Center for Study of Science, Technology and
Policy
Final Report
on
IT Strategy
BESCOM, Doddaballapur
DRUM Project
Center for Study of Science, Technology and Policy (CSTEP)
CAIR Building, Ali Asker Road,
Raj Bhavan Circle, High Grounds
Bangalore 560 001.
Tel: +91-80-42490000
Fax: +91-80-22372619
www.cstep.in
SUBCONTRACT AGREEMENT #US0065-PO-09-0462
(FIXED PRICE AGREEMENT)
BETWEEN
PA GOVERNMENT SERVICES INC.
(THE PRIME CONTRACTOR)
AND
CENTER FOR STUDY OF SCIENCE, TECHNOLOGY AND POLICY
(THE SUBCONTRACTOR)
CLIENT: U.S. Agency for International Development
PRIME CONTRACT AND TASK ORDER: EPP-I-00-03-00008-00, Task Order 801
PROJECT TITLE: Distribution Reform, Upgrades & Management (DRUM) Project
Center for Study of Science, Technology and Policy (CSTEP) is a private, non-profit
(Section 25) research corporation. CSTEP’s mandate and vision is to undertake
world-class research and analysis in chosen areas of science, technology and
engineering and their intersection with policy and decision-making. CSTEP’s studies
do not necessarily reflect the opinions of its sponsors.
Center for Study of Science, Technology and Policy (CSTEP)
CAIR Building, Raj Bhavan Circle
High Grounds, Bangalore 560001
Telephone: + 91 – 80 – 22373311
Fax: + 91 – 80 – 22372619
www.cstep.in
1
Table of Contents
Executive Summary ....................................................................................................... 3
Part A: Alignment and Detailed Action Plan for IT Strategy ........................................ 4
1. Alignment of IT Strategy ....................................................................................... 5
1.1.
Gaps between IBM’s “IT Strategy & Roadmap” and R-APDRP .................. 5
1.2.
Trajectory for future ....................................................................................... 7
1.3.
Integrated IT Platform.................................................................................... 8
2. Plan of Actionable Items ...................................................................................... 15
2.1.
Modification of IT Strategy ......................................................................... 15
2.1.1.
Extension of IT services throughout Doddaballapur sub-division ...... 15
2.1.2.
Localization of information ................................................................. 16
2.2.
Solutions for aligning breakthrough IT related projects .............................. 16
2.2.1.
Remote monitoring of reliability indices – “dashboard” ..................... 16
2.2.2.
Load Research ...................................................................................... 19
2.2.3.
IT infrastructure development.............................................................. 20
2.2.4.
Automatic Reclosers and Sectionalizers .............................................. 21
2.2.5.
Moving towards advanced functionality.............................................. 23
2.3.
Monitoring and evaluation of KPIs.............................................................. 24
2.4.
High level strategy and IT department/organization structure .................... 27
2.4.1.
High level issues and suggestions ........................................................ 27
2.4.2.
Specific Actionable Activities ............................................................. 33
2.4.3.
Workforce and HR (IT Workforce) ..................................................... 36
2.4.4.
Business Intelligence ........................................................................... 38
2.5.
Support to implementation and capacity building ....................................... 38
2.6.
Timeline and Phasing Plan........................................................................... 40
Part B: Network Communications Standards and Solution ......................................... 44
3. Current Systems ................................................................................................... 45
3.1.
Findings........................................................................................................ 45
3.2.
Integration .................................................................................................... 45
3.3.
Adoption of Standards ................................................................................. 47
3.3.1.
For Integration of Information Systems ............................................... 47
3.3.2.
For Network Communication .............................................................. 49
4. Networking Solution ............................................................................................ 51
4.1.
Network Architecture and Communications Infrastructure ......................... 51
4.1.1.
Bandwidth ............................................................................................ 51
4.1.2.
Cabling ................................................................................................. 52
4.1.3.
Local Area Network (LAN) ................................................................. 54
4.1.4.
Wide Area Network (WAN) ................................................................ 55
4.2.
Network Security Policy .............................................................................. 57
5. Key Recommendations (Summary) ..................................................................... 60
Annexure: CSTEP Note on Improved DT metering .................................................... 62
2
Executive Summary
Information technology has become a powerful enabler of increased efficiency and
control in various business processes in all facets of human activity. The power
sector has been a relatively late entrant to utilizing the power of IT. In our reports, we
have examined current and proposed IT initiatives being undertaken by BESCOM,
and made suggestions that apply to the Centre of Excellence at Doddaballapur as well
as provide a roadmap for utility-wide IT initiatives for BESCOM. The key is the
integration of these IT initiatives, into the business processes and institutional
frameworks of the utility. Our effort has been mindful of and compatible with IT
initiatives that are being undertaken by BESCOM under the Ministry of Power’s
Restructured Accelerated Power Development and Reform Program (R-APDRP).
In Part A of this report, we first focus on aligning the findings of BESCOM IT
strategy prepared by IBM, with the Ministry of Power’s R-APDRP programme as
well as breakthrough IT related projects at Doddaballapur. Further we have proposed
a Detailed Action Plan for implementing this modified IT strategy.
Next, in Part B of this report we make suggestions regarding communication
standards that BESCOM should adopt, and suggest a networking solution design that
supports BESCOM’s core business areas. Finally we make certain key
recommendations that will enable BESCOM to improve its Key Performance
Indicators for the Doddaballapur sub-division, as per BESCOM’s vision of turning it
into a Center for Excellence, as well as extend the IT strategy to the entire
organization in order to match its stated IT vision and mission.
3
Part A:
Alignment and Detailed Action Plan for IT Strategy
4
1. Alignment of IT Strategy
1.1. Gaps between IBM’s “IT Strategy & Roadmap” and RAPDRP
BESCOM, with USAID support and through a competitive tendering process,
selected IBM-CPRI as the Consultants to formulate the “IT Strategy & Roadmap” for
BESCOM. The IT strategy engagement followed a combination of IBM’s Integrated
Strategy and Change Methodology (ISCM) and IT Strategy methodology. This was
further customized for BESCOM needs.
IT Vision of BESCOM: “To be No. 1 in technology in the country, enabled by world
class IT solutions for Electricity Distribution with competency to adopt and lead IT
enablement in the business”
IT Mission of BESCOM: “Deliver cost effective and reliable power through
operational excellence driven by technology to customer’s satisfaction by building a
state of the art
IT Framework with process driven, integrated, intelligent and user friendly systems”
Based on the vision and mission statements IBM classified the IT requirements of
BESCOM under six different business areas: (i) planning and engineering, (ii)
distribution operations, (iii) energy supply and market operations, (iv) customer
service and focus, (v) administrative systems and (vi) IT systems.
IBM has recommended an enterprise wide solution for IT applications based on
Service Oriented Architecture (SOA). Although many of the packages recommended
by IBM are covered under R-APDRP there are two fundamental gaps in R-APDRP
compared to the broader recommendations: (i) areas covered (ii) functionality. The
functionalities covered in R-APDRP include optional modules that are unlikely to be
covered in Karnataka in the short term.
5
R-APDRP will not result in an enterprise wide deployment of IT solutions. Its focus is
only on towns of population of 30,000 and above. Thus the town area of
Doddaballapur will be covered under R-APDRP, but the rural areas will not be
covered. The extension of IT to rural areas as of now is left to the utilities.
Table 1: Coverage of IT Solutions
IT Application
Towns
Rural areas
Billing and Collections
R-APDRP
X
AMR for DT
R-APDRP
BESCOM proposal
(currently on hold)
GIS
R-APDRP
X
CRM
R-APDRP
X
Asset Management
R-APDRP
X
MIS
R-APDRP
X
SCADA
KPTCL
KPTCL
Computerization
of R-APDRP
X
R-APDRP
X
Business Intelligence & R-APDRP
X
Section Offices
Document Management
Data Warehousing
Intranet, Email & Website
R-APDRP
—
KPTCL’s SCADA initiative is to cover substations in entire Karnataka. This means
that data of the input end of the 11kV feeders is available. For now this data is
available at the State Load Despatch Center (SLDC) in Bangalore and will be made
available to the ESCOMs in the near future.
In terms of functionality the design of the IT system under R-APDRP is not
sufficiently forward looking, primarily because the goal of R-APDRP Part A is to
create a baseline primarily for assessing AT&C losses. In fact the aim of reducing
AT&C losses is one of the major drivers for the R-APDRP programme. While in
itself this is a worthy goal, CSTEP feels that this is a limited vision. Given the large
expenditure incurred by the Central Govt. it would be possible to expand the
functionality significantly at relatively smaller incremental expense.
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1.2. Trajectory for future
From BESCOM’s point of view the goal should be to move in the following direction
over the next decade:
Accounting → Audit → Monitoring → Control
•
Accounting: these are historical measurements done on an isolated basis (how
much energy passes through a single point)
•
Audit: Through the use of IT, the utilities should be able to pinpoint losses both technical and commercial. Auditing goes beyond accounting by adding
analysis to the measurements.
•
Monitoring: The utility should be able to remotely monitor the condition of its
equipment in the field, in order to anticipate and detect problems and either
prevent them from disrupting supply or fix them quickly; this requires proper
connectivity.
•
Control: Ultimately, by combining automation and real-time or near real-time
monitoring, the utility should be able to deliver power more efficiently to its
customers
This would put BESCOM on the trajectory to a smart grid.
Given the large gap between demand and supply of power in India and the expected
increase in demand as the economy grows, a smart gird would bring significant
benefits to Indian utilities. When digital technologies are infused into the power grid,
end-user demand can be adjusted to available power supply, and local generation can
take stress off the power lines. Thus power supply availability, quality and reliability
can be improved.
More details are available in a detailed report on such technologies produced by
CSTEP and Infosys for the Ministry of Power in October 2008.1
1
CSTEP and Infosys, "Technology: Enabling the Transformation of Power Distribution: Roadmap and
Reforms," Ministry of Power, October 2008.
7
1.3. Integrated IT Platform
IBM’s IT Strategy targets enterprise wide deployment of the various IT applications.
However the R-APDRP initiative is limited only to selected towns and hence
explicitly will not cover rural areas by design. CSTEP’s analysis finds that in most
cases BESCOM faces major challenges in the rural areas in terms of losses, power
quality and reliability among other things such as limited manpower. Thus unless the
IT system includes rural areas BESCOM would be unable to leverage its investment
in IT to the fullest extent. Secondly a uniform system should be deployed utility wide
including rural areas else BESCOM is likely to face major challenges in using IT
systems effectively. A single utility wide solution is more cost-effective and far more
efficient.
There is a real need for an integrated IT platform that brings together various
ingredients that are standalone today, such as TRM, GIS, SCADA, etc.
The
components must work together through standards and interoperability (and open
interfaces). This allows data to become information, from which knowledge can be
extracted, which results in improved decision-making.
To create a “Center of Excellence” at Doddaballapur BESCOM needs to deploy the
IT solution for the entire sub-division. Given that under R-APDRP the town area of
Doddaballapur will be covered, BESCOM can take advantage of this, and with a
relatively smaller additional expense extend the IT systems proposed under the RAPDRP initiative to the entire sub-division. Ideally the same IT Implementing
Agency selected for R-APDRP project implementation could be asked to expand the
scope of their work to the rural areas at extra cost which could be executed under the
DRUM project funds.
CSTEP recommends that BESCOM extend the IT systems proposed under R-APDRP
to the entire utility including the rural area, starting with the Doddaballapur subdivision.
8
At a high level of abstraction, the IT systems in use can be divided into four groups:
•
Customer Management Systems consisting of support systems for meter
reading, billing, collection and call centre management.
The most basic
support being a database of existing customers as well as functionality for
creating bills.
•
Business Support Systems similar to those found in other industries including
support for payroll, accounts, works, inventory management, etc.
•
Geographic Information System – the central repository for information about
the network and its components with a focus on its geographic location using
GPS data.
•
SCADA – Supervision, Control and Data Acquisition systems used for
monitoring and control of the power network and its components.
Electricity distribution utilities in India are facing increasing demands for fast and
cost efficient operations. In this environment, utilities must maximize the utilization
of their assets. A key to efficient asset management is the availability of information
about the assets.
In particular there are certain IT systems that can be considered as critical and whose
deployment across the entire Doddaballapur sub-division would bring significant
benefits.
Total Revenue Management (TRM)
A Total Revenue Management (TRM) for an electric utility can be defined as an
integrated software solution that handles all the customer meter reading, billing,
collection, and manages all revenue transactions.
An integrated computerized system can simplify billing and collections, reduce
paperwork and effort, and can improve revenue realization.
A well designed web-based TRM solution could give the utility required scalability,
greater flexibility, and desired features for a complete revenue management system
combined with ease of integration with other IT systems.
9
The TRM software should be able to generate reports containing statistics on
collections, exception reports, daily and monthly DCB (Demand Collection Balance)
reports and other user defined reports. These reports will be a useful component in the
utility’s MIS.
A precursor activity for successful IT-based TRM solutions we suggest is proper
consumer indexing using globally unique and system-wide consistent identifiers.
Geographical Information System (GIS)
A Geographical Information System (GIS) is a system of hardware and software
designed for capture, storage, retrieval, mapping and analysis of geographically
referenced data and associated attributes.
For an Electric Distribution Utility, GIS is a system of mapping the complete
electrical distribution network including the low voltage system and customer supply
points with latitude and longitude overlaid on maps. These map representations
contain layers of information. The first layer could correspond to the distribution
network coverage.
The second layer could correspond to the land background
containing roads, landmarks, buildings, rivers, railway crossings etc.
The next
layer(s) could contain information about the equipment, viz., poles, conductors,
transformers etc.
Many of the utility's main business processes have geographically referenced data as a
component. Since GIS can apply to many aspects of the utility's business processes, it
would make sense to make the geographical data available to all IT systems
throughout the utility. Hence GIS could form the base of the utility's information
system.
Information processing is a key to improving productivity and cutting costs.
Converting information to a computerized format in GIS is useful for an electric
utility. A well designed GIS user interface will allow utility employees to search and
retrieve information stored on a server simply by pointing and clicking through userfriendly menus.
10
In distribution utilities GIS could be used for:
•
Customer management: providing new service connections, handling
inquiries, complaint redressal etc.
•
Asset management
•
Outage management
•
Planning routine maintenance
•
Network planning: upgradation and extension
•
Network reconfiguration and optimization
•
Load flow and short circuit analysis
•
Load growth forecast and trend analysis
•
Energy accounting and audit
Some of the requirements of a GIS software are:
•
should be OGC (Open Geospatial Consortium) compliant
•
should have open architecture and allow customization
•
should allow functionality extension and integration with other products
•
should have the capability to import and export data and images from a variety
of formats (e.g. Excel, Access, jpeg, Geo Tiff etc.)
•
should work with both vector as well as raster formats
•
should allow export into XML format
•
should allow SQL queries as well as have a Wizard for creating complex SQL
queries
•
all industry standard RDBMS should be supported e.g. Oracle, MS SQL or
any other conforming to ANSI/ISO SQL-200n standards
•
should have Report Generation tool
•
should allow creation of new user defined components as well as allow user
defined format for coding of objects
•
should be able to integrate with industry standard analysis tools
•
web servers should be fully supported including Microsoft IIS, Apache, etc.
GIS provides much more than just static maps. It can help answer questions and aid
in decision making.
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Distribution Transformer metering
Knowing where power goes is the first step before one can bill for it, or reduce losses.
India has a very high level of both technical and commercial losses, especially in the
rural portion of the distribution network. The lack of metering is a major point of
concern for Indian utilities.
CEA has mandated that all interface meters, consumer meters and energy accounting
and audit meters (i.e., feeder and DT meters) shall be of static type.
A Remote Automatic Meter Reading (RAMR) based Data Logging System should be
provided for all feeder meters, DT meters and select consumer meters, to enable
energy accounting and audit. In order to take advantage of the full capabilities of the
modern meter, it would need to be integrated with the IT infrastructure. Hence these
meters should have the facility to download various recorded parameters to an MRI as
well as a facility for remote transmission of data over a communication network.
Data for feeders is already available through KPTCL’s SCADA project. Hence
BESCOM should focus on DT metering for DTs not already covered under RAPDRP. Even the DT meters under R-APDRP can be designed with enhanced
capabilities as per suggestions given to BESCOM by CSTEP in a separate note.
Given the large investment in metering that is being proposed it makes sense to have a
design that has the flexibility to adapt to new requirements that may come up in the
future. One possibility that could occur in the future is a move to a smart grid which
among other things could include bidirectional communication between utility’s
server and customer meters, for monitoring and even control. Hence the utilities
could consider meters with a modular design where it is possible to increase by
memory capacity of the meter. One possibility is a memory slot where a card of
required memory capacity could be inserted. Additionally it should be possible to
change the programming of the meter remotely (keeping in mind security of course).
One idea that would give added functionality at low incremental price is what can be
called as “poor man’s SCADA” – where a battery backup could be added to the DT
12
meter so that it can continue working during outage events. This meter should
include a ‘push’ function, i.e., initiate data transfer to the server under certain events
such as outages, overloads, severe phase imbalance and other utility defined critical
events. Alarms could be sent using SMS and/or email, or to the operator’s desktop
application. This would move the capability of the system from accounting & audit to
monitoring.
In addition the hardware for communication should be chosen such that it is “forward
looking” i.e., future-proof, so that in the future as the communication network
availability expands to the rural areas the DT meters will be ready for advanced
functionality such as real-time or near real-time monitoring. These provisions could
be built into systems today as relatively low marginal cost.
SCADA
A
SCADA/DMS
(Supervisory
Control
and
Data
Acquisition/Distribution
Management System) supervises, controls, optimizes and manages power distribution
networks.
The system enables utilities to collect, store and analyze data from hundreds of data
points in their networks and provides integrated, accurate and cost-effective
management of distribution networks by providing control room operators with
advanced computerized facilities allowing them to:
•
Monitor the network connectivity
•
Analyze network and feeder load flows, both in real-time and in study modes
•
Carry out simulations of distribution power flow
•
Analyze all types of network faults and minimize down time
•
Define and test (in study mode) the results of switching sequences
•
Facilitating short-term and long-term network planning studies
•
Pinpoint faults and preempt outages
The system must be able to detect, display and log alarms and events. When there are
problems, the SCADA system must notify operators to take corrective action.
13
Any SCADA/DMS should be integrated with other IT systems. In the short term,
there will be feeder-level SCADA throughout Karnataka made available from the
SLDC, and this needs integration into the utility’s IT system. In particular, the
combination of DT metering and SCADA will allow real time monitoring of the
network and actual calculation of Medium Voltage losses.
It should also interact with the asset management system and GIS to exchange data
regarding network model and fault reports. Integration of SCADA data becomes
easier if they follow OPC standardization; if that is not the case already, BESCOM
should request that from KPTCL.
Eventually BESCOM should move towards a seamless integration between all
operational systems such as SCADA/DMS and GIS and other information
management systems. For example in an outage restoration process, the engineer can
access maintenance information related to a specific fault directly from the SCADA
system, location information from GIS and asset information from the asset
management system, in order get complete information and hence speed up the
restoration.
Power utilities all around the world are increasingly adopting Substation Automation
System for their grids and substations. Substation and Feeder Automation functions
utilize SCADA to get crucial real-time information from various elements of the
distribution system such circuit breakers, tap changers, capacitor banks, line autoreclosers etc.
Thus a SCADA system is useful for the objective of improvement in efficiency,
system reliability, power quality, and customer service.
Another key benefit of integrated IT deployment in Doddaballapur is that BESCOM
can benefit from the experience of extending/implementing IT solutions in rural areas.
CSTEP believes that BESCOM should in the future extend its R-APDRP IT
initiatives to cover the entire utility area to derive the full benefits of IT solution
planned under R-APDRP.
14
2. Plan of Actionable Items
2.1. Modification of IT Strategy
2.1.1. Extension of IT services throughout Doddaballapur subdivision
The IBM IT strategy document was a high-level document meant for the entire
enterprise. It was not created for Doddaballapur alone. While its features may be
applicable at a design level, it cannot be operationalized on its own. A framework
must be undertaken to design this for the entire utility, even if Doddaballapur is a
starting point for deployment. We suggest R-APDRP as the means for achieving this
modification.
R-APDRP will necessarily cover a number of the applications envisioned in the IBM
strategy, even if it may or may not utilize the suggested design philosophies for IT
applications such as a Service Oriented Architecture (SOA). One major limitation of
R-APDRP is that it is only funded and planned for implementation in urban and semiurban areas, i.e., areas of population 30,000 or greater.
This means it will be
deployed in the town portion of Doddaballapur sub-division, but not in the rural area.
The plan is to first deploy the IT applications under Part A, which is planned to be
done over the next 2 years, followed by the system improvements under Part B of RAPDRP, subsequently.
We strongly suggest that the same R-APDRP IT solution be extended to cover the
entire subdivision. This would, of course, cost more than the Govt. of India would
sanction under the R-APDRP scheme; but the incremental cost of extending the
solution to the balance area would be far lower than doing something standalone for
the non R-APDRP area. More importantly, this would prevent there being separate
systems that require future integration. One other reason for doing this first is that
Doddaballapur can become the first site for piloting rural ICT under R-APDRP,
which we believe would eventually have to be done later on anyway.
15
The incremental costs can be low because a number of the technology designs can be
shared, e.g., the data centre. In addition, most software licensing will be enterprisewide (planned). The relatively low upgrading cost can be borne by BESCOM or
through the DRUM program, perhaps.
2.1.2. Localization of information
The current design for IT through R-APDRP is a very centralized design, largely for
efficiency and IT manpower needs. While storage of data is one thing, the need to use
the data is a local affair, at the sub-division or even section office level – these are the
locations that will respond to any disruptions or outages, for example.
Even
financials are handled at the sub-division or accounting section level.
We recommend local information be made available to local officers (with copies at
the sub-division and division) to improve operations. This would require several
changes or enhancements to the IT design. First, given any concerns about network
availability and reliability, a local cache (copy) can be kept for viewing and perhaps
inputting data as long as there is proper synchronization designed for such use.
Second, given the large volumes of data, rather than present all the detailed data
which would overwhelm the operator, we suggest a “dashboard” type of visualization
that conveys the big picture and a few key parameters, with the ability to drill down
deeper as required.
2.2. Solutions for aligning breakthrough IT related projects
2.2.1. Remote monitoring of reliability indices – “dashboard”
This project was undertaken by Larsen & Toubro (L&T), with software provided by
Power Research and Development Consultants Pvt. Ltd. (PRDC). Under this project
Automatic Meter Reading (AMR) enabled meters were connected to the 11kV feeders
in Doddaballapur subdivision. The data was downloaded remotely using GSM
modems and the software calculated the reliability indices for subdivision level,
substation wise and feeder wise, considering only distribution interruptions as well as
the indices for when generation and transmission interruptions are also included.
The reliability indices are defined as:
16
SAIFI = System Average Interruption Frequency Index
=
Total number of customer interruptions
Total number of customers served
CAIFI = Customer Average Interruption Frequency Index
=
Total number of customer interruptions
number of customers interrupted
SAIDI = System Average Interruption Duration Index
=
Total duration of all customer interruptions
Total number of customers served
CAIDI = Customer Average Interruption Duration Index
=
Total duration of all customer interruptions
number of customer interruptions
The results of this study are available in a report submitted by L&T to BESCOM.
CSTEP recommends that BESCOM adopt a ‘dashboard’ solution for the display and
analysis of the data obtained by the monitoring system. This dashboard should be a
multi-layered hierarchical tool which gives access to data and reliability indices
through a web interface. The web interface with proper access controls and security
features will enable BESCOM staff to view up-to-date data and analysis, both at the
BESCOM office in Bangalore, where these results can be used for strategic thinking,
as well as in Doddaballapur subdivision, where evaluation of the current state of the
distribution grid can be done. Additionally the web interface will inform the
BESCOM staff in the Doddaballapur subdivision and give them the data based on
which day-to-day operational activities can be carried out to improve the system
performance. It is more important that data and results at this level of detail be
provided to the subdivision level where many of the daily operational activities are
carried out. The Bangalore office is more likely to be interested in the macro picture
rather than the micro details.
Under R-APDRP the plan is to include a Management Information System (MIS) tool
as part of the packages to be deployed. The MIS solution is to provide Business
Intelligence tools for data mining, analysis, trending etc.
17
CSTEP recommends that similarly this dashboard should include both latest data as
well as historical data on performance indices. Additionally it should include feature
for easy customized reports which can be created by the user as per their requirement.
The dashboard should include various types of charting features (e.g., bar charts, trace
etc). The software should allow export to other data formats such as MS Excel.
The key functionality required from such a tool is for decision support. For example
in order to help BESCOM easily identify problems, it should be able to answer
questions such as:
•
Which are the worst performing feeders?
•
Which area has the maximum interruptions (unplanned) in supply?
For Doddaballapur it may be possible for BESCOM staff to look at the Performance
Indices and based on their experience make judgments as to which parts of the
distribution system are performing poorly. However if this monitoring is to be scaled
to the entire ESCOM region, with hundreds of feeders the amount of data would
overload the operator. Hence there is a need for such a Decision Support Tool.
Further as described in the Alignment Report SCADA data can be obtained from
KPTCL. This live feeder data can be also included in the dashboard described above
for the operator at the subdivision. This will enable BESCOM to monitor its
distribution system.
Here, we suggest improving the current practice of simply
monitoring flows as being on vs. off but even to examine the change in flows that
may indicate a partial disruption of loads. Such learning can be done at the feeder
level as well as the distribution transformer level (where one could learn, through
software, information on the state of the low-tension loads).
For getting live SCADA data from KPTCL, instead of going via the VSAT route,
access through an Internet thin client (web browser) is possible as long as KPTCL
enables that functionality. We have discussed this issue with the SCADA vendor
(ABB) who verified that such functionality exists - it mainly needs some
configuration in terms of access control. This effort is a one-time, low cost job, and
then all the ESCOMs in Karnataka will benefit. This will save capital (VSAT) and
18
operating (bandwidth) costs. We recommend that BESCOM discuss this issue with
KPTCL and ABB.
Under R-APDRP the plan is to implement a Geographical Information System (GIS)
in the town areas. This could be extended to entire Doddaballapur subdivision. The
interruption data could be plugged into the GIS in order to provide a visualization of
the problem areas. Once problem areas are found, BESCOM could consider steps to
improve the system in that area through various system improvement works, such as
refurbishment of 11 kV feeders, LT lines and distribution transformers etc.
2.2.2. Load Research
This project was executed by PRDC, where 350 electronic meters comprising of
single phase, three phase and ETV meters were used to conduct load research of
customer loads. BESCOM believes that the results of the survey do not conform to
the ground reality.
Electric load research involves the systematic collection and analysis of customers’
electrical energy as well as demand requirements by time-of-day, month, season, and
year; consumption patterns; socio-economic and demographic influencing factors; and
willingness-to-pay for electricity.
The goal should be to create a database of energy and electricity consumption
characteristics, trends, and driving forces. This database would constitute a very basic
tool for load/demand forecasting and other planning studies. It also helps in the
estimation of the cost of un-served electrical energy, due to outages. The data from a
load research survey can also be used to create a baseline for evaluating load control
and management programs such as Demand Side Management.
Sampling is a cost effective way of estimating customer load characteristics without
having to maintain costly data storage and retrieval infrastructure. Stratified sampling
should be used to ensure that the sample has the best mix of small and large
customers. A good sample will include random samples from all the main categories
of customers such as residential, commercial, LT industrial, agricultural etc.
19
Accurate short-term load forecasting (STLF) will help BESCOM to decide how much
energy is to be purchased in the day-ahead market (i.e., India Energy Exchange) or
how much of its allocation from central generating stations should it request for a
particular hour of the day. The real benefits of load forecasting will become obvious
once it is done ESCOM wide, but Doddaballapur can serve as a pilot site for
calibrating models for load forecasting and analysis. In addition to its impact on the
economics of energy purchases, the STLF could have an impact on load management
activities. Long term load forecasts are useful for system planning including decisions
such as where to build a new substation, extension of feeders, placement of
distribution transformers and their sizing (i.e., kVA rating).
Various forecasting models have been used in power systems for forecasting. Among
the models are regression and statistical methods. In addition artificial intelligence
methods such as fuzzy logic, artificial neural network, evolutionary computing and
expert systems have been used. Software packages are commercially available that
include forecasting and visualization tools.
A simple suggestion is to use
methodologies such as 12-month moving averages to obviate seasonal variations.
2.2.3. IT infrastructure development
Since under R-APDRP computers and network hardware such as routers etc. will be
purchased for town area including for the subdivision office, it makes sense to reuse
the hardware which has already been purchased under the DRUM program.
This hardware can be moved to office in areas not covered under R-APDRP. The
communication network will need to be extended to these offices, since the
architecture proposed is a web-based system where the data will reside in the data
center located in Bangalore and can be accessed from elsewhere through internet.
Under R-APDRP for software packages enterprise-wide licensing has been proposed.
Hence, these packages could be deployed to the non R-APDRP areas (at extra cost, if
required). It is important that there be uniformity of the IT systems throughout
BESCOM otherwise it will become difficult to integrate as well as manage the IT
systems. Additionally if there are disparate systems, staff will have to be trained for
two different systems and database integration could pose challenges.
20
CSTEP recommends that to begin with the essential software packages be deployed to
the non R-APDRP areas in Doddaballapur subdivision, on a priority basis:
•
Total Revenue Management (TRM) – an integrated billing and collections
package
•
Geographical Information System (GIS)
•
Distribution Transformer metering
•
SCADA
2.2.4. Automatic Reclosers and Sectionalizers
Automatic reclosers have been deployed in some feeders, and these have reportedly
improved the system performance. However, the operational history of these reclosers
is not being recorded to help learn how often and at what time they are operating.
Data logging is local, but we strongly recommend uplinking the data to learn the
status of the recloser via the available communications port.
Such a system would then help with outage detection, which today otherwise is
coming only from the end-users who happen to lodge a complaint.
This will
significantly help improve restoration times.
Additionally CSTEP suggests monitoring momentary interruptions also, since even
momentary interruptions affect the quality of supply to customers. This data could be
used to calculate a performance index, as described below.
Importantly, the
temporary disruptions indicate that the ARC is functioning as planned, and thus even
if the load is automatically restored in a short while, this is useful information for
planning where else to extend ARC technologies and to justify the investment.
In addition to monitoring functionality it would be useful to include remote control
functionality. The software could be installed at the sub-division office to monitor and
control ARCs and log event data.
Further BESCOM should consider installing automatic sectionalizing switches
(sectionalizers) downstream of the ARCs.
21
An automatic line sectionalizer (sectionalizer) is an automatic switch that does not
interrupt fault currents, does not have time-current characteristics, and is dependent
on the operating of a source-side device for functioning (i.e., opening the circuit).
Because it does not interrupt fault currents and is not capable of operating
independently, it should not be thought of as a protective device in the classical sense,
but should be thought of as an automated switch. These characteristics give
sectionalizers distinct advantages over protective devices. There is:
•
no need to be concerned about interruption rating
•
no need to time-current coordinate with load-side fuses or source-side
reclosers
•
they are a solution for temporary faults in areas where the fault currents are
too high for fuse saving.
For these reasons, these are often deployed in conjunction with fault-based switches
such as automatic reclosers.
Sectionalizers are controlled by a built-in logic system which uses operations of a
source side reclosing device to determine if a permanent fault is occurring in the
sectionalizer protection zone and, if so, to automatically open the sectionalizer during
one of the source-side recloser temporary open periods. The sectionalizer must
determine that the fault is not temporary in nature. It does this by “counting” the
number of times that a source side reclosing device operates, determined by the
number of times in a set time period that an actuating current has occurred followed
by a low current indication. After the sectionalizer opens, the source-side recloser
closes, restoring service to unaffected sections of the system. If the fault is temporary
and is cleared before the sectionalizer count reaches the predetermined number, the
sectionalizer remains closed and resets to its original state after a predetermined time
period.
Sectionalizers are usually installed at the beginning of the tap line and by isolating
faults in their zone of protection reduce the number of customer interruption minutes.
Thus auto reclosers can reduce the number of interruptions for customers by reclosing
in case of temporary faults thereby maintaining service. Additionally if sectionalizers
22
are installed in co-ordination with auto reclosers they will reduce the number of
customers affected by isolating the fault and containing it to the tap line where they
are installed. The business value add is increased when the locations for the auto
reclosers and sectionalizers are at the edge of classes of consumers, e.g., rural/urban
boundaries, or where there is a high-revenue consumer where interruptions of supply
are expensive.
In addition remote monitoring and control capabilities should be added. The auto
recloser vendors (ABB and Schneider Electric) have provided such systems to
MESCOM, which enable not only remote monitoring of the status of the reclosers,
but also allows the operator remote control of the recloser and sectionalizer. (Note,
this requires wireless coverage for connectivity.) In MESCOM this has lead to a
significant reduction in total customer interruptions, in some months as high as 70%.
Hence this system will lead to improvements in the Key Performance Indicators such
as CAIFI etc. which BESCOM uses at Doddaballapur. The monitoring functionality
would allow BESCOM to easily evaluate the benefits of such a system.
2.2.5. Moving towards advanced functionality
Most systems as being designed today, even within R-APDRP, do not go sufficiently
into our proposed roadmap for IT:
Accounting
→
Auditing
→
Monitoring
→
Control
While auditing is important and should be the first step, we believe that advanced
monitoring (to know outages and their impact, to speed up restoration) and control (to
reduce losses), are the desired goals. The latter, of course, first requires learning
(measuring) what the losses are. We give later in this note some suggestions for how
smarter Distribution Transformer (DT) meters can help this goal.
One other solution we suggest, for which we need more data to evaluate, is the
redesign of load control to reduce losses. Specifically, irrigation pumpset loads on
long rural feeders. These are all today operated in a binary mode (ON vs. OFF – ON
for about 6 hours per day) on a feeder level. Even the upcoming Niranthar Jyoti
scheme will not change that. What this means is that the current in a rural feeder is
23
either really high or really low. Instead, if we could modulate the load to spread it
over time (i.e., shifting part of the load), within the feeder (by changing the rostering
scheme across and within feeders), the technical losses might reduce substantially.
E.g., if a single rural feeder with, say, 50 pumpsets has 4% technical loss just at the
HT level, then splitting the load into two halves would reduce the net losses down to
2%, with instantaneous losses falling down to 1%. We propose this be investigated in
a subsequent effort/project in more detail, including design of prototypes for testing.
Given farmers may object to this in the short run, one solution is to try this on the
HVDS feeders at a DT level, since a single DT has a single IP set connected.
2.3. Monitoring and evaluation of KPIs
Under the Distribution Reform, Upgrades and Management (DRUM) Project the
focus is on “the last mile” of the electricity network; where availability, reliability and
cost of power supply coupled with good customer relations are considered to be the
key ingredients of customer satisfaction.
Hence the formula for success under DRUM is defined as:
Sum (Availability + Reliability + Cost) + Good Customer Relations = Customer
Satisfaction
In sync with this principle 14 KPIs have been developed for baseline study and
measurement of results.
Sr. No.
Parameter
Supply Availability
1.
SAIDI = System Average Interruption Duration Index
2.
CAIDI = Customer Average Interruption Duration Index
3.
Transformer Failure Rate
4.
Cable/Overhead Line Failure Rate (11kV)
5.
SAIFI = System Average Interruption Frequency Index
Cost and Profitability
6.
AT& C Losses = Aggregate Technical and Commercial Losses
7.
End-to-end money-flow efficiency (Ratio of bank deposits to energy
received)
24
8.
ROCE = Return on Capital Employed
9.
O&M (Revenue Expenses) per unit energy input
Consumer Service
10.
Customer Satisfaction Index
11.
Response time to Customer Complaints
12.
Lead time for New Connection
13.
Instances of voltage complaints
Capacity Building
14.
Training Statistics
Remote monitoring of reliability indices at Doddaballapur sub-division is being done.
AMR capable meters with GSM modems were fixed to 53 feeders. The hardware was
provided by L&T Ltd., while the software was provided by PRDC Ltd. This project
enabled the remote monitoring of reliability indices such as SAIFI, CAIDI, SAIDI
etc.
To extend the monitoring and evaluation of KPIs to other subdivisions CSTEP has
recommended a web-based dashboard, details of which are given in Section 2.2.1.
KPI
July 2005 (Baseline)
September 2009
SAIDI (hours)
32
39
Overhead
line
failure 801
184
(faults per 100 ckt kms)
CAIDI
(minutes
per 7.49
40
255
58
occasion)
SAIFI (Number)
Transformer failure rate 7.31
2.39
(%)
AT&C losses (%)
25.2
17.02
The results indicate that SAIFI has reduced substantially. This could be attributed to
the installation of Auto-reclosers (ARCs), however since their operation is not being
monitored there is no way to make an accurate assessment.
25
CSTEP suggests remote monitoring of Auto-reclosers. BESCOM should record
momentary tripping both at substation end as well as at ARCs, starting with
Doddaballapur on a pilot basis. Based on this data another reliability index could be
considered.
CSTEP suggests that BESCOM consider including other Performance Indices MAIFI & CALCI; restoration time for DTs, and the number of customers affected.
Momentary Average Interruption Frequency Index (MAIFI) is the average number of
momentary (and sometimes instantaneous) interruptions per utility customer during
the period of analysis.
MAIFI =
number of customer momentary interruptions
Total number of customers served
Another index that could be considered is one that relates reliability to the size of
customer's load. More weight should be given to the interruption of a large load than a
small load since the large load is likely to be paying a better tariff e.g., LT industrial
load.
Customer load curtailment = duration of outage × kVA unserved
CALCI =
Total of all customer load curtailments
Number of customers interrupted
It is very critical to understand the limitations of KPIs both as currently captured and
overall. By definition, the KPIs like SAIDI, CAIDI, etc. are system level averages,
and these do not capture the variances (distributions) in faults, which are likely the
main need for improved operations (e.g., the “worst” locations).
Beyond general issues, the present system uses feeder level data (at the sub-station)
for faults and non-momentary outages, and uses these for calculating the KPIs. There
are several major shortcomings. First, load-shedding is not captured in these. While
this is technically not a fault, it is still a disruption to the consumer (albeit one that can
be predicted).
Thus, a separate measure should be there for “including load-
shedding”. Second, momentary faults are also interruptions, and can be added for a
26
different parameter for CAIFI, beyond MAIFI. Most importantly, there are a number
of downstream (HT and LT) faults that are not captured today. If a Distribution
Transformer (DT) fails, or its fuse blows, that disruptions all the LT consumers
downstream. The good news is that through ongoing initiatives (both R-APDRP as
well as planned BESCOM system-wide deployments), DTs are likely to be metered to
help learn about sub-feeder level faults.
Without such information, the feeder level SAIFI simply equals CAIFI, since the
number affected are just calculated as system-wide. While the number of consumers
affected (at a system level) is modest, for those consumers who are affected a DT
failure can lead to a disruption of at least hours and perhaps even days.
One important strategic suggestion is that any DT meter be read in (near) real-time,
remotely. The proposed plan is to have granular (interval) data stored on memory and
be read once per month. This is useful for auditing purposes, but with slight
modifications (e.g., a battery to help enable “push” functionality about outages), the
DT meter can become a “poor man’s SCADA” solution.
It is such tools that will
allow the proposed “dashboard” to learn about more granular data than simply the
feeder level data of today. To properly utilize such data, there needs to be integration
of consumer data with such systems.
2.4. High level strategy and IT department/organization
structure
2.4.1. High level issues and suggestions
Information technology has become a powerful enabler of increased efficiency and
control in various business processes in all facets of human activity. The power
sector has been a relatively late entrant to utilizing the power of IT. In this section we
suggest changes in the technology design as well as a roadmap for IT initiatives as
well as staffing. The focus is not on technology details but high-level design and
integration of these into the business processes and institutional frameworks of the
utility.
27
Our overarching finding is one where IT is being deployed today in a relatively
standalone or "islanded" fashion instead of towards an integrated plan which would
provide vastly greater benefits to the utility. Stated another way, many of the present
initiatives will produce enormous quantities of data, but as such without analysis
functionality these will not necessarily provide the desired business intelligence
required.
We recommend a fundamental rethinking of the entire IT initiative lifecycle, covering
all aspects such as needs assessment, stakeholder participation, design, acceptance
procedures, and evolution. IT is not merely a product that can be dropped in by a
professional agency or vendor; it is a process that requires full participation of all the
layers of the utility hierarchy. Ownership, control, and utilization (i.e., analysis) of
the data are fundamental issues for which we recommend BESCOM increase its role
compared to existing projects and methodologies.
Real need: Integrated Utility Information System
This is an integrated IT platform that brings together various ingredients that are
standalone today, such as GIS, MIS, SCADA, TRM, etc. The components must work
together through standards and interoperability (and open interfaces). This allows
data to become information to knowledge to improved decision-making.
Utilities must plan and sequence for the process
Given IT skills and manpower limitations, it is inevitable that outsiders
(agencies/vendors) will be required for IT projects. That said, this doesn’t relieve
utilities of their role in making the project a success. No outsider (neither vendor nor
R-APDRP planners) can make external design decisions that will inherently be the
best for the utility – they will make the best recommendations possible within the
scope of their mandate, but utilities must make clarifications if they require anything
different or additional.
The first step of an IT project must be needs assessment. A base design for the
system (e.g., centralized versus decentralized) must be planned before one can tender
for such a system. While the details of the architecture are being designed, BESCOM
must create the required underlying data and specify the functionality they require for
28
the vendor to implement.
This includes asset tagging (identification) in a
standardized, uniform, and universal manner. As the actual solution is being created,
the end-users of any system must be involved in its design. If they don’t like it or
they think they are unable to use it, it will not be used. There needs to be extensive
prototyping and then field testing before a solution can be deployed in scale.
Utilize the IT systems – the real goal is Business Intelligence and Decision-Making
Data for data collection’s sake is not only meaningless, it is expensive. Data should
lead to improved operations and financial viability, else it is of no value. Too many
IT projects in the past have failed due to non-use. Even being “used” has usually
meant just being operated instead of being integrated into business processes. E.g., a
GIS system, if deployed, isn’t just a map made digital. It should be a starting point
for load-flow analysis which then leads to faster new connections for consumers and
for optimization of distribution grid for loss reduction, not to mention helping learn
about the impact of any outage that is detected.
Given most field work and consumer interactions occur at the section and subdivision levels, these are the entities who must utilize the IT system for updating it
with newer (transactional) data. First entering it into a ledger and then data entry into
computers higher up (e.g., at a division) is not only costly, but it can lead to errors. IT
should never become a burden on utility employees who are already overworked – it
should be designed to be easy to use.
Business intelligence is fundamentally about asking the right questions for operational
and financial improvements.
To answer the questions, one has to start with
determining what raw data is required, and how can it be collected, consolidated, and
analyzed.
Once analyzed, business intelligence can be of two different types:
operational (tactical) and strategic. The latter requires much more data (including
historical data) and is likely to be useful not in remote offices but at the sub-division
or division level. In addition, strategic decision-making is likely in the framework of
policies and regulations.
Connectivity becomes the glue for the IT applications
29
Given that utilization of an IT solution at lower levels of BESCOM is mandatory for
its success, we require interconnectivity for moving data between locations. This
needs to be an appropriate minimum speed for the applications to run – the right
speed is a function of availability, cost, and desired application. Applications like
GIS (with visuals) take much longer to load over a network, especially if the
bandwidth is low.
The goal is anyone (with authorization) should be able to see any data, anywhere.
This is a web access model, and a desired design goal. However, we recommend this
not be interpreted as meaning thin clients only at remote locations.
The main
questions with a purely thin client design are (i) where are the data housed (data
centre) and (ii) what happens if the network goes down?
IT is not a silver bullet - Utilities face a number of challenges
The financial challenges of all electricity utilities in India are well known. Even
manpower limitations are known.
IT cannot fix all the problems on its own – it is
just an enabler. Improved business practices are a key requirement, which includes
checks and balances up and down the hierarchy. If these are there in the pre-IT
design, they must be kept and enhanced in an IT-centric design. Utilities must also
mandate that employees use the IT solution, and not avoid using it on personal
(individual) grounds. Things like training and support can always be provided (and,
in fact, should be part of any deployment tender).
Utilities should rethink the entire IT process
As stated before, IT is a long, continuous process, not a one-time fix. BESCOM
should harness any funding and support available from R-APDRP, have a
comprehensive plan and recognize its boundaries. R-APDRP’s focus is urban and
semi-urban areas, which may not be where the utilities face the greatest challenges.
The R-APDRP specifications are explicitly stated as just a template, and it would be
difficult for any vendor (agency) to fully design an optimal solution in the accelerated
timeframe envisaged. R-APDRP’s designs must also take advantage of Karnataka’s
other initiatives such as KPTCL’s SCADA system or Niranthar Jyoti.
30
Vendors, while critical in practice, will only do what is asked of them. Thus, the main
challenge is designing what we want from the IT solution. Vendors then must be
tasked with making their solution modular, scalable, web-enabled, etc. Vendors
shouldn’t own the data, except for a brief period initially. This is important from both
a strategic point of view but also for operational reasons. The goal of the utility should
be business intelligence (information for decision-making). Unless the utility owns
the data, the systems, etc., it cannot integrate these easily (if at all). Each vendor
would simply point to the other vendors when asked questions or if its operations are
examined, or if the utility tries to integrate applications and data with the aim of
getting business intelligence.
Vision for the future: Integration with workflows
One of the challenges for an ESCOM when it comes to IT solutions is getting the staff
to use the solution. This will happen only when IT is integrated into the existing
business processes and workflows. IT should not act as an additional burden on top
of the paper based systems. ESCOM staff will use an IT solution more readily if it
simplifies their work rather than complicates it. Many of the problems of utilization
occur when the IT deployment results in ‘paper and computer’ rather than ‘computer
instead of paper’.
We present a vision for what the utility should aim for (Figure 1).
31
Corporate
Comm
.
SCADA
Zone
Meter
Reading
TMS
Circle
Network
UIS
CRM
GIS
Division
TRM
Subdivision
IMS
ERP/
MIS
Section
customer
Figure 1: Future Information Flow with an Integrated Utility Information System
(The symbols shown are generic representations of functionality only; the number of offices within the hierarchy is collapsed for easier visualization)
32
IT projects cannot be perfect – there is always some learning involved. How does one
measure the success of an IT initiative? Many measures are based on utilization rate,
which is easy to measure but merely an input side metric. By that token, it is easy to
recognize a failure of an initiative when the solution is not used or used insufficiently by
the utility professionals. However, we posit that the success of an IT initiative must be
tied to desired operational, business, and financial benefits. We believe, over the coming
months and years, the role of IT can only become mission-critical.
2.4.2. Specific Actionable Activities
These suggestions are specific activities BESCOM may consider covering a range of IT
activities as compatible with R-APDRP, spanning precursor efforts, design efforts, and
enhancements or extensions of the SRS.
The list is not meant to be exhaustive, but represents a fit between ongoing activities and
those proposed under R-APDRP. Most can be part of how the design of R-APDRP rolls
out, at little extra cost. In particular, we have identified a few suggestions that will
enhance the ability of the ESCOM to maintain a long-term IT trajectory and roadmap.
Recommendation
Design
1
Prepare for any IT project
and participate in its design
2
Ask Business Intelligence
questions of the IT
solutions
3
Don't invest in solutions
part-way
4
Appoint a "point person" to
Discussion
There are limits to what a vendor can do
– underlying data must come from the
ESCOM. One early step must be
documentation and codification of the
existing workflows - is the IT system
meant to mirror it exactly, or also modify
it?
Data and information overload can only
be handled through proper software
design (i.e., "decision support systems").
A partial investment is of little to no
value; one needs all the ingredients of the
"ecosystem" to work. Must also be
willing to use the data instead of just
collecting the data (i.e., business
intelligence).
He/she must be given authority to gather
33
R-APDRP fit
Precursor and
Design
Design
Extension
Implementation
handle the IT projects
5
6
7
8
Mandate open APIs and
interoperability via
standards for individual
applications
Make the solution userfriendly, and have the
interface vetted by the enduser
Have local data available in
respective subdivisions/sections
Enforce access control and
other security on PCs,
especially remote PCs
9
Design the IT solution for
the entire utility (not just RAPDRP)
10
Share data and bestpractices in IT projects
across all the ESCOMs
1
2
3
4
Data and Information
Standardize data - both
formats and asset tagging
(with globally unique
identifiers)
Have only one data set that
is used by all (other)
applications
Make computerized
(electronic) data the
primary data
Keep data within the
ESCOM
required data, and also work with the
other cells/groups to understand and
convey their needs.
There is a limit to what the System
Integrator (SI) can do alone - NOTE this
is easier said than done!
Design and
Implementation
Updating data (using the IT system) is
key to its success; this is always lower
down in the corporate hierarchy.
Design and
Implementation
A pure web-based model relies in entirety
on the network, which may be unreliable.
Bandwidth will remain a challenge; most
corporations limit personal Internet
usage.
The R-APDRP IT Consultant and IT
Implementation Agencies should be
directed to design their solution for
(eventual or even short term) deployment
across the entire utility. E.g., Rajasthan
is doing this, using its own resources for
the remaining areas, but a single design
for the entire utility is cost-effective and
far more effective.
ESCOMs are all doing similar things, and
have similar challenges. Each is doing
one component/application differently or
better. Can even share pricing/vendor
data, perhaps (all are owned by same
entity, so this shouldn't violate norms –
must check).
This is a precursor to any IT
implementation.
This prevents data duplication and
differences.
It should never cause duplication of
effort, or be seen as a burden on
overstretched employees.
ESCOMs are already building some type
of data centres, whether for SCADA or
other applications; these can be expanded
at relatively low costs compared to
redoing it. Vendors especially must not
34
Enhancement
Enhancement
Extension
Design
Precursor
Design
Design
Design
keep the data in the long run.
5
6
Have proper back-ups of all
data
Use a "moving average"
calculation for trend
analysis and some MIS
reports
Connectivity
1
Build up LANs within the
utility
2
Use VPN over broadband
for connectivity
3
4
Use discounted "eGovernance" rates from
BSNL for VPN
Combine gateways for
integration to SMS
capabilities, e.g., to the
Closed User Group
Measurements and
Monitoring
A CD is not an appropriate back-up
medium. Backups must be kept
physically separated from the primary
data. In the long run, the data centre will
help with this issue, but that is many
months if not 2 years away. If a CD is
used, archival quality CDs should be
used; else external hard drives can be
used.
This handles issues of seasonal or other
variation nicely; still leaves issue of
annual growth to factor in.
Take advantage of the fact that most
stores are near the division offices. Even
billing and collection are often nearby
(sub-division). This can end the use of
pen-drive for most uses. Then, as you get
one network (wide area network)
connection at that location, all
applications will benefit.
Broadband is available at almost all
locations. One must make sure the
applications can run over such a link
(speed and licensing).
This still requires underlying broadband
connectivity (DSL), but is less costly
(and much less than leased lines).
Precursor
Precursor and
Design
Precursor /
extension
Design
Design
Multiple applications might need
contacting utility staff.
Design
Design
1
Meter all the DTs in a
feeder
For example, even if only 25% of DTs
are to be metered (e.g., with R-AMR),
the metering should be for 100% of
selected feeders; else cannot calculate
feeder losses or have the suggested
monitoring functionality.
2
Take advantage of and
integrate with KPTCL's
SCADA data
This is especially important for DT meter
integration.
Design
3
Make data from Area Load
Despatch Centre (SCADA)
available to sub-divisions
Every sub-division should have a
“dashboard” of feeder status available to
them. This will require extracting and
pushing the data to such locations.
Design
35
4
5
6
Synchronize timestamps
and other activities
Add batteries and alarm
(push based) functionalities
into DT meters
Make the DT meter and all
other similar wireless
communications 3G radio
compatible
The DT meter timestamps should match
SCADA time stamps. The meter readings
for LT consumers should be done on the
same day as the DT they are connected to
(ideally per feeder, but at least per DT).
Design
The DTs can become a simplified
SCADA-type node.
Extension
The extra cost is small, and even if 3G
takes 5-10 years for deployment, the
chips are backwards compatible to
EDGE/GPRS/GSM.
Extension
2.4.3. Workforce and HR (IT Workforce)
Under both IBM’s roadmap and proposed R-APDRP deployments, there are a number of
IT functionalities such as Enterprise Resource Planning (ERP), Management of
Information System (MIS), etc., that have been suggested. It is important to separate
which modules or functionality can be deployed just in Doddaballapur versus those that
require utility-wide deployment. Components of MIS and CRM (Customer Relations
Management) can be deployed in Doddaballapur, especially relating to performance
reporting for MIS, and outage management and billing/collection for CRM). Here, the
challenge is to deploy these in a manner that will sync with the broader utility
deployments.
However, we do not envisage ERP solutions being a priority for the sub-division. There
are several reasons for this recommendation. First of all, ERP solutions are expensive,
and they are best utilized in conjunction with business process reengineering for
maximum efficiency, a time and resource-intensive process. Otherwise, the ERP solution
simply mirrors the existing processes, an effort requiring extensive customization,
without operational improvements. There are also only a handful of ERP solutions on the
market, and the costs are high. In contrast, there are a number of business process and IT
steps BESCOM can undertake before moving to an ERP package that will give a higher
benefit-to-cost ratio.
Manpower
36
One challenge ESCOMs face is manpower – continuous growth of demand, constrained
finances, etc. compound the unavailability of personnel, especially IT personnel. Utilities
must fundamentally rethink how to manage people for an IT project. At the end of the
day, IT is just a means to an end, so even non-IT professionals have important, rather,
vital roles to play. We suggest a hybrid model of participation as below:
Table 2: Suggested Manpower Roles
Project Initiation
Project Execution
Project
Integration and
Ongoing Usage
Dedicated IT
Professional
Part-time focus of
IT professional
Dedicated non-IT
(core ESCOM)
Professional
Part-time focus of
non-IT professional
It is impossible for a limited staff to both manage a new initiative as well as handle more
“routine” issues with IT projects once they are operational. In fact, the skills required are
not always the same.
Participation at all levels of the utility hierarchy is critical since top-down control will not
scale or always be available, especially down to remote section offices. Otherwise, there
remains the strong risk of a design-reality gap, i.e., the field conditions being different or
lagging the plans and directives coming from above.
The beauty of a well-designed IT system is that once in place, everyone can more easily
participate in activities across varying functionality. This makes broader, multi-level
stakeholder participation easier. These issues are encapsulated in the statement that IT is
a process, not a product.
37
2.4.4. Business Intelligence
Information technology is a powerful tool, but successful exploitation depends on a
number of assumptions and correct design, underlying data, and integration into business
practices. Faulty or incomplete data will result in incomplete or erroneous results. Given
the volume of data that IT systems will be generating in the coming years will grow by
many fold, will have serious implications on how we analyze and utilize the data. The
real goal should be business intelligence:
Data
→ Information → Knowledge → Wisdom (Business Intelligence)
How does one move along this chain? One of the first requirements is domain expertise.
Here, participation of the utility staff is vital, especially since outsiders will have limited
knowledge about day-to-day activities, challenges, and opportunities. This is not to
diminish the helpful role that a fresh perspective can provide, but analyzing data and
recognizing trends, abnormalities, and causal relationships is something best done by
operational professionals within the utility. Most importantly, one has to ask the right
questions to get the right answers.
2.5. Support to implementation and capacity building
Under Karnataka R-APDRP a training module has been planned for training of ESCOM
staff to operate the packages which are included under the R-APDRP program. BESCOM
could make use of this to train their staff at Doddaballapur.
The System Integrator, appointed through the bidding process for IT implementation, as
prescribed by R-APDRP, shall in consultation with and at convenience of BESCOM,
workout the training program and all the other modalities of the training.
BESCOM staff needs to be trained for the core operational modules such as the TRM
module, GIS, etc. This would include training before implementation to familiarize
BESCOM staff with IT systems and theory classes to explain concepts related to
38
operations, management and business intelligence tools. The next stage of training would
be on the IT systems themselves during deployment and during the trial/pilot phase.
Getting the user interface right is key to solutions being acceptable and used by field
staff. Learning about what is good or bad in a design is something best done early on,
since undoing or changing something finalized is difficult or at least expensive. We
suggest interface simulations based on what is known as the “Wizard of Oz” concept. In
this staff would get to use dummy software tools before the tools are fully developed but
the user interface can be tested in full, especially to learn where users get stuck or need
help. This is a cheaper way than prototyping or field testing since the back-end system
could be synthetic.
Additionally once the system has gone live there will be a need for support and ‘handholding’ till the IT packages can be operated by the employees without error for a period
of time determined by BESCOM, such as 2-3 months. Further there should short
refresher courses after every 1-2 years.
Under R-APDRP the “train the trainer” concept is proposed for BESCOM to develop inhouse skills. This would allow BESCOM to train new employees who join afterwards, inhouse by their seniors acting as mentors.
There is a need for good documentation (both hardcopy and softcopy) relating to the IT
packages which would include detailed software manual, instructor manuals and
classroom notes along with guidance for tutorial content and schedule.
In order to ensure that IT systems continue to be used and not get abandoned after the
initial effort, it is necessary to integrate IT and computers into the existing business
processes with suitable modifications as required. Additionally there should be a
mechanism put in place to get feedback from BESCOM staff to improve the overall
training process as well as specific components.
39
CSTEP suggests that BESCOM make the computer the primary data entry point to avoid
duplication of work. Currently many of the problems faced by ESCOM are due to the
duplication of work where employees have to first enter data on paper in ledgers or files,
and then the same data has to be entered into electronic format. This leads to unnecessary
duplication of work and increases the possibility of transcribing errors.
Beyond any IT based solutions, there need to be additional thinking towards improved
system performance both in synergistic domains or overall operations e.g., limited
manpower. This means that improving grid maintenance is challenging given that some
feeders are more than 25 km long! To improve this, we would recommend making an
official vehicle available, perhaps a 2-wheeler, to the field operations staff.
One suggestion has been for pre-paid meters, to reduce the burden on staff for billing and
collection. These have found widespread deployment in South Africa, and were even
used within countries like UK in the past, but those were mechanical (coin based
systems). It is an interesting option, and one where there are a range of technology
choices and options, all of which can impact consumer acceptance and sustainability.
2.6. Timeline and Phasing Plan
A unilateral timeline for IT in Doddaballapur may not be feasible given it must synch
with the R-APDRP timeline. There, pilot deployments are to be done within a year, and
the utility-wide urban/semi-urban rollout is to be done within 2 years. The data center,
useful for Doddaballapur, will need to be established under R-APDRP within the pilot
period, which is sufficient time period for both adding computers/IT equipment in the
offices and starting the training processes.
GIS requires proper codification and indexing of assets and consumers (the latter more so
in the billing, or Total Revenue Management, TRM, solutions).
These should be
undertaken before any IT solutions are deployed. Another precursor activity will be the
creation of a network to interconnect the offices in the sub-division.
40
The one other major activity that should be planned for completion before the R-APDRP
pilot rolls out is for DT metering. We suggest R-AMR design, advanced (push capable)
meters as described before.
It is somewhat unclear how long precursor steps take, e.g., cleaning up existing
(paper/ledger based data) since this is a function of available manpower or hiring an
agency for such a task. Of course, our experience indicates that outsiders cannot do such
tasks on their own; at best they can do some steps like GIS surveys, but even there
identification and integration of assets requires utility involvement.
41
Month
0
1
2
3
4
5
6
7
8
9
10
11
12
Planning / Approvals
Specify DT
Meters**
DT Meter
Tender
Evaluate
Tenders
Installation and Integration of DT meters
Validation
Specify
Network
Specify
Computeri
zation
Network
Tender
Office IT
Tender
Evaluate
Tenders
Evaluate
Tenders
Offices
Network
Install
Install
Computers
Database
Creation
(with
migration)
Consumer Indexing and data clean-up
Specify
TRM
solution
(extend RAPDRP)
Tender TRM
Wireless
Network
(esp. for
DTs)
Install
Evaluate
Tenders
Installation and Integration of TRM
Validation
GIS Field Survey
Data Check and
Database Creation
Digitization
Installation and
Integration
Data Center Created by ITIA
42
Validation
** DT Meter Specifications amended as per suggestions (e.g., Push capabilities)
Full Doddaballapur hypothetical timeline for IT projects with aggressive deployment
plans is shown. Some tasks are dependent on others, e.g., data center being used for
applications. Many activities depend on resources and manpower. E.g., the GIS survey
can be done sooner with more manpower. The biggest gating factors might be the
syncing with R-APDRP. DT meters require a wireless network contract in place, and
databases require IT (computing) equipment as their gating activity.
43
Part B:
Network Communications Standards and Solution
44
3. Current Systems
3.1. Findings
Our overarching finding is one where IT is being deployed today in a relatively
standalone or "islanded" fashion instead of towards an integrated plan which would
provide vastly greater benefits to the utility. Stated another way, many of the present
initiatives will produce enormous quantities of data, but as such without analysis
functionality these will not necessarily provide the desired business intelligence required.
Key findings:
•
Standalone systems with different databases working in an islanded fashion
•
Lack of an integrated IT platform
•
No means or standards for exchanging information between IT components
•
Data produced is not utilized for improving business – lack of business
intelligence
•
Shortage of manpower with required IT skills
•
No standardization of data
•
Low utilization of IT already deployed – excessive dependence on paper based
systems
•
Existing IT systems are not modular, scaleable or upgradeable
•
Limited integration of IT components with workflows
3.2. Integration
The information collected from various sources, such as:
•
KPTCL SCADA which captures data for feeders from substations
•
Distribution Transformer meters and select Consumer meters – under the Meter
Data Acquisition System (MDAS) to be implemented under R-APDRP
•
Existing customer meters, as well as in the future if BESCOM moves towards
smart meters
45
will have to be monitored and should be interfaced with enterprise side systems.
This information needs to flow seamlessly into various systems like Geographical
Information System (GIS), customer information systems, asset management,
maintenance management etc. for closer integration of utility operation.
Organizing the data among applications has always been a complicated matter for utilities.
The Technical Committee (TC) 57, Working Group 14 (WG14) of the International
Electrotechnical Commission (IEC) has developed a series of standards (IEC 61968) that
facilitate application to application (A2A) and business to business (B2B) integration for
electric utilities. These standards facilitate information exchange among systems
supporting business functions for planning, constructing, maintaining, and operating the
electric distribution network, as well as energy market operations and customer services.
Standards play an important role in enabling the development of IT solutions that are
vendor neutral and allow business processes to be configurable and scaleable.
As per the R-APDRP SRS requirement, the proposed IT solution will exist in conjunction
with several other systems, which are currently present or may be deployed in the future.
It would therefore be required to interface with other systems for seamless flow of
business information.
This series of IEC standards provides a major integration component that is already being
used by several utilities in concert with Extensible Markup Language (XML) and
Enterprise Application Integration (EAI) technologies. The goal of an EAI solution is to
semantically integrate business processes, addressing critical integration requirements
such as communication and data integration, real-time analysis, and business process
automation. XML is human and machine readable and enjoys large and growing support
by suppliers of automation products.
46
3.3. Adoption of Standards
3.3.1. For Integration of Information Systems
The R-APDRP SRS specifically mentions that for the GIS solution the interface packages
for integration shall use IEC 61968-1 standard, which is based on an integration bus
approach focusing on integration of major utility applications relating to distribution
management. Further the RFP for Karnataka prepared by the IT Consultant under RAPDRP has a high level design as shown in Figure 2.
Network
Analysis
AMR
Network
GIS
Asset
Mgmt
Outage
Mgmt
Energy
Audit
Billing &
CRM
SCADA
Figure 2: Utility (integrated) Information System. The modules are just suggestions for possible
functionalities.
The IT Implementing Agency will be responsible to provide the interface software to
existing packages in the utility, such as SCADA etc.
47
The IEC 61968-1 Interface Reference Model (IRM) provides the framework for
identifying information exchange requirements among utility business functions. An
overview of the recommend standards for enterprise integration is depicted in Figure 3.
Figure 3: Recommended Utility Standards for Enterprise Integration/Coordination Strategy
These IEC standards focus on information exchange among systems for the engineering
and operation of T&D networks.
Features of IEC 61968 series:
The Interface Architecture given in IEC 61968 Part 1:
•
Provides for an Adaptable Utility Infrastructure
•
Partitions Business Systems based on:
o Stable Technology Elements - Abstract Application Component Interfaces
o Components that can be controlled by Utilities - Middleware Services that
can be changed inexpensively
•
Provides a stable basis for Enterprise-Wide Integration
o Transcends the Life-Cycle of Individual Application Systems and
Middleware
48
3.3.2. For Network Communication
In electric power systems in India currently variety of communication protocols and bus
systems are used from substation to control center. Various communication standards are
used within the substation and outside the substation including energy meters. Many
integration problems are caused due to not following standards for information exchanges.
In India most of the meters presently are modbus compliant. However, the IT solution
provided should be compatible with future meters also, which may be introduced in
Indian market complying with DLMS/ COSEM / IEC-62056 Standards.
There is a strong drive in the SCADA industry for standardisation of communication
interfaces for interconnection of various subsystems in a typical SCADA system. On the
same lines the Electric Utility SCADA industry has zeroed in on communication
protocols to be used for interconnecting the Remote Terminal Units to the Human
Machine Interface (HMI) Servers and Intelligent Electronic Devices (IEDs) like
Protection Relays etc.
IEC 61850 is the latest international standard for substation automation systems. It
defines the communication between devices in the substation and the related system
requirements. It supports all substation automation functions and their engineering. It
enables integration of all protection, control, measurement and monitoring functions
within a substation, and additionally provides the means for high-speed substation
protection applications, interlocking and inter-tripping.
The advantage of IEC 61850 over earlier standards is that it is flexible and future-proof.
Problems with Legacy Architecture:
•
Specialized point to point links to IEDs.
•
Applications must deal with numerous:
49
o Protocols
o Data Formats
o Data Addressing
•
Protocols used have limited capabilities.
•
Difficult or no access point for other apps.
•
Communication path must be reconfigured when new devices or applications are
added.
Advantages of IEC 61850:
•
Data from IEDs available to all applications via network.
•
Communication path unaffected when adding devices or applications.
•
Standard networking gear provides high performance & flexibility with
environmental protection.
•
Applications and IEDs share common:
o Protocols
o Data Format and Context
o Data Addressing/naming Conventions
o Configuration Language
India’s first IEC 61850 substation automation system was implemented by ABB at
Powergrid’s Maharanibagh 400 kV substation.
50
4. Networking Solution
Connectivity is now the lifeblood of many organizations, and there are different
technologies available to meet communications needs. Information, whether in a ledger
or a PC, needs to be shared and also analyzed, and for this information sharing
mechanisms are vital. With IT systems, any information can, in theory, be sent and used
anywhere. For this, a networking solution is required.
4.1. Network Architecture and Communications Infrastructure
In this section along with the Network Architecture and Communications Infrastructure
we will discuss issues of performance, bandwidth (capacity), management and
application support.
The data network design should cover two areas:
•
Local Area Network (LAN): LANs would be required at the customer care
centres, Data Centre, Disaster Recovery Centre and all utility offices, to connect
all servers, desktops, printers etc. within these locations.
•
Wide Area Network (WAN): WAN design scope includes the infrastructure used
to interconnect the offices to the data centre.
Network Aims:
•
A common environment for data exchange across all offices
•
A congestion less, highly reliable network with 99.99% uptime
•
A scaleable network that can be upgraded to meet the needs of any applications
that come up in the future
•
A secure channel for communication of sensitive data – particularly data related
to customers
4.1.1. Bandwidth
Bandwidth, in the practical sense, is the capacity of a communications medium. Strictly
speaking, in engineering terms, bandwidth relates to the frequency allocated for the
51
channel, but most practical manifestations are based on bits (information units) per
second, or kilobits per second (kbps) or megabits per second (mbps), etc.
One important aspect to remember about bandwidth is that the single number is not
sufficient to compare technologies and designs. E.g., most local area networks operate on
Ethernet technology (10 Mbps), variants of which are Fast Ethernet (100 Mbps) or
Gigabit Ethernet (1000 Mbps). All of these can interoperate on the same physical
cabling, downgrading a link to the lowest common denominator. However, one critical
question is the quality of the connection. Is this a dedicated (point to point) connection, or
is the capacity shared? E.g., a home DSL connection might be advertised as 1 Mbps, but
between what points will this speed be achievable?
LAN bandwidth is typically 100 Mbps, while WAN speeds are virtually always much
lower. How much external bandwidth is required is strictly a function of the applications
desired. Simple database transactions (e.g., billing) require much lower capacity than
complex, visual, or calculation-intensive transactions (e.g., GIS or power flow
calculations). One other factor determining capacity requirements is the level of realtime data transfers required. If some transfers can be spread out over time (e.g., overnight
backups or downloads), then the WAN bandwidth will come down.
Instead of
suggesting a particular bandwidth requirement (e.g., R-APDRP states 2 Mbps external
links for many types of offices of a utility), we recommend testing and validation
(working with the vendors) as a safer mechanism for choosing the least necessary yet safe
level of connectivity.
4.1.2. Cabling
An important aspect of any LAN implementation is the cabling infrastructure over which
it will run. Over the years many changes have occurred to the best practices. These days
many organizations are installing more generic cabling systems known as Structured
Cabling Systems.2
Structured wiring based on the standards assumes that the total wiring system will be
divided into simple wiring units, these wiring units can be repeated as needed combined
2
“LAN wiring: an illustrated network cabling guide”, James Trulove, McGraw Hill
52
into larger structures and those structures interconnected to produce the overall wiring
system.
These standards simply require a generic, multipurpose, reusable wiring and cabling
system that could be used for anything from voice to video. Thus all the network manager
has to worry about is the data rate.
The most important standard in LAN wiring is the 'ANSI/TIA/EIA 568-B Commercial
Building Telecommunications Wiring Standard'. Along with related standards and
bulletins this standard defines a universal cabling system that meets a variety of needs.
The SRS for R-APDRP specifies that this standard be used for the cabling.
The basic wire for most current LAN wiring installations is called Unshielded Twisted
Pair (UTP). This style of wire is relatively inexpensive, easy to connect and provides selfshielding properties to minimize interference. The length of LAN cabling has to be
limited to reduce crosstalk coupling.
The Electronics Industries Alliance (EIA) and Telecommunications Industry Association
(TIA) standards specify the maximum length from the wiring closet to the workstation as
100 m (90 m for the horizontal cable to the wall jack and 10 m for the patch cord plus the
user cords).
UTP (Unshielded Twisted Pair) Category 5 cable is adequate for basic 10/100 MBps
functionality. Category 5e cabling system will allow an upgrade from 100 to 1000 Mbps
easily. However for Gigabit level connectivity at least Category 6 will be required. The
SRS of R-APDRP mandates that - "The UTP cabling for Gigabit and normal 100 MB
Ethernet should be Cat-6 cabling to connect the servers & other access points with Core
switches." This should ensure a future proof cabling system.
R-APDRP SRS requires that cabling be redundant. All cabling should be properly
documented and documentation should be updated for all the major and minor changes.
53
4.1.3. Local Area Network (LAN)
All active LAN components such as switches should be of the same make/manufacturer,
to ensure full compatibility, inter-working and inter-operability. All switch chassis shall
be modular & rack mountable. The chassis configuration shall provide 3 free slots for
future expansion.
Switches are a fundamental part of most networks. Switches enable several users to send
information over a network. LAN switches rely on packet switching. The switch
establishes a connection between two segments and keeps the connection just long
enough to send the current packet. Users can send the information at the same time and
do not slow each other down. Just like routers allow different networks to communicate
with each other, switches allow different nodes of a network to communicate directly
with each other. A node is a network connection point, typically a computer. Switches
allow the nodes to communicate in a smooth and efficient manner.
Cisco has defined a 3 layer hierarchical model known as the hierarchical internetworking
model. 3 This model simplifies the task of building a reliable, scalable, and less expensive
hierarchical inter-network because rather than focusing on packet construction, it focuses
on the three functional areas, or layers, of your network:
•
Core layer: This layer is considered the backbone of the network and includes the
high-end switches and high-speed cables such as fiber cables. This layer of the
network does not route traffic at the LAN. In addition, no packet manipulation is
done by devices in this layer. Rather, this layer is concerned with speed and
ensures reliable delivery of packets. All the uplink connectivity is terminated in a
core switch, which also enables the connectivity to data centre.
•
Distribution layer: This layer includes LAN-based routers and layer 3 switches.
This layer ensures that packets are properly routed between subnets and VLANs
in your enterprise.
3
http://www.mcmcse.com/cisco/guides/hierarchical_model.shtml
54
•
Access layer: This layer includes hubs and switches. This layer focuses on
connecting nodes, such as workstations to the network. This layer ensures that
packets are delivered to end user computers.
R-APDRP SRS requires the following minimum number of switches:
•
Core switch – 2 Nos.
•
Access Switch – 2 Nos. (Optional)
•
Distribution Switch – 1 No. ( For LAN)
•
Layer II switch – 2 Nos.
Reference Standards for Switches should comply with IEEE, RFC’s and standards as
defined in the R-APDRP SRS
4.1.4. Wide Area Network (WAN)
One can create an almost (virtually) private network over an open, public network, a
Virtual Private Network (VPN). VPNs themselves are of two types: managed, where the
service provider sets it up for you, or self-administered, where you simply take a public
Internet connection across all your nodes, and use your solutions to set up the VPN.
These can be hardware based or software based – the best solution depends on the scale,
volume, availability of skilled manpower.
Under R-APDRP, the IT Consultant for BESCOM has come up with a specification for 2
Mbps MPLS VPN links. A back-up link is specified at 512 kbps from a different
provider. It remains to be seen whether any two different providers respectively have
enough coverage to provide such links across the ESCOM. Else, one would have to deal
with multiple network service providers, increasing operational and management
challenges.
It is worth emphasizing that with network connectivity, many of the so-called slower
speeds are actually a subset of higher-speed links. For example, when one purchases a
DSL connection of speed 256 kbps, the same line might actually be capable of much
55
higher speeds, perhaps up to 2 Mbps or more. It is then an issue to negotiate with the
provider, to get multiple times higher speeds without paying multiple times higher price.
Given the lower bandwidth and data speed requirements at lower levels of the hierarchy
of the ESCOM, it is likely that field and remote offices would have lower speed links, at
the least 64 kbps but ideally higher. If the connections are used by more than one
machine, and for general purpose connectivity, 64 kbps will not be sufficient.
Additionally the bandwidth and speed requirements are closely linked to the design of the
web based solution. In case the ESCOM opts for what is known as a ‘thin client’
architecture (where at the lower level offices there is no data storage and all data is
transmitted from a central location as and when requested by the client software) for its
web-based IT solution, the speed and reliability of the network becomes much more
important. Ensuring high reliability in this case might require redundancy of network
connection, thereby increasing the costs. For certain applications using a thin client
model may mean that the bandwidth requirement would be much higher. In particular the
GIS where images have to be loaded and thus the bandwidth required would be much
higher. For such cases it would be better to have an architecture in which there is a local
copy of the legacy data stored at the same location. This would improve speed of
operations and reduce dependency on the network. CSTEP has elaborated on this concept
in the ‘Detailed Action Plan’ report.
Trying to answer “how much speed do I need” (bandwidth) is a complex issue that is
actually driven by the services and applications one wants to run (both today and in the
future!), and also the architecture (which determines locations of where information is
gathered, stored, and utilized). Other characteristics of different technology options
beyond speed include latency (delay), predictability, security, and upgradeability. Given
the varying speed availability and requirements by location, it is feasible to combine
different technologies and even different carriers for some locations (using public
Internet based technologies and then a VPN).
56
4.2. Network Security Policy
Electricity is a critical infrastructure, and thus its data is also critical. Billing and off-line
data must be made available as and where required, but if data is used in operational
(live) functionality, then it becomes absolutely critical to properly plan for data and IT
security. It is worth emphasizing that the best security is by design, not as an add-on.
Security is a multi-layer and multi-faceted process.
One of the most basic is
server/database level security. This basically asks the database administrator to have a
secured server, with limited access to only the persons concerned. Along with that as
data comes in and goes out across various domains, there needs to be control over the
same, especially if a web service is employed.
One other issue that utilities need to plan for is access control to machines in a networked
environment. Beyond the obvious issues of security (web-based access means any data
could be seen if not edited anywhere with the right permissions), a user going online to
the broader Internet might accidentally download some viruses, trojans, malware, etc.
End-users may utilize a computer for personal use, and this also has bandwidth
implications.
Many corporations limit personal computer use, disallowing certain
websites or types of applications (e.g., videos).
This means:
•
Employees at various levels of the hierarchy should be able to access only
specific data depending on the requirements
•
Outsiders should not be able to hack into the system (especially if there is a VPN
used to connect)
•
There should be some restrictions on using external storage devices like pen
drives (as it could result in theft of data)
•
If there is a web service, then access control needs to be stronger to avoid hacking
and virus attacks. This could mean that certain data can be accessed only on
certain machines in the system.
57
•
Customers should have access only to the required information about their
account. Major changes (such as service shut down) should not be completely
(remote) web enabled. Even when changes are made, there must be logging of all
changes that are made.
The above list can go on with more and more complicated issues in data security arising
everyday. It is important to not only follow guidelines from R-APDRP but add security
functionality into all the solutions beyond those covered by R-APDRP. Some of the
important guidelines include tracking key system accesses (generating log trails), timestamp based auditing methods, exception reporting (trigger an alarm, if security audit
fails), detailed system access tracking and maintaining audit trails in tamper proof
environment along with disaster recovery.
Other system integrity related guidelines include user process protection, versioning,
version consistency checks. System maintenance and update, data input checks, integrity
check for data passed over communication channels and data lock transfer (that is when
one process like encryption or transfer is taking place, during that time data cannot be
updated or changed).
Confidentiality, Networking and Data Transfer specifications
include encryption of important documents, purchaser and customer specific information
and well labeled data transfer across internal networks and encrypted for external
networks. Other security measures include XML based security Web security schemes
(XML digital signature and encryption, XKMS, SAML, etc.) and control over software
change and updates.
Besides that, as privatization and outsourcing is prevalent and the possible future of this
industry, it makes data security all the more important. It is important that though the
data maybe collected by an outsider it should be stored in the electric company’s sever,
and the outsider should not have access to the data however insignificant it seems.
Maintaining data security and a successful audit should be a primary concern when
privatization or outsourcing takes place.
This should also be done by following
Information Systems Audit and Control Association (ISACA) standards, guidelines and
58
procedures. ISACA has detailed information related to IT auditing which could also be
important when it comes to maintaining security. All IT solutions, in the long run, should
have their designs audited to prove security is part of the design, e.g., segregation of
duties and roles, proper data and application separation, etc.
Finally each employee needs to be given the required instructions and guidelines with
respect to access and usage of information on the system and outside the system, to
minimize risks and create the required awareness.
Knowledge of vulnerabilities,
enforcement of guidelines, and common sense are keys to data and IT security.
Employees are especially critical since, contrary to what many people believe, most
attacks or failures occur from within an organization, not outside, either through accident,
negligence, or malicious actions.
In a design with a VPN, one possibility is where all traffic first travels on the corporate
VPN to a central location, where a proxy server is used to monitor, separate, and control
outbound (global Internet) traffic. All the remote PCs, servers, and machines must be
manageable remotely, else this becomes an enormous operational and management
headache. With a VPN, all traffic can become encrypted through a multitude of keysharing and cryptography mechanisms (e.g., AES, 3DES, etc.) In addition, such a design
allows for easy authentication of users, using a token-based scheme, a technology widely
commercialized by RSA Security Inc. and others. However, in the short term, one could
utilize meaningful passwords before one moves to the more sophisticated (and expensive)
system.
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5. Key Recommendations (Summary)
CSTEP has the following suggestions that BESCOM can implement to improve Key
Performance Indicators (KPIs) at Doddaballapur sub-division, as well as for BESCOM’s
overall IT Strategy.
•
Extend R-APDRP IT Solutions to entire BESCOM (i.e. including non R-APDRP
areas) starting with Doddaballapur
•
Local copy of information pertaining to its jurisdiction (including TRM, GIS,
MIS, SCADA etc.) be made available to each concerned office (usually subdivision). This will reduce dependence on communication network
•
Key Performance Indicators be made available to sub-division offices and
presented using “dashboard” which includes visualization and business
intelligence for decision support. Overlay of performance indicators on GIS map
would enable BESCOM to choose target areas for system improvements such as
refurbishment of DTs, feeders etc.
•
Add remote monitoring and control to Automatic Recloser system, and include
sectionalizers. This would improve KPIs. (Note: Such a system exists in
MESCOM)
•
For any IT solution, BESCOM staff (especially those expected to use the IT
solution) must be involved at each stage from providing list of desired
requirements/functionalities to development to deployment
•
Given the large amount of data that will be collected under R-APDRP, data alone
is not enough. Business Intelligence must be a key requirement for any IT
solution and must be part of the requirements posed to IT solution providers. The
specifics of the Business Intelligence required are beyond the scope of any
external analysis – the best questions will come from BESCOM employees who
will use the IT solutions.
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Timeline
Sr
No
1
Output
Timeline
Award of Contract
June 22
2
Commencement of work
3
Inception Report (draft)
July 13
(To)
July 27
4
Inception Report (finalized)
August 11
5
Report on aligning of findings of BESCOM’s IT strategy August 27
document
with
BESCOM’s
RAPDRP
proposal
and
Breakthrough IT related projects at Doddaballapur
6
Detailed plan of actionable items related to:
1. Modification/Alteration of IT strategy document
September
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2. Suggest solution to align the breakthrough IT related
projects
3. Actionable steps for achieving the target level of KPI.
4. Roll Out plan for implementing suggested IT solutions at
Doddaballapur and appropriate plan of scaling the same to
Bescom’s level, etc.
5. Developing an timeline and phasing plan
7
Final Report with recommendations
October
18
8
Workshop
November
18
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Status
Annexure: CSTEP Note on Improved DT metering
(Note already sent to BESCOM Directly, in response to some proposed DT Metering
plans)
13 July 2009
To,
Mr. B.T. Prakash Kumar,
DGM (IT)
BESCOM Corporate Office
Ground Floor, K.R. Circle
Bangalore 560 001
Fax: 080-22085038
Dear Sir,
Sub: Opinion regarding Invitation for Bids for DTC metering initiative in BESCOM
With reference to the above you have asked CSTEP to give our opinion on your Bid
document for your DTC metering initiative. Our observations/suggestions are as follows:
1) In the Technical Specifications for DTC metering, in the section 1.15.0 (j) it states
that “Incase of external battery, one battery shall be supplied for every fifty
meters”. It is not clear to us how this specification is to be implemented. We
require clarification on this point from BESCOM.
2) Further, on page 42 under ‘Features of Data logging system at Sub station’ it
states “Software shall be capable of collecting data on a common data structure /
format from Feeder meters of various manufacturers installed in the Sub station.”.
However KPTCL also has a SCADA initiative for all its substations at 66kV level
and above, where they plan to capture feeder data. BESCOM could consider
coordinating with KPTCL to get this data, instead of putting additional meters at
feeders.
3) On page 45 it states that “At minimum, inbound communication will include
event notification calls for power outage and restoration events.” This is a very
useful functionality and an improvement over today's DT meters. We suggest
BESCOM should consider other events for initiation of inbound events. For
example, a threshold based alert initiated at the DTC meter end; which would
detect a large and instantaneous drop in load and alert the operator to the
possibility of an outage in one of the circuits downstream of the DT. Such
functionality cannot be hardwired one time into the system since it might need
updating (learning, balancing false negatives and false positives) over time.
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4) The technical specification does not indicate if the meters can be programmed
remotely. This may be a time and effort savings feature that BESCOM could
consider. Of course adequate security measures would be required.
5) BESCOM should look into the possibility of meters having ‘modular’ memory, so
that if additional memory is required in the future, the same meters can be
upgraded.
6) Modularity is also important for batteries, which will likely need replacement
before the end of the life of the DT meter. Not only should this be easy, one
should have a means of recognizing when it needs to be done.
In the future, as India moves to a smart grid where consumers will have digital meters
capable of bidirectional communication, the DTCs can be a good place to aggregate the
data of all consumer meters, and then send them to the utility’s server. To prepare for this
the meters put in today should be upgradable in memory, programming and
communication technologies, to handle the additional data pertaining to consumer meters
(i.e. the meter could act as a data concentrator). The modems put in today instead of
being limited to GSM & GPRS, could include 3G compatibility at a relatively small
incremental cost. We expect 3G expansion in India in the next 5 to 10 years. Advanced
communication technology will enable the utilities to move from accounting to auditing,
then monitoring and finally control at the DT level or below.
The incremental cost to ‘future-proof’ the DT meters is not expected to be very high
relative to the cost of the current infrastructure. We expect that in the future electricity
utilities will want some local intelligence at the DTCs for analysis and fast actions.
We will be happy to expand upon any of these points and clarify them as required.
Yours truly,
Sd/Anupam Thatte
Research Engineer,
CSTEP
CAIR Building, Ali Asker Road,
Raj Bhavan Circle, High Grounds
Bangalore 560 001.
Tel: +91-80-42490008
Fax: +91-80-22372619
www.cstep.in
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