure 2 – Approach detail for use case collection and analysis
5 Use case analysis in different application areas
5.1 General
Aimed at systems integration and services collaborating in urban management, the IOC of smart
city fully utilizes perception technology, information technology, and communication technology
to process and analyse data collected from different devices and systems, and to provide a
visual simulation and management platform for urban managers. Based on this platform, urban
managers can get real-time city status, conduct necessary analysis and prediction, and obtain
scientific basis for decision-making in public services, social management, industrial
development, and other aspects of the city.
This document summarizes the description, objectives, results, and use cases of IOC
application scenarios, and describes the key role of the IOC from user perspective. This
document mainly introduces application scenarios in the following 8 fields: government affairs
service, public service, living environment, industrial economy, urban governance, public safety,
and urban transportation, then analyze their requirements for technology and standards, and
provide related documents.
5.2 Government affairs service
5.2.1 Use cases description
5.2.1.1 Market activity management and regulation
For the smart market supervision use case, an IOC integrates the information that impacts on
market activity by providing access to information to ensure for the efficient production,
distribution, consumption and disposal of resources such as traded goods, agriculture and retail
supply chains, enforcement of standards on goods and services, property development,
operation and management. This enables multiple markets and regulators to operate efficiently
and effectively together.
5.2.1.2 Government services
For on-line government services use case, the integrated online platform facilitates access to
private government data and public data resources to strengthen business collaboration, to
more efficiently deliver high quality government services in a needs-based targeted way via an
intuitive Web portal or mobile application supporting single or same sign on for easier trusted
secure access.
5.2.2 Stakeholder and user stories analysis
Stakeholders in smart market supervision mainly include mayor and supervision official,
informatization management personnel for market supervision, business management
personnel for market supervision and supervision and law enforcement officer. See Table 1.
Table 1 – List of stakeholders and description in smart market supervision
Name of
No. Identifier Area of city life stakeholder or Description Role in city
actor
Take charge of the
overall work of
market
Deputy mayor
Deputy mayor in charge supervision. Make
1 IOC-MS-01 Market supervision or market
of market supervision. major decisions
supervision
based on
information
collected.
Senior officer who
carries out deployment,
follow-up and analysis
Director of Take charge of the
of daily management
Market overall work of the
2 IOC-MS-02 Market supervision tasks, conducts
supervision Market supervision
command and dispatch
bureau bureau.
for major events and
activities in market
supervision area.
Developer of
market supervision
IT management Front-line officer who is
system,
personnel for responsible for system
responsible for
3 IOC-MS-03 Market supervision Market construction and
organizing
supervision maintenance in market
technology
bureau supervision area.
developers to
provide services.
Business Senior officer who
Responsible for
management deploys, follows up,
monitoring the risk
4 IOC-MS-04 Market supervision personnel for analyses and relays the
in market
market daily management tasks
supervision area.
supervision of market supervision.
Executor of related
Law tasks of the Market
enforcement Front-line officer who supervision bureau
5 IOC-MS-05 Market supervision officer for executes the task from including overall
market senior officer. supervision,
supervision inspection, and law
enforcement.
Stakeholders in on-line government services mainly include business handling department,
public data management department and individuals and enterprise. See Table 2.
Table 2 – List of stakeholders and description in on-line government service
Name of
No. Identifier Area of city life stakeholder or Description Role in city
actor
Officer responsible
Officer who handles
Business for enhancing
On-line government business to provide
1 IOC-OG-01 handling general efficiency
service services to individuals
department for department
and enterprises.
operation.
On-line government Public data Person who designs Make sure the
2 IOC-OG-02 service management and builds online platform is
department platform. functionally useful.
On-line government Individual and Person who applies for
3 IOC-OG-03 Beneficiary.
service enterprise government services.

5.2.3 Technique and standards requirement analysis
5.2.3.1 Market activity management and regulation
IOCs can assist in city operations and management and also at a micro level in regulating
business activity. For example, an IOC can manage complex supply chain quality controls for
trade and commerce aligned to investment and finance. It can manage the supply chains of
advanced manufacturing, agricultural or drug production to consumer production, distribution,
consumption and disposal, the handling and reported use of intellectual property rights and the
use of specialist equipment.
5.2.3.2 Government services
IOCs would need to establish standards for compliance and comparative analysis and would
rely on ICT with suitable security and privacy controls (video, sensor, cloud services, blockchain,
AI/ML data analytics and automated controls) to regulate and not disrupt the competitiveness
of industries or communities and citizens reliant on them.
There can be exceptions: the IOC cannot manage openly such as sensitive activities that are
deemed secretive where additional access controls and encryption apply. Governance
oversight and accountability is critically important for all IOCs, especially those operating in
sensitive and or secretive activities.
5.2.4 Related documents
Six related documents have been released internationally:
– ISO 18091;
– ISO/IEC 24039:2022;
– ISO/IEC 30182:2017;
– ISO 37106;
– ISO 37120;
– ISO 30146.
5.3 Public service
5.3.1 Use cases description
5.3.1.1 Public health emergency management
A public health emergency command and decision-making system can be built that integrates
intelligent multi-point and multi-channel monitoring, early warning, intervention, disposal,
evaluation, prediction and decision-making, and command and dispatch, to display information
intuitively with alert detection and notification and options to drill down to more detail, compare
data and predict outcomes in various formats including 2D and 3D formats to monitor incidents,
such as a medical emergency, epidemic, intense weather event, accident or terrorist situation,
to support a coordinated response with communications to the grassroots level.
5.3.1.2 Assisted independent living management
Independent living can help citizens live for longer in their own homes, reducing demand on
GP’s, hospitals and care homes. The inactivity of elderly people over a defined period of time
can be detected by utilizing IoT sensors that can detect motion and humidity level.
5.3.1.3 Cold chain management
Cold-chain management uses IOC scheme to grasp the real-time status of imported frozen
goods and logistics information, know about the panorama of cold storage, provide contents
about monitoring of frozen products warehouse in-out, traceability inquiry and early warning to
respond to the epidemic risk.
5.3.2 Stakeholder and user stories analysis
Stakeholders in public health emergency management mainly include CDC, health
administrative departments and medical institutions. See Table 3.
Table 3 – List of stakeholders and description in public health emergency management
Name of
No. Identifier Area of city life stakeholder or Description Role in city
actor
Make decisions
Director of and give
Public health People who ensure the
emergency commands on
1 IOC-HWM-01 emergency epidemic situation is
command epidemic
management controllable.
centre prevention and
control.
Director of Issue emergency
Public health emergency People who ensure disposal
2 IOC-HWM-02 emergency office of the proper emergency instructions,
management health response. command and
commission dispatch.
Undertake the
People who command
planning and
Director of and dispatch
construction pf
Public health information information, and
public health
3 IOC-HWM-03 emergency centre of the provide the information
emergency
management health system support
decision making
commission required by the
and command
emergency office.
system.
Study and verify
the public health
People who provide emergencies, and
Public health
coping strategies to share research
4 IOC-HWM-04 emergency Director of CDC
minimize the impact on results with the
management
public health. public to guide the
public coping
methods.
Stakeholders in assisted independent living management mainly include citizens, device
companies, city officials and emergency and police department. See Table 4.
Table 4 – List of stakeholders and description in assisted independent living
management
Name of
No. Identifier Area of city life stakeholder or Description Role in city
actor
They provide data
through the
device. Once the
motion-sensing
device is installed,
Smart motion They can request the
1 IOC-MSD-01 Citizens if any inactivity is
sensing device social welfare service.
detected for a
certain period of
time (over eight
hours), an alert is
sent to IOC.
Provide IoT sensor
They create and
Smart motion Device devices that can
2 IOC-MSD-02 provide the device for
sensing device companies detect movements
the users.
to IOC.
Provides social
welfare service to
the elderly who
are living alone –
Provide social welfare
Smart motion taking care of their
3 IOC-MSD-03 City officials service to citizens living
sensing device health and making
alone.
sure that the
environment of the
households is kept
adequate.
An officer at the
emergency or police
Emergency and React to
Smart motion department is
4 IOC-MSD-04 police emergency
sensing device responsible for the
department situations.
emergency alerts they
get from the IOC.
Stakeholders in cold-chain management mainly include mayor, market supervision official,
supervised warehouse administrator, food distributor, business owners in the market, logistics
operator and citizen. See Table 5.
Table 5 – List of stakeholders and description in cold-chain management
Name of
No. Identifier Area of city life stakeholder or Description Role in city
actor
Take charge of the
Deputy mayor in charge
Cold chain overall work of
1 IOC-CC-01 Mayor of market supervision
management market
(include frozen goods).
supervision.
Senior officer who
carries out deployment,
follow-up and analysis
Take charge of the
Market of daily management
Cold chain overall work of the
2 IOC-CC-02 supervision tasks, conducts
management Market supervision
official command and dispatch
bureau.
for major events and
activities in market
supervision area.
Ensure effective
Administrator of Manage and supervise
Cold chain operation of
3 IOC-CC-03 frozen goods warehouse for imported
management warehouse based
warehouse cold-chain food.
on IOC.
Provide accurate
cargo information,
Cold chain Distributor who imports
4 IOC-CC-04 Food distributor ensure the
management cold chain food.
compliance and
safety of goods.
Obtain accurate
Cold chain Business owner Purchase or sell cold-
5 IOC-CC-05 cargo information
management in the market chain food.
from IOC.
Accurately inquire
Cold chain Logistics Cold-chain food
6 IOC-CC-06 goods information
management operator transport.
from IOC.
5.3.3 Technique and standards requirement analysis
5.3.3.1 Public health emergency management
Public health emergency management requires the use of three operational management
systems: multi-point and multi-channel detection, intelligent warning and prediction, and
intelligent decision-making. The multi-point and multi-channel detection system requires multi-
dimensional monitoring channels for medical and health institutio
...