da systemda system implementation · 9/1/2011 · implementation of a da project a. steps in...

Distribution Automation –Smart Feeders in a Smart Grid World

DA SystemDA System Implementation

Bob Uluski

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© 2010 Quanta Technology LLC

Implementation of a DA Project

A. Steps in Implementation

• Needs analysis

B. Lessons Learned• Feeder Automation• Substation automation• Engineering

• Procurement• Implementation

• Substation automation • Master Station• CommunicationsImplementation• Project Management

Existing Facilities and

Systems

Needs Analysis

y

Stakeholder Inputs

Prepare Procurement Specification

TechnicalRequirements

Bidders Prepare

Proposals

IssueRFP

SubmitProposal Bid

EvaluationContract

NegotiationAward

Contract

Winning Vendor

BCA Results

CommercialRequirements


Needs AnalysisNeeds Analysis

• Thorough assessment of system requirementsThorough assessment of system requirements

id l d di f• Provides clear understanding of– Project goals and objectives

– Expectations

– Costs


Information Gathering

• Visits to Vendor integration facilities (“Factory”)( Factory )– Meet the key people

– Demonstration of latest systems

• Visits to similar utilities that have already implemented DA– Lessons learned

• Formal Request for Information (RFI)– Handling of unique circumstances

– Budgetary pricing

– Develop “short list”


e e op s o t st

Guidelines For ConductingRequest for Information (RFI)Request for Information (RFI)

• Only provide an overview of requirements– Stick to the “must have” requirementsStick to the must have requirements– Being overly prescriptive about how to meet requirements will restrict vendor’s ability to be creative and innovative

• Ask lots of questions especially in areas where you• Ask lots of questions, especially in areas where you don’t have a “must have” solution– This is the main reason for the RFI!

• If Vendor offers something unique, make sure they identify why its better– What are the business benefits?What are the business benefits?

• Don’t place too much emphasis on pricing– RFI cost estimates are for the most part meaningless


Guidelines For ConductingRequest for Information (RFI) (cont )Request for Information (RFI) (cont.)

• Make sure vendors understand what’s at stake– Not buying now, but creating a short list

• Invite all or some vendors in for a demonstration– A picture is worth a thousand words;

– A demo is worth a thousand pictures.


Procurement Activities

• Request for Proposal (RFP)

T i l t t f RFP• Typical contents of RFP– Instructions to bidders

Proposal forms (e g pricing forms)– Proposal forms (e.g., pricing forms)

– Questionnaire

– Commercial Terms and conditionsCommercial Terms and conditions

– Technical requirements• Hardware, software, and services you expect vendor to supply


Guidelines on Specification Preparation

• Focus on the need (what is required), not how the need should be accomplished – Want to allow vendor to use standard system if possible and– Want to allow vendor to use standard system if possible and

apply creativity where opportunities exist

• Provide sufficient detail to avoid confusion whileProvide sufficient detail to avoid confusion, while providing maximum flexibility for bidders to propose their standard design

• Using standard products to the fullest extent, will minimize cost and risks associated with development and customization efforts


Typical Content of Technical Specification• Functional requirements (data acquisition and control functions DLA application• Functional requirements (data acquisition and control functions, DLA application

functions, alarm processing, reports and displays, external interfaces, and other such requirements)

• General requirements (equipment service conditions, applicable standards, spare capacity and expansion capability, system performance and response time, maximum

i ili i il bili d fi i i d i )equipment utilization, system availability definition and requirements, etc.)• Hardware characteristics (Requirements for processors, switchgear, communication

equipment, enclosures, power supplies, interconnecting cables, special tools, spare parts, etc.)

• Software characteristics (Operating systems maintenance software on line and off lineSoftware characteristics (Operating systems, maintenance software, on line and off line diagnostic software, vendor remote dial‐in/VPN interface for future support, network management software, etc.)

• Communication interfaces (radios, antennas, modems, routers, and other communication equipment, communication protocols, antenna mounting requirements required engineering studies)requirements, required engineering studies)

• Documentation and training (Documentation: user, maintenance, system administrator manuals; installation and startup documentation; as built drawings, etc.) (Training: user training, hardware and software maintenance, system administration; training location and cycles)

• Inspection and Testing (Factory tests, Site tests, Availability tests) • Other vendor supplied services (maintenance support through warranty, project

management, installation supervision, etc.)


Procurement Issue

• “To Bundle or Not to Bundle”Should entire DA project be covered by a single– Should entire DA project be covered by a single procurement package?

– Would like system vendor to have responsibility– Would like system vendor to have responsibility, but…

• System vendor usually can’t provide power apparatus

• Cost of power apparatus can dwarf system cost (10x or more!)

• Difficult to obtain “Best of Class” components in all areas

Separating the procurements creates interfacing– Separating the procurements creates interfacing and multiple responsibility issues.


Procurement Activities (cont.)• Proposal evaluation

– Evaluation team

– Evaluation criteria – decide in advance• Technical solution

• Amount of development effort required

• Relevant Experience

R• Resources

• Pricing

• Demonstration of key system functionsDemonstration of key system functions (Does the vendor really have what they say they have???)


• Contract negotiation

Design, Configuration and Testing• Complete Prior to Shipmentp p

• General organization and Project Management– Single point of contact

Core team with representatives of affected parties– Core team with representatives of affected parties

• Design input and review

• Testing– Type testing

– Functional and performance testing

– Integrated system testing

• Training and Documentation– Prepare you for self sufficient O&M

WorkStatement

Vendor Design System

Review Preliminary

Design

Provide

Preliminary Design

DocumentsCore Team

Training

ConductFactory T ti

Ship System

Review Test Procedures

Approved Test

Procedures


Order Components/Build System

Provide Input Data Approved

Design Documents

Testing yDevelop

Factory Test Procedures

Procedures

Training

• Categories:Programmers, database & display builders, dispatchers, maintenance technicians, installation teams

– Train the trainer?Train the trainer?– Informal hands-on dispatcher training– Delay formal dispatcher trainingy p g– On-the-job training of programmers

(6 mo - 12 mo)


Simulator• It’s difficult to get meaningful operator training once the system

is installed

• Recommendation:Implement a training simulator or Dispatcher Training Simulator (DTS)– Implement a training simulator or Dispatcher Training Simulator (DTS)

– Install multiple DA system nodes in test lab

– Provide convenient mechanism to:i d i i l d f l• Demonstrate DA system operation during simulated faults

• Try out new logic before it’s implemented in field• Training for new operators and engineers – refresher for experienced individuals.individuals.


Factory Acceptance Testingy p g

Need complete formal procedures• Need complete formal procedures• The user should do the testing• Performance testing requires thorough• Performance testing requires thorough

simulation of field inputs • Confirm requirements for expandability and• Confirm requirements for expandability and

availability• Allow time for “Unstructured” testing• Allow time for Unstructured testing• Schedule time for repeat of test


FAT Lessons Learned• Manufacturer pre‐FAT test complete (“Dry run”) • Use good written procedure, Reviewed prior to testing

f• Stay focused, Note issues, Keep moving• Quality Control and Configuration management are

essential!!!• Daily conference calls to home office• Allow enough time to train & test

All d i il bl & d (EMS d )• All devices available & connected (EMS + modems)• Include unstructured testing & trouble shooting time• Include consultant, project manager, & field personnelInclude consultant, project manager, & field personnel


System Installation and CommissioningSystem Installation and Commissioning

• InstallationInstallation

• Site testing

d i i• End user training

• Modifications to operating procedures


Installation, Checkout, & CommissioningInstallation, Checkout, & Commissioning

System Cut Over a Integrated Cutover PerformanceInstall Master

Station

SystemStartupTesting

Cut Over afew

substations

IntegratedSystemTesting

SiteAcceptance

CutoverRemainingSubstations

andAvailability

Testing


Site Testing Lessons Learned• Stay focused, stick to procedure• Simulator useful for HMI & SCADA database mapping

• Require factory person attend• Complete EMS & IED connections prior to SAT• Complete communications prior to SAT• Incorporate field technician training• Limit number of people on‐site• Allow time for troubleshooting


Safety Issues

• Safety of field personnel and general public is the number one concern

• Operating and work practices must be adjusted to account for additional field automationautomation

• Recommendations– Review control room switching proceduresg p– Provide visible means of verifying that field equipment is disabled during workN t ti l i ti h ld b– No automatic closing operations should be performed after a specified time following initial fault (2 min.)


Typical Schedule of ActivitiesM h 2006 2006 2006 2006 2006 2006 2006 200 200 200 200 200 200 200 200 200 200 200 200Months2006 2006 2006 2006 2006 2006 2006 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007

Activities May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

1

Vendor presentations & Visits, RFIVisiting end users & internal

2 discussions

3

Decision on which circuits for DA

4 Specification

5Tendering process

6Award contract for 2007 projects

7 Design

8Material delivery & Configuration

9 "Factory" testing

10Installation & Commissioning

11

Trouble-shooting and spec modification

Award contract


12 for 2008

Suggestions for Reducing Costs

• Joint procurement strategy

• “Standard” versus “Custom” functions

• Appropriate level of redundancy

• Use of SCADA vendor personnel for “grunt” work

• “Train the trainer”

• Payment milestones

• Cost effective hardware maintenance supportpp


Joint Procurement Strategy

• Group of utilities with similar needs forms a team to jointly accomplish:– Project planning– Preparation of specificationsPreparation of specifications– Bid evaluation– Selection of common vendor ( i l)(optional)

• Benefits:– Split up‐front costs “n” waysSplit up front costs n ways– Increased leverage during procurementO t it f i d l


– Opportunity for improved long term support

Avoid Custom DA FunctionsAvoid Custom DA Functions

i i i i• System customization is expensive– Adds: software development, testing, documentation, as well as riskdocumentation, as well as risk

• Recommendations– Avoid specifying functions that are unique and may require custom development effort

– Specify functionality (“what, not how”)– Be as flexible as possibleBe as flexible as possible– Allow vendor to be “creative” in satisfying the requirement


Specify an Appropriate Level of Redundancy• Allows you to make repairs and perform maintenance without

system shutdown

A i b t il• An expensive, but necessary evil

• False economy to completely eliminate redundancy

• Recommendations:

Operator Stations

SCADA System

• Recommendations:– Don’t over‐specify the

requirement• 99% to 99 5% B

A99% to 99.5% acceptable in many cases

• Provide redundancy for critical elements only

– Allow vendor to be creative (“1 f ” d d )


• (“1 for n” redundancy)

Use of Vendor Personnel for “Routine” Project Activities• With limited resources available to utilities, there is

a tendency to require vendor services for routine activitiesactivities– Database construction– Display building

S d ( i ll h ll ) f• Some vendors (especially the smaller ones) prefer NOT to do these activities

• Will charge a premium price to have experienced personnel do these tasks

• Recommendation– If possible do it yourself (student engineers love thisIf possible, do it yourself (student engineers love this

work!)– Will save a few bucks and gain valuable experience


“Train the Trainer”• Basic approach

– Your training personnel attend vendor‐supplied i itraining courses

– Bulk of your staff instructed by your training personnel at the home office

• Save on training and travel costs• Best approach for maintaining a long term training program


Milestone Payment Schedule

• Payments during the project are typically tied to significant project milestonesg p j

• Vendor would like payment up front (“frontloading”)

• You would like to pay it all at the end of the project• You would like to pay it all at the end of the project (“backloading”)

• Vendor will include finance charges to cover b kl d d h d lbackloaded payment schedule

• Recommendation:– Agree on a payment schedule that matches the Vendor g p y

cash flow– Typically, cumulative payments amount to 55% to 60%

following completion of FAT


Specify An Appropriate Level of Hardware Maintenance Support

• Ongoing hardware maintenance – a significant expenditure (up to 10% f h d10% of system hardware cost per year!)

• Cost goes up exponentially with• Cost goes up exponentially with vendor response time

• Recommendations:– Be flexible with vendor response time – don’t overspecifyOpt for remote diagnostics (via– Opt for remote diagnostics (via telephone or Internet) where possible


Summary of Key Points

• Don’t over specify – let vendors be creative!• Avoid customization• Implement application functions that can contribute directly to your bottom line

• Consider the SCADA requirements when you purchase new IEDs

• Do some of the work yourself• Do some of the work yourself
