defining the smart grid a maturity model project lemus.pdf · includes: enabling demand and supply...

© Copyright IBM Corporation 2008

Defining the Smart Grid

A Maturity Model Project

Global Intelligent Utility Network Coalition

© Copyright APQC 2008. All Rights Reserved

Benchmarking

-- the process of identifying and learning from global best practices -- is a

powerful tool in the quest for continuous improvement and breakthroughs

2© Copyright APQC 2008. All Rights Reserved

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Why was a Smart Grid Maturity Model Needed?… A maturity model can move an entire industry forward

> To establish a shared picture of the Smart Grid journey

> To communicate the Smart Grid vision, internally and externally

> To assess current opportunities, choices and desired levels

> To use as a strategic and decision making framework

> To develop business, investment and rate cases

> To build an explicit plan to move from one level to another

> To measure progress using Key Performance Indicators (KPIs)

> To benchmark and learn from others


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What is a Maturity Model?

> A roadmap of activities, investments and best practices that lead to a desired future state

> It is used to guide, appraise and improve toward a known goal through distinct levels of capabilities and associated results• Each level identifies characteristics and tasks, and expected results• Any level can be, and define, an end state goal • If one wants to advance levels, each level lays the foundation for the next

> There are two steps to developing a maturity model1. Determine what you would expect to see at each stage along the

journey • “At Level 1, we would expect to see….”• “At Level 5, we would expect to see…”

2. Develop observable indicators of progress and Key Performance Indicators (KPIs) – measurable outcomes that should come with maturity

The Capability Maturity Model from Carnegie Mellon and the Software Engineering Institute changed software development globally


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The Road to the Smart Grid Maturity Model

Idea of a Smart Grid Maturity Model (MM) conceived by IBM and Centerpoint Energy

IBM underwrites APQC to guide and facilitate process

IBM industry experts create draft of MM Levels, Domains and Characteristics IUN Coalition adopts

SG/MM effort for good of the industry

IUN Coalition SMEs work together to refine maturity levels, characteristics, and identify key measures

APQC creates two surveys with input from IUN Coalition

Surveys piloted with Coalition

GOAL: Widespread industry adoption to help transfor m the industry

Process opened to broad industry use

Industry body assumes ongoing stewardship of Smart Grid Maturity Model

SG/MM Level Assessment

Survey

Smart Grid Results Survey

APQC is an internationally recognized nonprofit member-based research organization with over 30 years of systematic quality and process improvement research


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Smart Grid Maturity Model – Levels, Descriptions and Results

Level Level 11: :

Exploring and Initiating

Contemplating Smart Grid transformation. May have vision, but no strategy yet. Exploring options. Evaluating business cases, technologies. Might have elements already deployed.

Level Level 22: : Functional investing

Making decisions, at least at functional level. Business cases in place, investments being made. One or more functional deployments under waywith value being realized. Strategy in place.

Level Level 33: : Integrating –

Cross Functional

Smart Grid spreads. Operational linkages established between two or more functional areas. Management ensures decisions span functional interests, resulting in cross functional benefits.

Level Level 44: : Optimizing –Enterprise

Wide

Smart Grid functionality and benefits realized. Management and operational systems rely on and take full advantage of observability and integratedcontrol across and between enterprise functions.

Level Level 55: : Innovating –Next wave of

improvements

New business, operational, environmental and societal opportunities present themselves, and the capability exists to take advantage of them.

Vision

Strategy

Systemization

Transformation

Perpetual Innovation

Prophets, Heroes

Missionaries

Cross LOB Champions

Victors

Innovators

Experiments

Proof of Concepts

Repeatable practicesShared information

Real time correctionsBroad reuse

Self-healing operationsAutonomic business


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Smart Grid Maturity Model – Short DefinitionsAnswer to the question: What does it mean if I am level “X” ?

Level Level 11: :

Developing the foundation and defining

the vision for Smart Grid

Level 1 organizations have decided to move toward Smart Grid. They have a vision and evaluation projects, tests or proof of concepts underway. This includes investigating business cases, technologies, environmental and energy resource options, and ways to reshape the customer experience through Smart Grid.

Level Level 22: :

Implementing Smart Grid strategy within one or

more functions

Level 2 organizations have at least one Smart Grid project/deployment under way (e.g., AMI). There may be multiple towers of implementation, not necessarily tied together. They have business plans releasing investment dollars and more granular strategies toward end-to-end processes and a integrated vision.

Level Level 33: : A level of Smart Grid has

been achieved

Level 3 organizations have achieved, although potentially limited in scope, a Smart Grid. Key infrastructure and process changes are place which enable the flow of data and control within and across two or more functional areas. Decisions now reflect the increased data and automation for enhanced operation, products and services.

Level Level 44: : Widespread use of Smart

Grid yields benefits across the enterprise

Organizations that have achieved level 4 have achieved enterprise-wide Smart Grid transformation of their infrastructure and processes. Management and operational systems rely on and take full advantage of observability and integrated control across and between enterprise functions..

Level Level 55: : Fundamental

transformation of the utility business can

occur

Level 5 organizations extend the capabilities and benefits of level 4 through innovative programs, products and services and new operational and business models. They extend the state-of-the-art and state-of-the-industry, opening opportunities for transformation of end-to-end energy delivery systems and how energy is used.

Defining Statement Definition


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A Few Words About Levels

1 Exploring

1Exploring

0 Traditional

2 Investing

3 Integrating

4 Optimizing

5 Innovating

Smart Grid maturity level curve across the industry

that we might find today

Goal could be a

single end-to-end function (e.g. A

MM

)

Level 2 Goal

Cross functional

integration could be the ultim

ate end point

Level 3 Goal

Som

etimes the cost, or risk, of

moving to the next level m

ay exceed the befits

Level 4 Goal

Attributes of level 5 will likely change by the time we get there

Not every utility will need, or want, to go to level 5

What is yourSmart Grid objective

…your ideal end-state

One possible future state of

Smart Grid maturity across

the industry

Fiv

e Le

vels

of S

mar

t Grid

Mat

urity


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Smart Grid Domains: Important Elements (1 thru 4)

Societal and Environmental

Technology Includes: Information, engineering, integration of information and operational technology, standards, and business analytics tools

A cohesive technology strategy must connect and support the innumerable data sources and users, that make up a Smart Grid, today and into the future.

Includes: Conservation and green initiatives, sustainability, economics and ability to integrate alternative and distributed energy

Smart Grid can provide the ability for a utility, and society, to make choices and take advantage of energy alternatives and efficiencies, regarding both production and consumption.

People and Technology DomainsExamines the specific changes brought about through a Smart Grid transformation.

Strategy, Management & Regulatory

OrganizationIncludes: Vision, strategic planning, decision making, strategy execution and discipline, regulatory, investment process

The mission, vision, strategy, and how it is managed must be fully integrated in order to guide the way through a successful Smart Grid transformation.

Includes: Communications, culture, structure

For Smart Grid to be successful, the organizational structure must promote and reward cross functional planning and design and operations, but still allow for empowered decision making.


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Smart Grid Domains: Important Elements (5 thru 8)

Work and Asset Management

Grid Operations

Includes: Optimizing the assets and resources (people and equipment)

Operating and maintaining assets based on up to date, fact based performance data, enabling the evolution from preventative and reactive to predictive and self healing for more efficient use of resources.

Includes: Advanced grid observability & advanced grid control, quality and reliability

A solid core foundation of intelligent grid components and operational design, using technology and automation fused with enterprise processes becomes a holistic Smart Grid.

Process DomainsExamines the specific changes brought about through a Smart Grid transformation.

Value Chain Integration

Includes: Enabling demand and supply management, distributed generation, load management, leveraging market opportunities

Extending automation beyond traditional boundaries, and across the entire value chain, opens opportunities for innovation and efficiencies.

Customer Management and Experience

Includes: Retail, customer care, pricing options and control, advanced services and visibility into utilization quality, and performance

Through Smart Grid, the customer becomes empowered to make their own choices regarding their use and cost of energy.


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- Exploring strategic IT arch. for SG- Change control process for IT for SG- Identifying uses of technology to improve functional performance- Developing processes to evaluate technologies for SG

- Tactical IT investments aligned to strategic IT architecture within a LOB- Common selection process applied- Common architectural vision and commitment to standards across LOBs- Conceptual data comms. strategy - IED connectivity and business pilots- Implementing information security

- SG impacted business processes aligned with IT architecture across LOBs- Common architectural framework e.g. standards, common data models, etc.- Use of advanced intelligence/analytics- Advanced sensor plan (e.g. PMUs) - Implementing SG technology to improve cross LOB performance- Data comms. detailed strategy/tactics

- Data flows end to end (e.g. customer to generation) - Enterprise business processes optimized with strategic IT architecture - Real world aware systems - complex event processing, monitoring and control- Predictive modeling and near real-time simulation, analytics drives optimization- Enterprise-wide security implemented

- Autonomic computing, machine learning- Pervasive use and leadership on standards- Leader and influence in conferences and industry groups, etc…- Leading edge grid stability systems

- Articulated need to change- Executive commitment to change

- Culture of individual initiatives and discoveries - Knowledge growing; possibly compartmentalized (i.e. in silos)

- New vision influences change- Organizing more around operational end-to-end processes (e.g. breaking silos) - Matrix teams for planning and design of SG initiatives across LOBs

- Evaluating performance and compensation for Smart Grid

- SG is driver for org. change (addressing aging workforce, culture issues, etc.)- SG measures on balanced scorecard- Performance and compensation linked to SG success- Consistent SG leadership cross LOBs- Org. is adopting a matrix or overlay structure- Culture of collaboration and integration

- Integrated systems and control drive organizational transformation- End to end grid observability allows organizational leverage by stakeholders- Organization flattens- Significant restructuring likely occurs now (tuning to leverage new SG capabilities and processes)

- Collaboratively engage all stakeholders in all aspects of transformed business - Organizational changes support new ventures and services that emerge- Entrepreneurial mind set, Culture of innovation

- Awareness of issues and utility’s role in addressing the issues- Environmental compliance- Initiating conservation, efficiency, “green”- Renewables program

- Developing first SG vision- Support for experimentation

- Informal discussion with regulators- Funding likely out of existing budget

1 Exploring

and Initiating

- Established energy efficiency programs for customers- “Triple bottom line" view – (financial, environmental and societal)- Environmental proof of concepts underway- Consumption information provided to customers

- Integrated vision & acknowledgement- Initial strategy / business plan approved

- Initial alignment of investments to vision- Distinct SG set-aside funding / budget- Collaboration with regulators and stakeholders- Commitment to proof of concepts

- Identify initial SG leader

2 Functional Investing

- Active programs to address issue- Segmented & tailored information for customers – including environmental and social benefits - Programs to encourage off-peak usage- Integrated reporting of sustainability and impact- Synthesize triple bottom line view across LOBs

- Completed SG strategy and business case incorporated into corp. strategy- SG governance model deployed- SG Leader(s) (with authority) ensure cross LOB application of SG- Mandate/consensus with regulators to make and fund SG investments- Corp. strategy expanded to leverage new SG enabled services or offerings

3 Integrating

Cross Functional

- Collaboration with external stakeholders- Environmentally driven investments (aligned with SG strategy)- Environmental scorecard/reporting- Programs to shave peak demand- Ability to scale DG units- Available active mgmt. of end user energy uses and devices

- SG drives strategy and influences corporate direction- SG is a core competency- External stakeholders share in strategy- Willing to invest and divest, or engage in JV and IP sharing to execute strategy- Now enabled for enhanced mkt driven or innovative regulatory funding schemes

4 Optimizing Enterprise

Wide

- Actualize the "triple bottom line“-(financial, environmental and societal)- Customers enabled to manage their own usage (e.g. tools and self-adaptive networks)- Tailored analytics and advice to customers- Managing distributed generation

- Overall strategy expanded due to SG capabilities- Optimized rate design/regulatory policy (most beneficial regulatory treatment for investments made) - New business model opportunities present themselves and are implemented

5 Innovating Next Wave Improvements

Black text = Requirements for this level Blue text = Descriptive characteristics or desired traits

Organization & Structure

Communications, culture, knowledge management, training and education

Strategy, Management and Regulatory

Vision, planning, decision making, strategy execution and discipline, regulatory, investment

Phase II Highlights, People and Technology Domains (v3.1)

Information, engineering, integration of information and operational technology, standards, and business analytics tools

Societal & Environmental

Conservation and green initiatives, sustainability, economics and ability to integrate alternative and distributed energy

Technology

The Smart Grid

Maturity Model


IBM Use Only

- Research on how to reshape the customer experience through SG- Broad customer segmentation (e.g. geography, income)- Load management in place for C&I- Reactive customer experience

- Piloting AMI/AMR- Modeling of reliability issues to drive investments for improvements- Piloted remote disconnect/connect - More frequent customer usage data- Assessing impact of new services and delivery processes (e.g. HAN)

- High degree customer segmentation- Two-way meter, remote disconnect & connect, and remote load control- Outage detection at substation- Common customer experience - Customer participation in DR enabled- New interactive products/services- Predictive customer experience

- Usage analysis within pricing programs- Circuit level outage detection/notification - Net billing programs in the home- Automated response to pricing signals- Common customer experience integrated across all channels- Recent customer usage data (e.g. daily)- Behavior modeling augments customer segmentation

- Customer management of their end to end energy supply and usage level- Outage detection at residence/device- Plug-n-play customer based generation- Near real-time data on customer usage- Consumption level by device available - Mobility and CO2 programs

- Conducting value analysis for new systems- Exploring RAM (Remote Asset Monitoring), beyond SCADA- Exploring proactive/predictive asset maintenance- Exploring using spatial view of assets

- Developing mobile workforce strategy- Approach for tracking, inventory and event history of assets under development- Developing an integrated view of GIS and RAM with location, status and nodal interconnectivity

- Component performance and trend analysis- Developing CBM (Condition Based Mgmt.) on key components-Integrating RAM to asset mgmt, mobile work force and work order creation- Tracking inventory, source to utilization- Modeling asset investments for key components based on SG data

- Enterprise view of assets: location, status, interrelationships, connectivity and proximity - Asset models reality based (real data)- Optimization across fleet of assets- CBM and predictive management on key components- Efficient inventory management utilizing real asset status and modeling

- Optimizing the use of assets between and across supply chain participants- Just in time retirement of assets- Enterprise-wide abstract representation of assets for investment decisions

- Identified assets and programs within value chain to facilitate load management programs- Identified distributed generation sources and existing capabilities to support- Develop strategy for diverse resource portfolio

- Exploring new sensors, switches, comms. devices and technologies- Proof of concepts / component testing- Exploring outage & distribution mgmt. linked to sub-station automation- Building business case at functional level- Safety & physical security

1 Exploring

and Initiating

- Introducing support for home energy management systems - Redefine value chain to include entire eco-system (RTOs, customers, suppliers)- Pilot investments to support utilization of a diverse resource portfolio- Programs to promote customer DG

- Initial distribution to sub-station automation projects- Implementing advanced outage restoration schemes- Piloting remote monitoring on key assets (RAM) for manual decision making- Expanding and investing in extended communications networks

2 Functional Investing

- Integrated resource plan includes new targeted resources and technologies (e.g. DR, DG, volt/VAR)- Enabling market and consumption information for use by customer energy mgmt systems- New resources available as substitute for market products to meet reliability objectives

- Sharing data across functions/systems- Implementing control analytics to support decisions & system calculations- Move from estimation to fact-based planning- The customer meter becomes an essential grid management “sensor”- New process being defined due to increased automation and observability

3 Integrating

Cross Functional

- Energy resources dispatchable/tradable, utility realizes gain from ancillary services (e.g. power on demand)- Portfolio optimization modeling expanded for new resources and real time markets. - Ability to communicate with HAN (Home Area Network), incl. visibility and control of customer large demand appliances

- Integration into enterprise processes- Dynamic grid management- Tactical forecasts based on real data- Information available across enterprise through end-to-end observability - Automated decision making within protection schemes (leveraging increased analytics capabilities and context)

4 OptimizingEnterprise

Wide

- Coordinated energy management and generation throughout the supply chain- Coordinated control of entire energy assets - Dispatchable recourses are available for increasingly granular market options (e.g. LMP – Locational Marginal Pricing)

- Grid employs self-healing capabilities- Automated grid decisions system wide (applying proven analytic based controls)- Optimized rate design/regulatory policy- Ubiquitous system wide dynamic control

5 Innovating Next Wave Improvements

Black text = Requirements for this level Blue text = Descriptive characteristics or desired traits

Advanced grid observability & advanced grid control, quality and reliability

Work & Asset Management

Optimize the assets and resources (people and equipment)

Grid Operations Value Chain Integration

Enabling demand and supply management, distributed generation and load management, leveraging market opportunities

Customer Management & ExperienceRetail, customer care, pricing options and control, advanced services, visibility into utilization, quality, and, performance

Phase II Highlights, Process Domains (v3.1)

The Smart Grid

Maturity Model


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Smart Grid Maturity Model: Moving from the “lab”into real life

The Maturity Model was first used in Australia in a planning workshop for Country Energy, in order to help them set their strategic agenda for Smart Grid.

- Exploring strategic IT architecture- Change control process for IT - Identifying opportunities to use technology to improve functional departmental performance- Processes to evaluate and select technologies

- Governance aligns tactical IT investments to strategic IT architecture within a LOB- Common architectural vision and commitment to standards across LOBs- Data communications strategy for grid- IED connectivity and business pilots

- Business processes aligned with strategic IT architecture across LOBs- Application of common standards- Uses common data models, e.g. CIM- Uses distributed intelligence/analytics- Advanced sensor plan (e.g. PMUs) - Application of open standards and evolving of the shelf technologies

- Complex event processing- Background near real-time simulation- Analytics drives optimization- Application of technology to realize improved enterprise performance- Working with vendors to encourage new innovative technology solutions

- Autonomic computing, machine learning- Pervasive use and leadership on standards- Leader and invluence in conferences and industry groups, etc…- Leading edge grid stability systems

- Articulated commitment to change

- Executive commitment to change

- Culture of individual discoveries

- Knowledge growing; possibly compartmentalized (i.e. in silos)

- New vision influences change

- Begin organizing more around operational end-to-end processes

- Matrix teams for planning and design of IUN initiatives across LOBs

- IUN becomes driver for org. change- IUN measures on balanced scorecard- Performance and compensation linked to IUN- Consistent IUN leadership cross LOBs- Org. is adopting a matrix or overlay structure- Culture of collaboration and integration

- Integrated systems drives organizational transformation- End to end grid observability allows organizational leverage- Organization flattens- Significant restructuring likely occurs now

- Collaboratively engage all stakeholders in all aspects of transformed business

- Entrepreneurial mind set, Culture of innovation

- Awareness of issues- Environmental compliance

- Developing first IUN vision

- Support for experimentation

- Informal discussion with regulators

- Funding likely out of existing budget1

- Energy efficiency programs for customers- “Triple bottom line" view- Environmental proof of concepts underway- Consumption information provided to customers

- Integrated vision & organizational acknowledgement

- Initial alignment of investments to vision

- Distinct IUN set-aside funding / budget

- Collaboration with regulators and stakeholders

2

- Active programs to address issue- Segmented & tailored information for customers- Programs to encourage off-peak usage- Integrated reporting of sustainability and impact

- IUN vision, strategy and business case incorporated into corporate strategy- IUN Leader(s) (with authority) ensure cross LOB application of IUN- Mandate and/or consensus with regulators (including funding approaches) to make IUN investments- Corp. strategy expanded to leverage new IUN enabled services or offerings

3

- Collaboration with external stakeholders- Environmentally driven investments (aligned with IUN strategy)- Environmental scorecard/reporting- Programs to shave peak demand- Ability to scale D&G units- Available active mgmt. of end user energy uses

- IUN drives strategy and influences corporate direction- IUN is a core competency- External stakeholders share in strategy- Willing to invest and divest, or engage in JV and IP sharing to execute strategy- Opportunity for enhanced market driven or innovative regulatory funding schemes

4

- Actualize the "triple bottom line"- Customers enabled to manage their own usage (e.g. tools and self-adaptive networks)- Tailored analytics and advice to customers- Managing distributed generation

- Overall strategy expanded due to IUN capabilities

- Optimized rate design/regulatory policy (most beneficial regulatory treatment for investments made)

5





















- Funding likely out of existing budget1






2



3



4




5

Organization

& StructureStrategy & Management

Phase II Highlights, People and Technology Domains

Societal &

EnvironmentalTechnology





















- Funding likely out of existing budget

































- Funding likely out of existing budget













Phase II Highlights, People and Technology Domains

Work & Asset Management

Grid

Operations

Value Chain

Integration

Customer Management & Experience

Sample Planning and Scoring Matrix (hypothetical)


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Putting the Maturity Model to Use…assess, measure, and identify opportunities

Maturity Assessment• Used to determine Maturity

Level• Describes current state• Enables roadmap for

improvements

Section 2: Reliability

4. Please provide the following information regarding systemperformance for prior year:

a. Predicted SAIFI b. Actual SAIFIc. Predicted SAIDI d. Actual SAIDIe. Predicted MAIFI f. Actual MAIFI

5. Please provide the following information for Mean Time Between Failure (MTBF) by asset class:

Mean Time Between Failure

Mean Time to Repair

a. Switchesb. Breakersc. Capacitorsd. RTUs/Sensor

Opportunity & Results Survey• Depicts resulting performance• Identify trends• Enables business case and rate

case development

3.7. Value Chain Integration

a. no b. in developmentc. partly in place (supporting at least one new resource e.g., DR)d. mostly in place (supporting multiple resources)e. completely in place (supporting all available resources)

a. no b. in developmentc. a little (< 10% of all customers)d. to a great extent (10% - 70% of all customers)e. completely (> 70% of all customers)

A. Do you have an integrated resource plan including new types of resources (e.g., Volt/Var, demand response, distributed generation)?

B. Have you enabled customer premise energy management solutions with market and usage information?


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Survey Part 2

Examples of Operational and Performance Measures in the

Smart Grid Maturity Model Results Survey

> Metrics will be used to understand the current state and associated performance of organizations that are implementing Smart Grid. These metrics span multiple domains.

> Metrics will be classified into the these categories

Strategy & Management

Revenue

Technology

Demographic characteristics

Reliability

Cost

Operations

Customer benefit


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> Question Score• Each answer has preset value from

(0.0 – 1.0)• Multiple answers can have same

value

> Level Score• Average of all domains at that level• Achieved that level if:

• Previous level met• Sum of domains is > 0.70• At least six domains > 0.70

Assessment Scoring Schema

> Domain Score• Average of all answer scores for

that domain/level

> Overall Score• Awarded 1.0 for any level that is

achieved• Awarded sum of domains for

next higher level• Sum of these is the total IUNMM

Assessment score

QuestionWeighted

Value2.3. Grid OperationsA. Do you have any distribution/sub-station automation projects?a. No 0b. planned 0.4c. in progress 0.8d. some completed 1e. many completed 1

B. Are you implementing advanced grid protection schemes?a. No 0b. planned 0.4c. in progress 0.8d. many completed 1

1. Level 1 Exploring and Initiating 0.671.1. Strategy and Management 0.771.2. Organization 0.701.3. Grid Operations 0.701.4. Work and Asset Management 0.501.5. Customer Management and Experience 0.501.6. Technology 0.681.7. Value Chain Integration 0.651.8. Societal and Environmental 0.90

1. Level 1 Exploring and Initiating 0.792. Level 2 Functional Investing 0.613. Level 3 Integrating – Cross Functional 0.594. Level 4 Optimizing – Enterprise -Wide 0.375. Level 5 Innovating – Next Wave of Improvements 0.26

Summary ScoresLevel 1 Exploring and Initiating 1.00Level 2 Functional Investing 0.61Level 3 Integrating – Cross Functional 0.00Level 4 Optimizing – Enterprise -Wide 0.00Level 5 Innovating – Next Wave of Improvements 0.00

Maturity Score 1.61

Maturity Level Level 1

Question ValueAnswerS

coreDomain Score

3.3. Grid Operations 0.30A. Is new information enabled by IUN flowing across functions and systems?a. No 0 0b. a little 0.5 0c. moderately 0.8 0d. to a great extent 1 0

B. Has full scale implementation of control schemes been achieved?a. No 0 0b. planned 0.5 0.5c. partially completed 0.8 0d. completed 1 0

C. Has planning transitioned from estimation to fact-based using grid data?a. No 0 0b. a little 0.4 0.4c. moderately 0.8 0d. to a great extent 1 0e. completely 1 0


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1.60

Level 5 0.09 0.00 0.10 0.17 0.00 0.08 0.35 0.00 0.00

Level 4 0.14 0.40 0.10 0.00 0.15 0.22 0.16 0.00 0.10

Level 3 0.24 0.10 0.14 0.08 0.14 0.41 0.43 0.17 0.45

Level 2 0.60 0.67 0.33 0.65 0.60 0.58 0.61 0.60 0.76

Level 1 0.83 1.00 0.85 0.80 0.70 1.00 0.73 0.70 0.90

0.74

Level 5 0.14 0.07 0.50 0.00 0.15 0.15 0.15 0.00 0.10

Level 4 0.26 0.50 0.33 0.10 0.48 0.15 0.08 0.08 0.38

Level 3 0.40 0.60 0.36 0.25 0.24 0.50 0.43 0.33 0.50

Level 2 0.52 0.63 0.55 0.73 0.37 0.54 0.47 0.13 0.72

Level 1 0.74 0.67 1.00 0.55 0.57 0.70 0.95 0.53 0.95

1.61

Level 5 0.13 0.20 0.25 0.17 0.15 0.08 0.15 0.00 0.07

Level 4 0.24 0.37 0.17 0.16 0.23 0.35 0.18 0.23 0.25

Level 3 0.52 0.75 0.66 0.25 0.43 0.47 0.48 0.53 0.58

Level 2 0.61 0.75 0.85 0.78 0.23 0.60 0.77 0.37 0.50

Level 1 0.83 0.93 0.85 0.80 0.57 1.00 0.83 0.70 1.00

1.75

Level 5 0.06 0.13 0.15 0.07 0.00 0.08 0.00 0.07 0.00

Level 4 0.15 0.17 0.17 0.00 0.00 0.37 0.12 0.00 0.35

Level 3 0.40 0.35 0.44 0.10 0.27 0.73 0.35 0.50 0.43

Level 2 0.75 0.83 0.75 0.68 0.80 0.66 0.93 0.57 0.82

Level 1 0.91 1.00 0.85 0.95 0.83 0.70 1.00 0.93 1.00

2.46

Level 5 0.22 0.20 0.50 0.00 0.15 0.33 0.35 0.13 0.13

Level 4 0.27 0.37 0.10 0.32 0.15 0.53 0.14 0.25 0.28

Level 3 0.46 0.50 0.22 0.43 0.37 0.50 0.38 0.63 0.63

Level 2 0.72 0.58 0.40 0.83 0.70 0.84 0.86 0.70 0.82

Level 1 0.81 0.87 0.70 0.85 0.90 0.40 0.85 0.93 1.00

0.66

Level 5 0.12 0.20 0.15 0.00 0.50 0.00 0.00 0.00 0.10

Level 4 0.21 0.00 0.00 0.26 1.00 0.12 0.18 0.00 0.13

Level 3 0.36 0.00 0.28 0.45 0.83 0.16 0.48 0.17 0.48

Level 2 0.59 0.35 0.63 0.78 1.00 0.70 0.71 0.00 0.58

Level 1 0.66 0.60 0.85 0.85 0.90 0.00 0.85 0.60 0.65

SGMM Level Score

Strategy and Management

Organization Grid Operations



Customer Management and

ExperienceTechnology






SGMM Level Score












SGMM Level Score



Company A

Company B

Company C

Company D


SGMM Level Score




Company E

SGMM Level Score


Organization Grid OperationsWork and Asset

Management









Company F

Average Level Score


Organization Grid OperationsWork and Asset

Management

Maturity

Assessment

Results

> 0.7

> 0.4 & < 0.7

< 0.4

Domain Scoring:

> 0.7 ( and > 6 Domains)

> 0.4 ( and < 6 Domains)

< 0.4

Level Scoring:

4 companies @ level 2 for Technology and Societal & Environmental

One company @ level 2

One company @ level 4 for Work & Asset Mgmt


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Coalition Leadership & Experience Behind the Results

IUN/MM Steering Committee

•Patrick Cooper Country Energy•George Potts Pepco Holdings •Caroline Winn Sempra •Don Cortez Centerpoint Energy•Karen Harrison Progress Energy•Jen Jakobsson DONG

IUN/MM Work Team Leaders

Top Contributors / Leaders

•Emilie Hudson Centerpoint Energy•Clinton McAlister Country Energy•Rob Stewart Pepco Holdings

SME Contributors

•Paul De Martini SCE •Ken Murphy CNP•Martin Narendorf CNP•Neal Bartek Sempra•Terry Mohn Sempra•Todd Mcgregor PHI•Dale Gant PHI•Bob Krug PHI•Manley Higgins PHI•David Griffith PHI•Glenn Hein PHI•Tom Pierpoint PHI


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IBM Contributors

SME Contributors

•Steve Callahan•Don Mak•Mark Moskwitz•Ed Glister•Diane Wiggins•Sashi Pemmasani•Mal Coble•Kevin McArthur•Ron Ambrosio•Tony Erickson•Jeff Lee•Will Lowder•Kevin Klein•Cary Harmon•Mark Graham•Michael Danzinger•Srinives Rajan•William Jones•Kevin Monagle•Carl Podlogar

SME Contributors

•Karen Caldwell•Ray Jones•Brad Gammons•Allan Schurr•Michael Valocchi•Guido Bartels•Antonio Pires Santos•Martin Hauske•Gavin Jones•Vickie Dorris•Denis Garman•Rhonni Vazquez•Duane Dub•Takaaki Saitoh•Kieran Mcloughlin•Paul Williamson•Jeffrey Taft•Jeff Katz•Chris Couper•Scott Warren

defining the smart grid a maturity model project lemus.pdf · includes: enabling demand and supply...

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