smart grid ibm

8/12/2019 Smart Grid IBM

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IBM Research

Smart Grid: Components and TimingFERC-NARUC Smart Grid Collaborative

Ron Ambrosio

Global Research Leader, Energy & Utilities Industry

Senior Technical Staff Member

IBM TJ Watson Research Center, Yorktown Heights, NY

U.S. Dept. of Energy GridWise Architecture Council Chairman


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IBM Research

2009 IBM Corporation

IS THERE AN OBVIOUS SEQUENCE TO GRID DEVELOPMENT?

What are the key components of a SmartGrid?

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Many starting points for smart grids

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Utility Business FunctionsAsset ManagementEquipment Condition Monitoring

Real time knowledge of asset health,

sweat the assets whilst controllingoperating risks

Increased asset life thru better

management & maintenance

Optimize Capital and O&M spending

Remote management of Sensors/IEDs

Operations ManagementIntelligent devices, sensors & meters to

eliminate system "blind spots"

Faster detection and localization ofoutages

Better load balancing & maintaining

stability

Locate power quality, reliability & fault

issues before they impact customers

Workforce Management Reduce frequency and duration of site

visits through remote monitoring and

configuration

Accurate response to outage location &

cause

Better prepared & informed crews

Captures the knowledge of staff

Planning ManagementAccess to accurate historical operations & asset data

improves grid planning

Optimize CAPEX across grid, defer capital

investments

Accurate design & sizing of new/ replacement

equipment to meet demand / growth

Investment decisions based on customer profile

Customer Experience Meet Regulator expectations

More choices about price and service

Less intrusion

More information with which to manage

consumption, cost, and other decisions.

Information Management Provides a common infrastructure for

Utility applications & communications

Access and re-use of common services

Data inputted one time, re-used many

times

Reduced system integration costs

Reduced operating costs

Reduced system maintenance costs

Revenue ManagementIntelligent meter a portal to the consumer

Profile of customer usage

Remote connect/disconnect, load control

Assurance of billing/revenues

Customer participation in time based

rates

An intelligent sensor on the grid


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IBM Research

2009 IBM Corporation4

ASM BresciaIntegrated automatic meters increase service, security and revenue

Business challenge

ASM Brescia sought to automate its gas and electricity meter readingprocesses. Sending employees out to read meters manually meant the

company was slow to collect revenue and it left too much opportunity forutility theft. Automating the process would allow the company to remotelyconnect and disconnect service, more efficiently monitor usage levels andreduce customer service costs.

Solution

IBM Business Consulting Services is managing a five-year project to

install a comprehensive automated meter management (AMM) solution.The project involves integrating more than 200,000 automated electronic

meters in an end-to-end solution that links the meters directly to ASM

Brescia's billing and customer service systems, replacing all of ASM

Brescia's traditional meters by 2006.

Benefits

New integrated meters will enable the company to offer highlycustomized, flexible commercial service packages and pricing options

Improved compliance with network monitoring and optimizationregulations

Increased service reliability

Improved fraud/loss management, faster revenue collection

Improved customer service

Solution Components Global Business Services

IBM WebSphere Software


Intelligent Utility Network


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IBM Research


Business challenge

DONG Energy is Denmarks largest energy company. Increasing

marketplace and regulatory demands along with a need for futureinfrastructure reinvestment drove Danish utility company DONG Energy to

look for a way to better manage and utilize its electrical distribution network

in order to respond to outages faster and more efficiently.

Solution

DONG Energy teamed with IBM to implement an Intelligent Utility Network

(IUN), installing remote monitoring and control devices that give the

company an unprecedented amount of information about the current stateof the grid. The new solution also involves extensive analysis of the data

provided by the remote devices, as well as reengineering of DONG

Energy's business processes. The IBM designed service-oriented

architecture (SOA) IT infrastructure to accommodate the new processes. ,

SOA makes IT processes far more flexible and scalable, improving DONG

Energy's responsiveness.

Benefits

Potential to reduce outage minutes by 25-50 percent

Fault search time reduced by one-third

Estimated capital savings on planned grid reinforcements of up to 90percent, when fully implemented

It turns out that the real

key isn't the fact that

we've got visibility into the

grid, though that was our

initial goal. It's that we

now have information

available on grid

performance that we

didn't have before. We

can do a lot with that

information. Peter

Vinter, power grid

specialist, DONG Energy

DONG EnergyMaking the most of the intelligent electrical grid

Solution Components Global Business Services

IBM Software Group

IBM Business Partner

PowerSense



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IBM Research


TernaIncreased reliability and manageability of their telecommunication infrastructure

Business challenge

After a major 2003 blackout in Italy, Terna discovered that it had a

transmission problem that was due to loss of telecommunications signaling inthe leased lines it used to monitor and manage its network. To improve the

reliability of the network, Terna needed a new and advanced backup system

to eliminate weak points and a centralized monitoring solution for its 300 field

stations.

Solution

Back-up IP network over power lines supplements superior MPLSfunctionality

Forward Error Control patch-panel solution with Asset LifecycleManagement

Joint Cisco-IBM team covering development, implementation andmaintenance

Benefits

Improved safety and security across entire nationwide high-voltagenetwork

New equipment costs at field stations cut by 90 percent

Low-maintenance costs

Digital solution will allow central monitoring and control of electrical line

In the energy sector,many of the technologiesare very old and they arenot open. We spotted theopportunity to create away of dealing with our

telecommunications thatwould get rid of a closedtechnology a customcomponentand insteadintegrate solutions on anopen standard platform,like the Cisco MPLSnetwork we are nowdeploying.

Carmine Auletta,CTO, Terna

Solution Components Global Technology Services



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IBM Research


THE SMART GRID MATURITY MODEL

How some utilit ies are planning their smartgrid roadmaps and investments

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IBM Research


Global Intelligent Utility Network Coalit ion

COALITION KNOWLEDGE TRANSFER

Formal knowledge sharing sessions organizedcovering key topics:

Fault Location

Automated Metering

Business Benefits Repository

Demo Centers

Advanced collaboration tools enable members topresent and share their expertise

COALITION DEVELOPMENT PROJECTS

The Coalition is jointly developing the followingthought leadership projects

Business Models of the Future

Embedded & Distributed Generation

Messaging

Smart Grid Maturity Model

Project deliverables and assets will likely be sharedwith industry as appropriate

- Smart Grid Maturity Model already made available to industry

MEMBER UPDATE

Seven leading utilities have joined the coalition: CNP...Q1 07 / USA

PHI ... Q2 07 / USA

Sempra Q4 07 / USA

Country Energy .. Q4 07 / Australia

Progress Energy .Q2 08 / USA

DONG Energy .Q2 08 / Denmark

NDPL Q3 08 / India

Two final coalition members will join in late2008/early 2009:

1 SW Europe Q4 08 / Q1 09

1 China/Japan/Asia Pacific . Q4 08 / Q1 09

Country

Energy

NDPL

DONG

Energy

PHI

PGNSempra

CNP

A TRULY GLOBAL COALITION -- Serving 46mElectric & Natural Gas Consumers


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9 Copyright APQC 2008. All Rights Reserved

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

It is not a tool for assessing utilities against each other


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12 Copyright APQC 2008. All Rights Reserved

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Eight smart grid domains and important elements

Societal andEnvironmental

Technology

Information, engineering, integration of

information and operational technology,

standards, and business analytics tools

Conservation and green initiatives,

sustainability, economics and ability to

integrate alternative and distributed energy

People and Technology Domains

Strategy, Management

and Regulatory

Organization

Vision, planning, decision making,

strategy execution and discipline,

regulatory, investment process

.

Communications, culture, structure

Work and Asset

Management

Grid Operations

Value Chain Integration

Customer Managementand Experience

Optimizing the assets and resources

(people and equipment)

Advanced grid observability & advanced

grid control, quality and reliability

Enabling demand and supplymanagement, distributed generation,load management, leveraging market

opportunities

Retail, customer care, pricing options and

control, advanced services and visibility

into utilization quality, and performance

Process Domains

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4

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5

6

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THE GRIDWISE ARCHITECTURE COUNCIL

Decision Makers Interoperability Checklist


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IBM Research


Outline of the Checklist document

Introduction to Interoperability

An overview of the Checklist and its use

Four checklist question categories

Architecture and design

Interconnectivity and security

Evolutionary capability and service life Collaborator independence

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IBM Research


A few example Checklist questions

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3) Does the proposal maintain technology neutrality, in that it specifies performance results and outcome

requirements rather than prescribing a specific technology or method to achieve those results?

This allows vendors to innovate and compete by developing and improving technologies, which can create

significant opportunities for new value.

10) DDoes the device/project use at least the basic cyber-security measures as recommended by the NERCCritical Infrastructure Protection standards? Does the device/project follow industry consortia (e.g.

UtilityAMI, CEC PCT Reference esign) security and privacy recommendations?

As grid interconnectivity and interdependence increases, the grid becomes more vulnerable to threats from the

failure of its information technology nervous system. This means that every element of the grid must

incorporate cyber-security protections. Privacy protections are necessary to protect users and grid entities

information and identities.

12) Can the device be updated or have its functionalities upgraded by downloading new software and

configuration information?

A device that lacks built-in intelligence, upgradeability, and connectivity and requires physical modification,

whether to replace a chip-set or bolt on new equipment, is more difficult and more costly to upgrade and is

likely to become obsolete and stranded faster.

14) Does the device or project allow collaborators or users to make independent decisions (within defined

parameters such as contractual provisions, NAESB wholesale agreements, electric market rules, or tariff)?

As the complexity of the electricity system grows, most interactions and transactions will require willing,

consensual partners rather than command-and-control relationships. Therefore, it should allow users and other

collaborators to modify automatic responses by user over-rides or permissions.


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IBM Research


Closing Comments

There is no single defined path to the smart grid vision

Where a Utility begins, and how far they go depends on the

specific situation at that UtilityMany subprojects can be implemented in parallel, but there are

usually pre-requisite tasks/activities within a subproject

E.g., Regulatory structure needs to be defined for Demand ResponseAutomation programs (including Plug-In Vehicles, which are a separate,

special case most likely)

Tools such as the Smart Grid Maturity Model may

eventually have wide adoption, and can also be helpful to

Regulators in understanding how Utilities are planning

roadmaps and making investment decisions

The Decision Makers Checklist is another tool for

Regulators, and the Council wants to work with the

Regulatory community to improve it and develop of tools17


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IBM Research


Contact

Ron Ambrosio

Global Research LeaderEnergy & Utilities Industry

Ron Ambrosio/Watson/IBM@IBMUS

[email protected]

+1 914-945-3121

IBM T.J. Watson Research Center

P.O. Box 218

1101 Kitchawan Rd. / Route 134

Yorktown Heights, NY 10598


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IBM Research


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