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TRANSCRIPT
TheBig Data Invasion
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VOL 7, ISSUE 3 » FALL 2015 Realizing the digital utility evolution
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�COVER // FALL 2015
Big data is everywhere today, even in our own utility industry. So, we’ve labeled it as we see it—as an invasion. Now, can you catch the video game reference in our cover design? If so, holler at us on Twitter @IntelUtil.
SPECIAL FEATURE
8 Weasked:+ How has big data changed your utility?
FEATURES // CUSTOMER FOCUS
12Mobilityinmotion+ ComEd talks apps & more
14 Theco-opperspectiveonmobility+ A sit-down with Sean J. Vanslyke, CEO,
SEMO Electric Cooperative
16 Planningasmartergridfromtheconsumerperspective+ The research at WSU’s ESI
DEPARTMENTS
4 Drawing the line
6 Intelligentutility.com
18 Analytics
18 Theevolutionofutility
analytics
+ The perspective of the Utility Analytics Institute
20 Predictingthefuture
ofutilityanalytics
+ Is it DOA without the data?
23 IT Insights
23 Areyoufashionablylate
tothedataparty?
+ Data lakes & data deluge separated only by intention
25 DefendingSCADAsystems
+ Especially against the growing cyber threat
26 Herdingtechies&clearing
techhurdles
+ A profile of WAPA’s Dawn Lindell
28 International
28 Whocontrolsmeterdata?
+ Smart meters, EU plans & DSOs
32 Operational Perspectives
32 OMGAMI
+ BPU, Elster advise on upgrading & planning
34 Utility2Utility
+ Dayton Power & Light
38 By the numbers
38 Tweets,trends&trouble
+ National Grid’s social muscle
40 Out the door
40 Blue-skysocialmedia
+ How to retain and engage followers after the storm
Vol.7,No.3,2015byEnergyCentral.Allrightsreserved.Permissiontoreprintorquoteexcerptsgrantedbywrittenrequestonly.Intelligent Utility®ispublishedquarterlybyEnergyCentral,2821S.ParkerRoad,Suite1105,Aurora,CO80014.Subscriptionsareavailablebyrequest.POSTMASTER:SendaddresschangestoIntelligent Utility,2821S.ParkerRoad,Suite1105,Aurora,CO80014.Customerservice:303.782.5510.ForchangeofaddressincludeoldaddressaswellasnewaddresswithbothZIPcodes.Allowfourtosixweeksforchangeofaddresstobecomeeffective.Pleaseincludecurrentmailinglabelwhenwritingaboutyoursubscription.
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DRAWING THE LINE
Kathleen Wolf Davis
Editor-in-Chief, Intelligent Utility magazine [email protected]
ON A RECENT SATURDAY AFTERNOON, I CURLED UP ON MY leather couch with a big bowl of popcorn to watch one of my all-time favorites from the '80s—a cheekily named, candy-colored bit of space
fun, which was playing randomly on one of those nosebleed numbered digi-tal movie channels I always forget I have. I found it by accident and stopped everything I was doing—cleaning, moving furniture, regularly checking the IU Twitter feed because I’m obsessed—and sat down to watch the invasion.
In this flick, basically, an often-shirtless Jeff Goldblum, a surfer-dude version of Jim Carrey and a dance-obsessed Damon Wayans play blue-, red- and yellow-furred aliens who crash into Geena Davis’ Southern Cali pool one weekend and chaos ensues. But it all comes out all right in the end—af-ter numerous musical numbers by Julie Brown (not the downtown version), a couple of glittery makeovers, one accidental armed robbery and a night out on the town, of course.
When we think about invasions, aliens are one of the first ideas to spring to mind—obviously. It inspired not just this chat about my relaxed Saturday afternoon on the couch but also the homage to Space Invaders on our cover. But the concept of invading—of taking over and taking advantage, of moving out an old system in its entirety—applies to a lot of modern life these days. And it can be something helpful—though we tend to call those “disruptions” rather than invasions—or it can be something painful. And, like the movie I watched, chaos always ensues—at least, at first.
This issue is all about the big data invasion—in case you didn’t get that from the not-so-subtle cover. We look at the big picture—not just the painful side of things (such as hacking and privacy issues) but also the helpful side (such as analytics and research). But first of all, we boiled the invasion down to one simple, splashy question: How has big data changed your utility? And, happily, our utility answers were heartily positive. It seems that this particular invasion is a good one, as Goldblum’s was in “Earth Girls,” which is delightful. I would have hated to have a parallel to the angry invaders of his later alien hit “Independence Day.”
So, take a read through our big data tome and let us know how you’re dealing with the changes at your utility using the hashtag #bigdatainvasion on Twitter. We’re all ready for a social media invasion on the subject. We’ve got the popcorn popping and an invite out to Jeff Goldblum to join us to chat about all kinds of invasions—alien and otherwise—at Twitter.com/IntelUtil.
Aliensaren’ttheonlythingsthatinvade
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We�asked:
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W.INTELLIGENTUTILITY.COM
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American Electric Power (AEP)
Big data’s impact on our utility has been subtle to this point, and solutions are not fully opera-tionalized or scaled to the enterprise level yet. However, a key change we have seen at AEP is that big data, primarily associated with automated metering deployments, has provided value via analytics in several areas that previously were not possible. These areas include revenue protection/theft detection and asset optimization/transformer load analysis. Such successes have spurred interest and potential investment in other areas, including customer satisfaction and marketing efficiency. While, as I noted, the solutions associated with big data are not fully scaled yet, the potential business value is becoming increasingly clear. As a result, activities are in progress to establish operational, enterprise-level data management and analytics capabilities to more fully leverage data and deliver that potential value.
— Greg Filipkowski, managing director of IT demand
Sacramento Municipal Utility District (SMUD)
Big data is becoming a big reality at SMUD. When we implemented smart meters and sensors on the distribution system a few years ago we knew there would be abundant potential, now it seems exponential.
Currently, within our operations, smart meter data is leveraged to assist with outage reporting and understanding segment loads on the distribution system.
We envision that big data, along with the best visualization tools, will be the key to understanding the state of our system and the impacts of increased distributed energy resources on our grid, and to improving our ability to continue to maintain safe and reliable service.
For example, soon we will leverage real time meter voltage information to identify situations and potential issues that are a result of distributed energy resources. We would be able then to reconfigure the system to increase loading in those areas to correct voltage concerns and utilize the excess generation.
It’s an exciting time to be in an industry that’s seeing the biggest changes since Edison.
— Lora Anguay director of distribution system operations
How has big data changed your utility?
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WW
W.I
NTEL
LIGE
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ILIT
Y.CO
M /
// F
ALL
2015
10
SPECIAL FEATURE
Idaho Power
The increase in the volume and variety of data avail-able has started to have a growing impact to Idaho Power and our customers. Having the ability to better plan and operate our electrical system in order to offer reliable, responsible fair-priced energy services to our customers is a key area of focus for us. Like other utilities, we are look-ing at how best to organize and manage the available data on the infrastructure side, as well as evaluating structures, tools and resources capable of leveraging the data in mak-ing important business decisions to benefit customers and shareholders. One of our earliest benefits of the big data increase is the ability to provide insight to customers on their energy consumption. Future uses of the volumes of data will continue to be focused on serving our customers better, in planning, developing, and operating the electrical system more efficiently, and doing our best to provide our customers energy services to meet their needs.
— Mary Arnold leader of load analytics & research
Salt River Project (SRP)
At SRP we are getting a wealth of big data from smart meters deployed throughout our territory, and it is helping us to improve service to our customers.
The hourly and daily usage information reported back to us helps us better respond to high bill inquiries from customers and, better yet, to send them weekly e-mails and/or text messages estimating their monthly bill based on usage to date. As well, the data we receive from meters at the start of an outage can help us pinpoint the cause of the outage; likewise, power restoration confirmations received from the meters help us ensure that power has been restored to an entire neighborhood before our field crews leave that neighborhood.
We also receive voltage readings at each meter, helping us to ensure that our system is operating within normal tolerances. Also, the aggregation of hourly usage for all customers on a transformer has helped us to pinpoint overloaded transformers, allowing us to schedule a transformer replacement—with an upsized unit—before a transformer failure occurs.
— Mike Lowe associate general manager
Seattle City Light
Seattle City Light’s vision is to deliver the best customer service experience of any utility in the nation, and big data is helping the utility get there.
As an organization balancing sound business and electric utility practices, public obligations to broader city goals and initiatives, and constituencies with other agendas, City Light executives, operational managers and those responsible for day-to-day matters are challenged with reporting operational and financial information along multiple required reporting formats. These include FERC, internal operations, municipal government, programmatic budgeting and others.
Utility leaders also need to see a clear picture of the effec-tiveness and efficiency of our tactical operations. Is the utility producing the level of service our customers expect and the financial performance management demands? Additionally, City Light’s customer-centric business model requires a management reporting system that provides real-time data on specific metrics that answer key questions on customer-impacting performance. This system requires intensive amounts of data.
Use of big data in City Light’s Enterprise Performance Reporting/Business Intelligence initiative has allowed the util-ity to re-examine how goals were measured and whether the right data was being collected. This helps utility leaders under-stand whether the utility is actually meeting expectations.
As an example, since City Light is committed to deliver-ing the best customer service experience of any utility in the nation, this helps managers focus on understanding our “customer critical path”—those processes and data that become critical because they directly affect the customer. It provides a better understanding of City Light’s customers so the utility can segment them more effectively, targeted by products, services, or even expectations. It has also helped City Light forecast whether new customers get service when they expect it, and in a timely manner.
This initiative also enabled City Light to provide external decision-making entities with metrics that link performance levels with specific funding and resources. A dynamic of clear accountability is being established within the organiza-tion. This initiative has also allowed City Light to become a thought leader within the City of Seattle’s municipal structure.
On a daily basis management has data allowing them to pinpoint areas of success, areas of risk and bottlenecks to achieving their overall mission. Management can take snap-shots in time and measure progress toward achieving these objectives. This supports City Light’s objective of striving for operational excellence encompassing improved productivity and cost effectiveness.
— Carol Butler director of corporate performance
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Northern Virginia Electric Cooperative
(NOVEC)
[Editor’s note: From the cooperative perspective, NOVEC took a different—but not less important—angle on big data—namely on development and supporting the data industry itself.]
The Northern Virginia region and the Northern Virginia Electric Cooperative, NOVEC, have been working with the data center industry for more than 15 years. Having the most reliable network in the Washington-Baltimore metropolitan region helped establish our credibility with the industry. Our ability to design and construct the electri-cal infrastructure required by the industry on time and on budget, along with competitive power costs, has solidified the relationship.
— Mike Dailey vice president of energy and business development
Avista
Big data has provided a level of visibility into Avista’s busi-ness and our systems that we’ve never experienced before now. At the same time, it’s improving efficiency and reliabil-ity. That’s exciting for both our customers and Avista!
Big data has afforded Avista the opportunity to give customers interval data in web portal displays so they can better understand their energy usage. We also provide text notifications to customers with updates about their actual usage versus their usage goals, which creates greater aware-ness about how their choices are impacting their bills.
Operationally, big data allows Avista to manage our distri-bution system in a fully automated, 24-by-7 mode with great-er visibility into the system’s status at any given minute. This capability allows for volt/VAR optimization to maximize our energy efficiency, while also detecting and isolating faults to restore power more quickly. That means our customers are now experiencing fewer and shorter outages.
Big data creates the ultimate win-win. Customers save money with lower consumption resulting from usage feedback, and the opportunity for convenience and control, all while also experiencing reduced outage times. Avista is able to more optimally operate the grid and understand the state of our system—instantly. We’re also monitoring the condition of our system, which reduces equipment opera-tions and maintenance costs. By analyzing historical data, we can anticipate while planning ahead and develop a plan of action that can be pushed to the edge of the grid.
— Heather Rosentrater director of engineering and grid innovation
Southern California Edison (SCE)
New technologies from smart meters, coupled with the digital world, are fundamentally changing our business and generating big data.
At Southern California Edison (SCE), we are adapting to a new operating model by converting the big data to business intelligence. This will allow us to build predictive segmentation models to anticipate customer needs and build a customized experience.
One example of these changes is seeing customers with multiple electric vehicles and solar rooftop systems on their homes. Though this is one small segment of our popula-tion, it is growing. SCE is changing our business processes to meet our evolving customer needs. Using big data will help us to draw the insights needed to better understand the customer of the future and become their trusted energy advisor.
— Abdou Hassaine
VP customer service operations
Pacific Gas & Electric (PG&E)
Big data has dramatically improved the effectiveness of many of our critical operations. The data we harvest gives us unprecedented visibility into our grid, which allows us to expand and enhance service to our customers. For example, data from our customer meters has fine-tuned the process of “reading” meters. It helps us quickly identify outages and resolve other service-related issues, often without visiting customers’ homes or businesses. Even more importantly, data helps decrease our response time after catastrophic events and other disruptions.
Big data has changed how we view the future here at PG&E. It will play a big part in managing the array of new technologies that are (and will be) plugged into the grid—things like rooftop solar, electric vehicles, home battery storage devices and smart appliances—that require two-way communication between our control centers and the customers. It will ensure the reliability of the grid of the future by smoothing fluctuations that are inherent with renewable energy sources like solar and wind. And it can even help us shrink our carbon footprint by providing for better connections with renewable energy resources.
It’s at the heart of our effort to build a safe, reliable and resilient electric grid that can satisfy our customers’ needs today and for years to come.
— Karen Austin CIO
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++ ComEd talks apps & more
By Kathleen Wolf Davis
Mobility in motion
Mobility in motion
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With mobility, you can be at B, C or even D from point A without getting off the couch, it seems. All you need is a smart widget—a phone, a tablet or those funky ridiculous phablets.
The apps have it
“Personally, I’ve almost stopped using my home computer,” admitted Jane Park, director of business strategy & technology with Commonwealth Edison (ComEd), an Exelon company. “I’m smartphone, iPad- or tablet-driven.” And she’s not alone. If utility insiders are going more mobile, you can bet that trend is paralleled in utility customers.
ComEd, for one, is listening to that trend. Their latest push along those trend lines adds features to their mobile app. These new features help customers manage energy use by revealing home energy data. The app itself allows them to compare their use to their neighbors’, compare their latest bill to past bills, project future use, set alarms for high use alerts and even look at tips from ComEd on how to save even more energy. (Park also pointed to DTE Energy as having a “beautiful” mobile app as well that communicates energy use. So, ComEd isn’t the only utility listening to mobile trends.)
And that mobile app trend is getting positive customer response—at least if you think big, fat use numbers are positive, and they do. ComEd’s mobile app has been downloaded close to 500,000 times and had 3.3 million trans-actions just last year. Compare that to overall web transactions for ComEd, which clocked in at almost 17 million for 2014, and a new 15 percent of that overall is a positive response indeed, though there may be some amusing irony in the idea that a utility’s getting huge use numbers for an app aimed at a type of reduction.
ComEd’s energy use features on their mobile app for consumers, however, are not the only mobile/online excitement on the utility’s horizon. They’re also piloting a Green Button “connect my data” project for commercial customers who want to OK the regular transfer of their usage data to a third party, and the utility is redesigning both web and mobile platforms to better reflect what customers want, to be more responsive.
Park added that, while she understands the internal industry debate be-tween mobile apps and simple mobile web designs, ComEd is tackling both.
“People are torn,” she said. “Do I really need to invest in a mobile app? What if I just build a responsive mobile website? If I do that, do I need to bother with an app at all?”
The reason ComEd is tackling both, though, is simple and circles back to the baseline: It’s what the customer wants.
When we talk mobile on the utility front we’re not talking about getting you from point A to point B—at least, not literally. We are talking about
you getting there digitally, to an extent—namely, can you be sitting at point A and pay a bill for your house at point B or understand what’s happening at a substation at point C (if you’re a field worker) or even just browse what’s going on corporately at your utility’s headquarters somewhere down the street from point D?
Mobility in motion
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CUSTOMER FOCUS
SEMO ELECTRIC COOPERATIVE HAS BEEN
serving southeast Missouri since 1938. The utility is one of 50 distribution co-ops that make up the Associated Electric Cooperative family. More info on the co-op can be found online at gosemo.com.
FROM YOUR PERSPECTIVE, WHAT’S THE BIGGEST THING IN MOBILE FOR UTILITIES?VANSLYKE: First, one has to define mobile or mobility. Second, you have to define why or what you want to achieve. Is it (mobility) for the consumer or to make the utility more efficient? Maybe both. There are many great mobility ideas. There are a few utilities that will execute their mobile plan. There will be fewer who will evolve or sustain their strategy. The pace is quick, and things are rapidly evolving.
Consumers—customers for IOUs, members for coopera-tives—care about their energy provider when the lights go out, the gas stops flowing or when a high bill arrives. But
THE CO-OP PERSPECTIVE
ON MOBILITY
++A sit-down with Sean J. Vanslyke, CEO, SEMO Electric Cooperative
Remembering the consumer
“We have to be where the customer wants us to be and expects us to be,” Park added, about ComEd and the industry as a whole. “People have an expectation that they’ll be able to reach utilities on mobile, and an important segment of our customers prefer to do that via an app. They’re not going to think twice, and they’re not going to give us a pass just because we’re a utility.”
And ComEd isn’t stopping with just the development of a mobile app. They’re also working ahead, thinking of how they can make the mobile experience easier and more pleas-ant for the customer, including payment options and a secure mobile “wallet” that can be saved for the next transaction.
But customers aren’t alone in benefiting from new mobil-ity options with ComEd. Their field workers are on the receiving end as well with a shift from laptops to mobile devices and even a look into a more personal future.
“I’m personally very excited about the potential of wear-ables,” Park added. “For our workforce out in the field, the ability to transmit data more quickly to the ops center while staying agile and increasingly hands-free will be a huge gain for productivity and safety.”
And that wearables concept reveals one area of mobility that Park sees as growing—tech that is highly personal—and she sees it applying to customers as well as employees exam-
ining substation tech. “Today, our customers want to have a seamless two-way
conversation with us. But their info is often passed on to fractured parts of the biz, with gaps in communica-tion. We are working hard to fix this. As tech capabilities improve, we’re hoping to implement an omni-channel strategy to better understand how our customers are communicating to us through all our channels and really start communicating with our customers more vibrantly online. It’s not anywhere near a rich two-way or real-time conversation today, but we’re working on it. It will be a richer conversation in the future.”
Park sees that personalization as a valid part of what she labeled a “360° view of the customer” that will come along with more advanced mobile technology in the next few decades—where conversations can be tracked across transac-tions from voice to web to mobile and where the customer really has a single experience rather than the same experi-ence over and over and over and over.
And that should make for a happier customer—when she’s not having to repeat herself ad nauseam—leading to better numbers in another growing mobile trend: the social experience.
Park added that customers—yes, even the utility ones—are living their lives more mobile, more public and
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more engaged with social media. They tweet breakfast. They Instagram lunch. They Snapchat at dinner while Foursquaring where they are for the meal. Their entire lives are lived via social media, including, now, those interactions with their utilities.
Social media is required
“It’s not really a choice to be involved in social media or not,” Park said. “Our customers are already there and talking about us: triaging problems, sharing tips, validat-ing experiences. How are utilities going to take advantage of that instead of viewing it as scary, a threat or something to be avoided?”
But don’t panic. Social media has great benefits, too, Park noted. Think about how much utilities spend on marketing studies, surveys and focus groups when your social media account is your “best real-time feed of cus-tomer sentiment,” she said.
ComEd’s trying to make the most of their social media. Park revealed they are looking at developing a way to let cus-tomers report outages directly on Twitter, which automati-cally links those outage posts to the correct ComEd account info to better pinpoint locations.
“You see it in real time. It trends in real time. All that stuff we’re working on, personally, with mobile apps is
already available to us on social media—at least when it comes to customer wants and needs,” Park added. “We have a lot of work ahead to meet our customers’ expecta-tions, and we’ve got to figure out how to utilize that to enhance their mobile and online experiences.”
And, if she could give one last piece of industry advice: You don’t just need to figure out how to use this data. You need to figure out how to get it out there faster. Park called it “a more agile R&D process,” but the lesson is this: Customer wants and needs are changing constantly, and they’re changing faster. So, we’re going to have to move faster.
Her best advice to other utilities putting out apps for those changing, morphing customer wants: Get to it.
“Launch first. Then put out 2.0,” she said. “Release new ideas and new features without all the pilots and the reviews and the group thinks and the learning curves and the fixes and the reworks. Build it. Release it. Get it out early. Then test it. Learn from it. Adapt to it and repeat.”
In other words: It’s a mobile world now. And utilities have to learn to live in it. We have to adapt to it; it’s not going to adapt to us. Not anymore. And whether you like it or not, mobile is coming to your utility. It’s what the customer wants. And, hey, it does have benefits—for you, for your field work-ers and for those end-users, too.
consumers trust their utility or cooperative as much or more as other service providers. They want to be informed. Consumers want to know they have choices for time of use, green energy, paper bills, e-bills, pre-paid metering, when to connect or disconnect service and many other services.
WHAT’S COMING DOWN THE PIKE FOR MOBILITY THAT EXCITES YOU THE MOST IN THE NEXT FIVE YEARS? IN THE NEXT 10?VANSLYKE: When I read about Visa and tokenization—that, in the future, when you pull up to the gas pump you may no longer need to pull out a credit card as the vehicle will communicate with the pump and automatically charge you—I wonder what consumers will expect from their energy provider in 10 years.
From an electricity distribution standpoint, we have to balance desire for information versus the need for informa-tion. If a consumer’s mobile device indicated when a utility’s service truck is close to his or her home during storm resto-ration, would it provide peace of mind or frustration when the lights don’t come on immediately?
WHAT ARE YOU WORKING ON AT YOUR UTILITY IN THIS AREA?VANSLYKE: We use iPads and iPhones for field operations
to provide better service and improve efficiency. For our members, we offer SmartHub from National Information Solutions Cooperative (NISC). It provides account access and two-way communication online or via a mobile device. Members are able to manage payments, notify customer service of account and service issues, check their usage and receive special messaging from the cooperative.
WHAT ADVICE WOULD YOU GIVE OTHER UTILITIES TACKLING A MOBILITY PROJECT?VANSLYKE: Data protection and consumer demographics are two areas of opportunity and concern. We must strive to pro-tect our members’ data, and we can’t forget low-income con-sumers who may or may not have access to mobile devices.
Information flow has changed the world. As consumers, we want information at the tip of our fingers. We want it now. And we expect our mobile devices to deliver it. We will continue to seek ways to provide better information and services to our members. Regardless of what the future holds for mobility, SEMO Electric Cooperative—Team SEMO—must continue to focus on our primary job—to deliver safe, affordable and reliable electricity to thousands of homes, farms and businesses so we can continue to be a trusted advisor to our members.
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“THE KEYWORD IS RESILIENCE,” SAID CHEN-CHING LIU, BOEING
Distinguished Professor at the School of Electrical Engineering and Computer Science and director of the Energy Systems Innovation (ESI) Center at Washington State University.
I had asked him about the most important research he’s conducting under the umbrella of the grid.
“Resilient distribution systems is what’s on my mind these days,” he continued, pointing to extreme weather events like Superstorm Sandy a few years ago and the growing national priority to bring back the grid faster when these events occur.
And what does his research in resilience involve? A lot of thinking about just what it takes to bring back power. A lot of thinking about access and equipment damage and local solutions to diversify sources. And a lot of thinking about hardening—a lot, a lot of thinking about hardening.
“The interesting part is that the grid will have a much better ability to survive by itself after these events,” Liu added. “After we’ve learned from them and adapted to them, the grid will come out stronger. It’s an exciting topic with lots of opportunities.”
But those opportunities may not be in technology, according to Liu, even though he’s a tech head himself.
“The feasibility of grid tech has been established,” he said. “What we say we want to do can be done. We want smart grid. We want to be able to bring in more data along the distribution feeder to get more smart voltage control. These visions have been fulfilled. The tech has been proven.”
He added, “What is missing is in the socioeconomic issues, I think.”When Liu looks back on demo projects we’ve done in this industry, he doesn’t see
them as quite complete—again it circles back, for him, to the socioeconomic side he sees as somewhat forgotten. In other words, have we figured out how the consumer benefits from all this yet?
Planning�a��smarter�grid��from�the�consumer�perspective++The research at WSU’s ESI
By Kathleen Wolf Davis
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Liu doesn’t think so. While we currently have the tech—take meters for example—bringing in all sorts of data, we haven’t really figured out what to do with all of that to give customers choices.
While other researchers and industry insiders may see us at the end of the smart grid vision, with tech in place and data streaming, Liu sees this spot as only the start of that vision.
“We need to have a more holistic approach,” he said. “We need to stop simply focusing on the technology. And we need to work on public acceptance and other social factors.”
Social factors are, in fact, part of what he and his team are working on in their smart cities lab at the university, which features not just test beds for tech but input from WSU’s sociology department, which is a very direct way to get at those socioeconomic questions Liu was talking about with smart grid research.
“Yes, I got a call from NPR when we kicked off this center with the question: Why do we need sociology to build a better power grid?” he chuckled. And, clearly, I’d come to him with the same question.
His answer circles back to the need to get the public on board to make this vision happen. Without that ac-ceptance, getting to that final vision is harder—much, much harder if your final smart grid/smart cities vision includes consumer-controlled programs such as demand response.
To help get all that data producing, resilient smart grid tech in place quickly and with minimal fuss, the social side of the equation has to be addressed, accord-ing to Liu.
But don’t assume that sociology stuff is all Liu’s lab is up to. They’re about half finished building a test bed EMS, DMS, along with feeder and substation automa-tion, smart meters, IT and cybersecurity concerns, and even renewables simulation. In about another year, when the test bed is complete, they should be able to model, integrate and get a full view of how the grid will work with these variables. It may be the only test bed to run grid simulations from transmission to the custom-er—and it’s definitely the only test bed to consider the impact of sociology.
The test bed should even be able to simulate defense technologies when complete, with intrusions modeled and anomalies detected—the whole nine cyber yards. And all those changes, from renewables to cyber issues, that’s the future of the grid—and that’s where Liu and his team circle back to helping with resiliency.
“The grid is changing so fast now, but we haven’t done the best job of keeping future changes in mind. This lab should help with that planning,” he added.
And planning for that customer side of things is Liu’s favorite part of the work.
“All of a sudden, you have a lot more stakehold-ers, with smart meters, and they are all connected by technology. What does that mean to the grid?” Liu wondered, noting that the lab’s integration emphasis is the culmination of all of this, to get away from a frag-mented view of just the technology at play.
“This way, we can study how the consumer makes an impact on the future grid. That’s our dimension of the smart grid, how it links customers through all the IT systems,” he said. “That connection will change how we produce and utilize energy. How we view energy consumption and production will become more col-lective, and, hopefully, we can help make us a smarter collective.”
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ANALYTICS
SOMETIMES IT’S GOOD TO LOOK BACK AT WHERE WE’VE BEEN, take stock of the present and how things have changed and hopefully
improved and consider future possibilities. Analytics in the utility industry have come a long way since conversations first began about the formation of the Utility Analytics Institute (UAI) in late 2011. At that time, the industry was grap-pling with rapidly increasing sources and volumes of data. Beneficial, though often isolated, point solutions characterized the use of analytics. Things have cer-tainly changed. Utilities are beginning to recognize and treat data as a strategic asset, and there is an intense effort underway to maximize the value potential of the data asset.
Yesterday
The timing could not have been more perfect for a utility-led community with a laser focus on analytics. Thanks in large measure to its founding members, PG&E, OG&E, Sempra Utilities, SMUD, Southern Company and We Energies,
UAI has grown substantially. The idea of a community dedicated to acceler-ating the adoption of analytics (and reducing risk through information sharing and collaboration) resonated with many utilities.
Subsequently, the UAI’s Executive Advisory Council was formed to help guide UAI’s strategic direction. Each year’s Utility Analytics Summit and Utility Analytics Week events proved to be more compelling than the last. Webcasts highlighted UAI research results and utility analytics success stories. Utility-led working groups flourished, tackled a variety of analytic topics and produced valuable outputs. Utilities contributed well over 100 projects to the analytics project profile database, and online resources contin-ued to expand.
By the end of 2014, UAI member-ship included 7 of the 10 largest utili-ties in the U.S., small member-owned utilities, international utilities and the leading analytics solution providers. In fact, membership doubled in 2014.
While analytics maturity varies across utilities, it has risen significantly in the past couple of years as has the value derived from analytics. Analytics use cases have multiplied in both quantity and diversity. New analytics technologies have opened the door to virtually limitless possibilities.
Today
The best and brightest analytics thought leaders from across the utility industry are among the members of the Utility Analytics Institute and in fact define it. UAI members know that it is hard to overstate the impor-tance of data analytics to utility value generation. Mergers and acquisitions, the evolving utility business model, new regulatory mandates, pressures to validate the investments made in the smart grid and other technologies, and rising customer expectations have driven data analytics into the strategic priority category for this industry.
Theevolutionofutilityanalytics
++The perspective of the Utility Analytics InstituteBy Kim Gaddy
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Data analytics is becoming a way of life, and that is reflected by the diver-sity of topics being addressed by UAI’s 2015 Working Groups: Geospatial & Situational Intelligence, Work Management Process Analytics, Data Quality, Analytics Roadmap, Storm Analytics and Customer Operations.
Comprehensive data strategies are becoming common. Tighter linkages exist between utility business goals and analytics initiatives. Utilities are building the analytics foundation needed to support enterprise-wide business needs, and key foundational elements are being put into place:
\ An organizational commitment to turn analytics insights into action and optimize business processes
\ A robust analytics technology infrastructure and toolset
\ An organizational model that enables analytics success
\ Data management and data gov-ernance processes
Barriers created by data and organi-zational silos are being broken down by cross-functional teams that are developing and executing analytics strategies, managing data governance and developing plans to secure needed analytics skills.
Isolated point solutions are giving way to analytics road maps that guide
the implementation of the highest priority and most value producing initiatives. The “if we build it, they will come” method is being usurped by identification, quantification and prioritization of business-driven use cases. Over time, this approach will serve to demonstrate the value of analytics across the business and build trust in the data.
Technology is now more of an enabler than an impediment. In terms of capa-bilities, utilities rely heavily on operational reporting and business intelligence to understand what happened in the past to identify opportunities for process improvement. Better tools are making information more accessible and easier to consume and use for decision-making. There has been a substantial uptick in utilities using more advanced analytics to answer questions about why some-thing happened. Predictive models are becoming more widely used, even by the smallest of utilities.
The focus is shifting to the people and process challenges that can hinder analytics success. Utilities are asking questions like how can we:
\ Secure sustained executive support?\ Identify and acquire the needed analytics skillsets?\ Achieve organizational buy-in?\ Break down the data and organizational silos?\ Build trust in the data and convince the organization to leave traditional
ways of doing things behind in favor of new data-driven approaches?
Tomorrow
It’s time to dust off our crystal ball. The pace of change within the utility ecosystem is sure to be mind numbing. Some of this change will be welcomed and some will be disruptive. Regulators and utilities will struggle to keep up. The utility business model is likely to do more than evolve—it may change radically. Utilities able to harness the data and leverage analytics will be much better posi-tioned to adapt to these changes. Here are a few of my thoughts about the future:
\ Data sources and data volumes will grow exponentially. \ Customer expectations will continue to rise, and the customer’s voice will
become louder. \ The future will demand that utilities become data-driven enterprises. For
many, we are talking about a complete change in an organization’s culture. Solving people, organizational and process challenges will be front and center, and the most difficult part of the analytics equation.
\ New technologies will cause us to say “Wow, that’s cool!” That said, business needs and use cases should drive technology investments.
\ Advanced analytics, business process automation, visualization capabili-ties and the Internet of Things will create a host of new value creation opportunities.
For all of the challenges, it is hard to envision a more exciting time to be part of this industry’s efforts to leverage data analytics. The degree to which utilities are able to effectively use the data asset will in large measure determine what is in store for this industry in the coming years. It has been and continues to be a pleasure working with UAI members and supporting your efforts to maximize the value generated from the use of analytics.
Kim Gaddy is vice president of the Utility Analytics Institute. More information on the Institute can be found at utilityanalytics.com. And learn how to harness the power of analytics at Utility Analytics Week, hosted by the Institute. This year’s Utility Analytics Week will be in New Orleans Oct. 28-30. Get details at utilityanalyticsweek.com.
“Comprehensive
data strategies are
becoming common.
Tighter linkages
exist between utility
business goals and
analytics initiatives.”
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ANALYTICS
THE TERM SMART GRID HAS BEEN AROUND FOR SOME TIME now, although the meaning has shifted over the years. In its earliest usage, it was
applied to systems that made use of data to perform power quality studies and post event analysis. More recently, the term has come to mean using data to implement a self-healing grid. Self-healing is another term that has multiple definitions from standard protection relays and breakers to distribution level fault location, isolation and service restoration (FLISR). There are multiple definitions of what constitutes a smart grid, but the common denominator is that they all rely on data.
When it comes to modern controls, the latest new term in the utility industry is big data. Some new data sources, like AMI and synchrophasors, deliver sig-nificantly more data than the older SCADA systems. New applications have been developed and deployed to take advantage of these new data sources including wide-area situational awareness, revenue protection, forecasting modal analysis and others.
All of these new applications are designed to bring additional levels of actionable information to the utility industry. Without accurate and available data, the quality of information is called into question and the promise of efficiency obscured.
Accuracy, availability and latency
Data accuracy is controlled by the measurement devices and their connection to the assets they measure. Once installed and calibrated, such a device will remain accurate if properly maintained. Even with the simplest communication protocols, any changes in the measured value will be detected during error checking. As such, if a measured value is accurate at the source it will be accurate when delivered to its destination.
Availability is a much more complex issue. Even when working perfectly, most data delivery infrastructures (i.e., communications networks) were designed to minimize bandwidth utilization. To effectively deliver data over systems using 1200-baud modems and equivalent infrastructure, every attempt must be made to minimize the frequency of measured values transmission. Measurement systems like synchrophasor and AMI are using newer and more capable communications infrastructures. However, if they are not designed properly, even these systems can result in data availability issues.
Another key to availability is latency. An extreme example of high latency is the data collected by a protection relay during a breaker operation. This data, considered non-operational (i.e., not required to operate the system), can sup-ply valuable data to the smart grid. However, acquiring this information often
Predictingthefutureofutilityanalytics
involves rolling a truck out to a substa-tion and manually collecting the data.
Latency plays an important role when using data for system automa-tion. Data archiving is also important in data availability. Beyond the near real-time uses for data, many applica-tions require access to historical data from older data systems like SCADA to newer synchrophasor and AMI systems. Without proper architecture, these archives can quickly become overwhelmed by the quantity of data or in some cases, due to poor organi-zation, the data becomes difficult to extract.
These issues with accuracy, avail-ability and latency can apply to a number of situations and jobs across the industry. Here are a few examples:
Planning engineers: Planning engi-neers are responsible for determining which systems may need upgrades to
++ Is it DOA without the data?By Dan Brancaccio
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“To better perform
their engineering
studies, a good baseline
of data is needed.”
gaps in the archived data. When planning engineers try to compare the mea-sured values, from SCADA to usage measurements taken from meters, incon-sistencies appear as a result of gaps in the archived data. Poorly implemented naming conventions can also be a subtle form of a data availability issue. If an end-user cannot find the archived data, it is as if the data was unavailable. This is a perfect example of a data availability issue affecting the performance of a task.
FLISR: After a fault, the power distribution utility has to locate and isolate the faulty section and restore unfaulted areas. Quicker restorations following a fault improve on reliability indices and customer satisfaction. Although FLISR can improve restoration times, the issue is that some FLISR systems are implemented without first ensuring SCADA data availability. This result is FLISR that is less than optimal. Utilities that decide to implement FLISR should first ensure the data required by FLISR is accurate and available. Needless to say, when data is available, it can expedite restoration.
Revenue protection: Some estimates put revenue loss due to theft at one percent for large utilities. The recent deployment of smart meters can be used to build systems with analytics that can perform theft detection. Most revenue protection analytics require, at a minimum, customer usage data from smart meters and archived SCADA data. Initial design of AMI and MDM systems may have been focused exclusively on customer billing. In this case, data availability is compromised because it is difficult to integrate as a result of system architecture.
Wide-area situational awareness: Recent deployments of synchrophasor technologies have introduced new capabilities to the utility industry. There are multiple analytic applications that promise improved wide-area situational awareness allowing neighboring utilities to coordinate activities to mitigate inter-area system effects with better tools. While synchrophasor data enables these new tools, the high report rate of 30, 60, or 120 measured values per second brings a new level of complication to existing utility communication infrastructure. Although historically available serial communication systems can be used for synchrophasor data, it is best to design networks that use newer technologies that support TCP/IP or UDP. Even these newer technologies can, if not designed properly, result in data availability issues as a result of the high transmission rates and communication protocols that are not ideal for packet-based technologies.
Asset health: “Asset health,” “system health” and “computer-based mainte-nance” are all terms used to describe automated techniques to determine the likelihood of failure for a utility asset. These systems can range from a fairly simple spreadsheet—where utility engineers manually rate certain key asset parameters resulting in a health score for the asset—to complex, rules-based analytic applications.
These complex systems become increasingly dependent on accurate and avail-able data. For example, a complex asset health environment for an asset like a transformer will use data collected from the SCADA archive to retrieve loading information. An asset management system like SAP can retrieve nameplate in-formation as well as date of purchase, maintenance data from workforce automa-tion systems, dissolved gas measurements from automated or manual analysis, breaker operations from SCADA and non-operational data such as ambient temperature or oscillographic waveform data captured by protection relays.
meet future needs. To better perform their engineering studies, a good baseline of data is needed; archived SCADA data is a good candidate to be used for system baselining. However, there can be issues with this approach because data collection for SCADA is configured for system operation. In most cases, this is not optimal for planning.
To minimize bandwidth utilization, SCADA systems are setup with wide dead-bands resulting in significant
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ANALYTICS
Currently there are attempts made to bring synchrophasors into the mix of determining asset health. It’s important to note that asset health relies on data from multiple sources, and all must be accurate and available. In this case, avail-ability isn’t just based on the measurement equipment and the communication network but dependent on the data archiving systems and most importantly, the data integration architecture.
Improving data accuracy and availability
Accuracy can be improved through vendor contacts and measurement equip-ment maintenance. Most utilities institute asset maintenance plans, but few have dedicated policies and procedures for maintaining the measurement devices and associated equipment. The same can be said for communications equip-ment. While utilities have become increasingly aware of the need to maintain the communications systems, issues are resolved as they arise. As noted, availability is more complex of an issue than accuracy, so utilities can take the following ac-tions to improve availability:
\ Institute measurement and communication equipment maintenance policies and procedures
\ Develop dashboards to display availability KPIs\ Determine application and end-user data availability requirements\ Build cross-functional teams to address availability issues\ Investigate new high-availability, low-latency communication architectures\ Develop and enforce data-naming conventions\ Take time to architect data archive and data warehouse before loading data \ Address data-integration requirements
\ Explore new communication pro-tocols better suited for streaming data, like synchrophasors
Left within individual silos, there is nothing exciting about data. However, when properly collected, it is quite interesting to unlock its secrets to ensure the grid is fully optimized. Ensuring that data is accurate and available is the key to unlocking the promise of advanced analytics solu-tions for the future. When deciding to leverage existing or new data sources to improve visibility and operation of a utility system, it is a good idea to look at how other utilities have addressed issues concerning data accuracy and availability and the results in efficiency and communications they’ve gained in process.
Dan Brancaccio is principal consultant at BRIDGE Energy Group.
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I REALLY HATE COCKTAIL PARTIES. THEY MAY TOTALLY BE UP
your alley—the mixing, the mingling, the socializing, the learning—but I’m the grouchypants in the corner with my drink, walling myself off mentally and wanting to go home.
Now let’s talk data and cocktail parties. So, in this colorful metaphor that we’re going to extend for educational purposes, my grouchy, anti-social self is your tradi-tional data system and that cocktail party represents the new social trend of utility data: utilizing data lakes.
Old systems are walled. Things aren’t shared. There are varied and various own-ership scenarios and everybody, essentially, really wants to take their collective (or individual) balls and go the h-e-double-hockey-sticks home. (Or, in our cocktail story, we’re taking our vibrant, grouchy personalities and going home.)
To get to the perfect future that’s predictive and shiny and what every utility hopes is coming (for their customers and themselves), we can have no more data wallflowers.
It’s time to dump. All of it. Together. (Hence the lake analogy.) It doesn’t matter whether the data is sensor insights, system info or random, unstruc-
tured notes from customer service. All of it. No kidding.
Why? To find those patterns. To make those connections. To see what the data can tell you and how you can utilize it across industries. In this sce-nario, to get the best out of your data, it’s got to work the room. It’s time for a binary ballroom blitz, of sorts.
Or so says Greg Bolino, managing director in Accenture Strategy for the company’s utilities industry group. OK. Maybe not in those exact words, but you get the drift.
“Utilities must realize by now that there are major propositions to get analytical with how they run their
Areyoufashionablylatetothedataparty?
++Data lakes & data deluge separated only by intentionBy Kathleen Wolf Davis
IT INSIGHTS
“It’s time to dump
your data. All of it.
Together. (Hence the
lake analogy.)”
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IT INSIGHTS
business. There are so many untapped areas,” he said. “We’ve moved so far beyond just basic data. And now, with the use of data lakes, we can sort things, make data accessible. We can look at patterns and discover new, unknown relationships.”
In the example of one nameless European utility that wanted better customer analytics, the data lake was a dump of portal info, click through stats, use, risk, general customer call center data and even unstructured text fields. From there, they looked at patterns swimming through that lake of numbers.
But the key to making this work was two-fold. Yes, one was the over-whelming quantity of info in the data lake. But, first and foremost, it was having someone create a reasoning that makes the data useful and creates a path for analytics to mean some-thing to the enterprise, rather than simply being generic.
“When there is a known objective, analytics is very powerful,” Bolino added. “Old application tools and work stations and such really didn’t create much value—not until we tied it to something specific.”
To find your own specific something with your utility data, Bolino advises really working to look at how the data can be relevant across your depart-ments and with fingers in all the data buckets, for example, how your opera-tional data can help not just figure out when to do a reconductoring or where to add more automation but also how to help tie in customer service as well.
Get as many social butterflies into this company data cocktail party as human-ly—or inhumanly—possible.
Bolino believes that utilities are starting to understand the importance of that data socializing, which we more commonly call analytics, and he added that most of them today are investing in analytics.
“Utilities get that they need to be analytically driven,” he said. So, what’s the problem? They have the data, and they understand the data is important.
It’s that wallflower business again, but it’s not all anti-social behavior like mine. Sometimes utilities don’t have experience mingling data or cross-coordinating, and sometimes they have the data and the issue is governance.
There’s also an issue with the wallflower’s date and just whom the wallflower asks to dance at this data party, according to Bolino. He calls this a “talent prob-lem” rather than a workforce one.
“There are really no articulated plans for putting these data guys into the current system in new and efficient ways,” he explained. “They come into the same busi-ness, one mired in current culture and practices. Perhaps you’ve put them in a spot reporting to an asset planner that has been in the same culture for thirty years and doesn’t know how to shake it. Or you’ve tried to avoid that and created a new place for this guy that’s basically irrelevant to the business and there are no connected access points to make change.”
So, we’re having both a data-mingling issue and a talent-mingling issue when it comes to seizing the opportunities offered by data lakes.
How do we fix it?
Bolino suggested beginning with that culture and looking at ways to start chink-ing that old armor, to find places where business and analytics can grow together to form new culture. A shedding of the old and a building of the new. Change that framework to focus on performance goals that data can reveal.
And, while you’re helping that culture evolve, bring in data folk that have com-plex modeling skills and use that evolution process to give them real knowledge of the business.
And, again, make sure you give those folk specific objectives, Bolino advised.“Don’t just send them off to asset planning with the idea that they need to talk.
Send them in with specifics, perhaps ‘If we could utilize every transformer on the circuit by the minute, how would that help you?’” he said.
The bottom line, though, is that a utility has to be willing to change to really take advantage of this data opportunity—investing in an engine and people to analyze the data and looking, constantly, for ways this information can alter the overall business, which is where value can be realized with these investments, if a utility is willing.
“Trying to push data horizontally when, traditionally, a utility is managed verti-cally is incredibly hard, yes, but you must remember that analytics is only useful when articulated,” Bolino said, emphasizing his larger point of specificity and drive with the data available to utilities today. “Otherwise, you’re just giving the same old guys more information that they’re likely not going to utilize.”
And then your data lake becomes a stagnant deluge—lots of information to bring about zero change. And your wallflowers have taken over the data party. Again. So, get that data social to take full advantage of all the positives analytics can bring.
“When there is a known
objective, analytics is
very powerful.”
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CYBER THREATS AGAINST THE ELECTRIC GRID ARE ESCALATING
dramatically. According to a new report by Dell Security, cyber attacks on supervisory control
and data acquisition (SCADA) systems doubled last year—and they’ve increased 600 percent since 2012. As alarming as those statistics are, another key finding
is even more troubling—physically disruptive attacks are becoming in-creasingly common. In fact, 25 percent of all cyber incidents last year were a specific type of attack that can flood SCADA systems and shut down me-chanical devices, potentially disrupting physical operations. These attacks are expected to worsen over the next few months and years—and the U.S. is the third most targeted country in the world. The Department of Homeland Security’s Industrial Control Systems Cyber Emergency Response Team (ICS-CERT) similarly found that criti-cal infrastructure attacks are up, the energy industry is the most heavily targeted sector of all (32 precent of attacks) and denial-of-service attacks have become a favorite of attackers.
There are three reasons why sophisticated attacks are occurring more frequently: hacktivists, hackers with ties to foreign governments and organized crime. Electric utilities are a
prime target for all three of these groups, whose motivations range from politi-cal activism and geopolitics to profiteering, and we should expect these attacks to worsen over the next few years.
Stealthier attacks: Utilities’ IT teams are probably most familiar with phish-ing emails and automated probes from bots to try and infect their operations. However, these attacks are evolving to become much more sophisticated, targeted and stealthy. In particular, there are two types of attacks utilities must be aware of: “cross-site scripting” and “drive-bys.” Without getting into too much technical detail here, both of these attacks use legitimate websites to sneak into a company’s network. How does this happen? Because a vulnerability in the legitimate website
(it could be a well-known industry vendor, a news site, discussion forum, etc.) allows the hacker to either run malicious code or plant malware that infects anyone who visits the site. All a drive-by attack requires is for an employee to visit the infected website. With a cross-site scripting attack, the employee is infected when clicking on a legitimate link sent via email.
Hackers are also more likely to target a utility employee at home, in an effort to steal credentials that may be typed into a home PC or infect removable media like a USB flash drive that the employee brings back to work.
Destructive malware: Malware is also evolving and now has far more de-structive capabilities than we’ve previ-ously seen. While many will be familiar with the name “Stuxnet,” the complex worm that hijacked centrifuges at Iran’s nuclear program, there are many other viruses, worms and Trojans that can disable all or part of a plant’s physical operations. Two of the most serious: wipers, which basically erase every-thing on a computer or device, thereby rendering that device totally unusable and encryption malware which instead of deleting data, locks it behind an almost unbreakable wall of encryption. Encryption malware is more com-monly known as “ransomware.”
Denial of service: In addition to malware that can disrupt a plant’s operations, there are also a number of web attacks that can do the same thing. Two of the most widely seen are buffer overflows, this is when an at-tacker floods a chokepoint in the net-work, causing it to malfunction, and distributed denial-of-service, when massive amounts of data are thrown at the network to overwhelm and cripple it. Chances are, your utility is sus-ceptible to both of these attacks—the DHS report found they were the most common vulnerabilities in industrial facilities last year.
DefendingSCADAsystems
++Especially against the growing cyber threatBy Dave Chronister
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IT INSIGHTS
DAWN ROTH LINDELL BECAME CHIEF INFORMATION OFFICER
(CIO) of the Western Area Power Administration (WAPA) in 2013. In case you’re not in the know, WAPA is a federal power marketing agency. It sells federal hydropower and transmission to electric utilities in 15 states, along with maintaining and operating more than 17,000 miles of high-voltage transmission lines. And Lindell is there to lead the team of technologists that make all those sales and interactions happen.
In fact, WAPA has over 200 IT pros in the mix. (You read that correctly—over 200.) Apparently, it takes quite a large team of techies to keep applications, hard-ware, data storage and networks up and running. But, that’s not the only thing she does as CIO of course. While helming the IT team is the main gig, she’s also on the leadership team, which means she gets to “help shape the future of the organization,” she said.
Developing an effective defense: As these attacks become more sophisti-cated, it’s important for utility managers to focus just as much on post-breach damage control measures as they do on active defense. It’s simply not possible to prevent every advanced attack, so containment is equally important.
Preventive steps include auditing the network for any outdated or unpatched systems, from individual workstations to servers, web applications, antivirus, etc. For example, does your network contain any Windows XP machines or Windows Server 2003? The utility should also be using a modern firewall setup, aggressive malware detection tools, email whitelisting and active monitoring both for attempts against the network and suspicious activity be-hind the firewall (such as data exfiltra-tion). Ban all removable/portable me-dia from entering the workplace—that means USB flash drives, smartphones, tablets, anything that goes home and comes back.
Post-breach containment is vital. Make sure any critical industrial system that can be air-gapped is. Then look at other areas of the network to see how they can best be segmented. Segmentation is key—that way, when one computer is infected, it won’t be able to spread laterally across the entire operation. Implement an access- control policy. No single employee should have too much access to com-pany data, systems and key operations. Review your utility’s logging practices. It’s important that any cyber incidents are fully documented so that incident response teams can determine the type of attack and extent of damage.
Dave Chronister is founder of Parameter Security, an ethical hacking firm that consults for municipal utilities, major banks, retailers and healthcare companies.
Herdingtechies&clearingtechhurdles
++A profile of WAPA’s Dawn Lindell
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She may be shaping WAPA’s future, but WAPA wasn’t in her future when she was a kid. In fact, she started out wanting to be a vet.
“I loved animals and wanted to help them,” Lindell said. “As a senior in high school, I worked for a year as a veterinarian’s assistant. It was fun, challenging and interesting to assist in surgery and play with the pets. It was a lot less fun to clean the cages.”
But, that love of vet medicine didn’t stick and she actually studied chemi-cal engineering in college because she “loved the practical problem solving,” she added.
Even with those studies, though, she didn’t limit herself. She thought after-ward she could go to be a lawyer or a doctor or even off to business school. Where she ended up, however, was in the utilities industry at WAPA.
“No matter where I put my focus, I usually ended up in a leadership role and grew to love the opportunity to help others achieve their goals and beyond. It is amazing what people can accomplish together,” she said.
Her current role as CIO of WAPA does have a few similarities to that summer she spent as a vet tech. First and foremost, neither job has a really typical day.
“One of the joys of the job is getting involved in a wide array of technology opportunities. There are problems to solve, conflicts to work through, future planning to achieve, projects to assess, training and development needs to be met and a whole host of technologies to explore. Because technology evolves so rap-idly, there is always more to learn, discuss and improve. Finding the right tools to meet a business need or solve a long-term problem is just fun,” Lindell said.
And her favorite part of that not-so-typical day depends on the day. She actually loves meetings, which may be the most unique thing about Lindell. But she sees them as an opportunity to work through problems or issues—right back to that love of problem solving that drew her to chemical engineering in college.
“It is so invigorating to get a di-verse group of people together and watch the magic emerge as we explore differ-ent ideas and work toward options for a solution. People walk into the meeting frustrated and angry and leave the meeting feeling upbeat and hopeful. Making that kind of difference is great,” she added.
But, she does admit that she has bad days, too. She’s no Pollyanna, and there are days when her very favorite part of it is leaving all the frustrations behind and “going home to the people who love me and curling up with a good book,” she said.
Still, overall, Lindell enjoys her place in the power industry and she has great advice for other women to reach the heights that she has in her career.
First and foremost, you need to believe in—and don’t limit—yourself.“As women, we are multi-dimensional—enjoying roles as leaders, analysts,
project managers, technologists, operations experts, lawyers, financial whizzes, environmentalists, wives, daughters, sisters, mothers and friends,” she said.
“You do not have to choose to be only one or two,” she added. Be the whole list, if you feel like it. And, if you get overwhelmed, don’t be afraid to cut back and ask for help, too.
The bottom line: Don’t think you need to have all the answers right now.“You will find answers along the way,” she added.And when you do reach those goals you’ve set, Lindell says don’t forget to
celebrate, savor them and then reach out and help others reach their goals, too.And that’s how you, too, can get to be CIO just like Lindell.
“One of the joys of the
job is getting involved
in a wide array of tech-
nology opportunities.”
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THE EUROPEAN COMMISSION BELIEVES THE SITUATION OF ENERGY rules being set in Brussels but having 28 national regulatory frameworks is
no longer tenable. In February, President of the European Commission Jean-Claude Juncker unveiled the Energy Union, a flagship project to integrate mem-ber states’ markets and increase security of supply.
Juncker’s vision is of an integrated, continent-wide energy system where en-ergy flows freely across borders, based on competition, with effective regulation of energy markets at the EU level. Much of this will be achieved by implement-ing existing legislation at EU and national levels properly. However, Brussels will take legislative measures at EU level where appropriate and necessary.
Draft regulation, for example, sets out harmonized rules for grid connections. This is intended to facilitate EU-wide trade in electricity, in particular the inte-gration of renewable electricity sources, and allow a more efficient use of grids and resources.
Yet the EU needs to go further than mere grid codes. The Commission says the Energy Union will see “citizens take ownership” of energy through smart meters, domestic generation and by taking their choice of energy suppliers from across the entire EU.
A retail market communication gives these intentions a shot in the arm. Its 10-point plan is part of proposals to redesign the electricity market and link wholesale to retail.
A key part of the communication is boosting the adoption of smart meters and their standards. Although 72 percent of EU power consumers are expect-ed to have smart meters by 2020, the European Commission is concerned that the planned rollouts will benefit consumers less than they benefit distribution system operators (DSOs).
Only eight of the 28 nations will have smart meters offering all ten functions, such as frequently updated readings and advanced tariff support, which the Commission deem necessary to achieve the full benefits.
The Commission will evaluate consumer-benefiting functionalities used in smart meter rollouts, as well as how well interoperable requirements are met
INTERNATIONAL
“The EU needs to go
further than mere
grid codes.”
this year. Based on this analysis, the Commission will decide on legislating on common required minimum func-tionalities for smart meters in 2016.
The analysis is expected to examine closely the issue of remote discon-nection by smart meters and whether consumers must instead be physically disconnected to mitigate breaches of cybersecurity.
The retail market communication and accompanying public consulta-tion on a new market design will feed into legislative proposals, possibly by mid-2016.
The consultation makes clear that views about the future role of DSOs are diverging. For some, their prior-ity should be the connection of new generation, upgrading the distribution grid, balancing and data management.
DSOs themselves would like to be seen as neutral market facilitators between consumers and suppliers, an aspiration not always borne out by the reality of unbundling networks and supply. The key to this is smart meter consumption data.
Next year, the Commission will monitor member states practices to ensure that only parties authorized by the consumer have access to data and that those authorized parties have access on fair and equal terms. The Commission is clear that data on individual consumption and billing are central to the energy transition. What is not clear is who will have control of the data in the longer term.
DSOs are concerned that national regulators want to create smart meter data hubs managed by a new, inde-pendent authority. DSOs would thus be relegated from gatekeeper to one of many stakeholders accessing the data and not in real-time.
Whocontrolsmeterdata?
++Smart meters, EU plans & DSOsBy Tim Probert
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Only one country, the UK, has created such a hub, the Data Communications Company, out-sourced via a government contract and regulated by the Office of Gas and Electricity Markets.
DSOs are adamant that due to the sensitive nature of detailed consump-tion data from smart meters, they should be kept in charge of handling the data. “We very much want to be in charge of the data from smart meters,” said EDSO for Smart Grids policy of-ficer Joana Abreu Jackson.
“We need to manage our grids effec-tively in a system with more variable generation and have all the informa-tion available to us immediately, which we can pass on to market players who want to develop energy efficiency services and so on.”
Harmonization of data management
rules is seen as unlikely, meaning control of data will remain a matter for individ-ual EU member states. However, EDSO for Smart Grids says it is “nearly certain” that the Commission will mandate smart meter readings every 15 minutes.
“Smart meters recording data every 15 minutes will be aligned with wholesale markets settling every 15 minutes,” said Florian Chapalain, also a policy officer at EDSO for Smart Grids. “This will physically align retail and wholesale markets and allow consumers to react more easily to variation of prices in wholesale markets.”
In collaboration with the Council of European Energy Regulators, the Commission will also consider strengthening minimum requirements on switching suppliers, such as switching times. It will also work with the Agency for the Cooperation of Energy Regulators (ACER) or CEER to assess ways to promote consumer access to tariffs based on time-of-use and dynamic pricing.
Brussels also wants to provide consumers with the option to participate in demand response through intermediaries, such as aggregators, collective actions or community schemes.
To this end, the Commission will formulate key principles for retail demand response services and make moves to ensure intermediaries and new entrants have access to the markets and data.
Tim Probert is a London-based freelance writer with a focus on European power markets and new smart grid technology. He helms Millicent Media and can be reached at [email protected].
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Connected Services: A Real-Time Information Framework to Transform
Aftermarket Services A cross all industries, technical
domain experts are retiring and being replaced by less
experienced workers. Industrial machines – many of which incorporate embedded connectivity or sensitive intellectual property - are becoming more complex, and the number of machine and sensor-based data sources is constantly growing. As a result, industries are relying more on outsourced expertise to manage asset health, process optimization and quality control. In today’s global and competitive marketplace, service
sensor-based data from their customers’ assets. Real-time access to operational data allows service providers to deliver timely, accurate recommendations and solutions while cutting costs and maintaining intellectual property. Through this collaborative, customer-focused framework, OEMs and suppliers can offer customer-centric services that increase brand equity, improve product offerings and provide more value to their customers.
Although service providers have specialized domain expertise and provide targeted recommendations to customers across a wide range of industries, they share similar challenges:
Business Challenges• Ongoing visibility into customer
issues• Managing costs• Capturing and maintaining
intellectual property• Field force efficiency• Earning Customer Trust
Operational Challenges• No access to streaming data and
events• Lack of operational context
providers differentiate their value to their customers by streamlining their cost of service, improving their recommendations and reducing time-to-solution. Growing their businesses requires that service providers maintain and update intellectual property, optimize staff and adopt appropriate cost structures to maximize market penetration.
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Connected Services is a subscription-based “pay as you grow” model. Service providers pay over time from operating budgets instead of all at once from capital budgets. This scalable, flexible arrangement helps eliminate fiscal uncertainty when ramping up new services offerings. Continuous access to customer data helps equipment manufacturers, O&M vendors, performance analytics firms and other
service providers improve the design, operation and maintenance of their products or customer assets. Joint venture partners, suppliers, contract manufacturers and regulators also use OSIsoft Connected Services to manage inventory, improve product quality throughout the lifecycle and more fully collaborate through business transparency. By leveraging OSIsoft Connected Services, service providers are freed up to focus on what they do best, whether that’s sales, business development, customer relations/support or information technology support.
CONNECTED SERVICES BUSINESS BENEFITSDeeper collaboration –the provider can deliver a customized experience Optimized human capital –more time and resources spent on core services Growing Revenue Stream – a growing and stable revenue stream with a “pay as you grow” model Reduced costs and faster time-to-market – achieved by eliminating busywork Stickiness – actionable insight from customers’ sensor-based data in real-time
FINAL CONSIDERATIONS Today’s innovative industrial service providers are embracing a Connected Services approach to accessing customer data for better visibility, reduced costs, an enhanced customer experience and the ability to provide premium services. OSIsoft’s Connected Services solution delivers the power of the PI System to industrial service providers, freeing them to focus on their core business of sales, evolving intellectual property and serving their customers. With an OSIsoft Connected Services framework, service providers gain real-time insight into customer issues to deliver better services while seamlessly leveraging ongoing upgrades -- all without prohibitive upfront capital investment.
For more information about Connected Services, please visit: www.osisoft.com/corporate/connected-services/index.html.
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30 THOUGHT LEADERSHIP • SPONSORED BY OSISOFT
Advertisement
Connected Services: A Real-Time Information Framework to Transform
Aftermarket Services A cross all industries, technical
domain experts are retiring and being replaced by less
experienced workers. Industrial machines – many of which incorporate embedded connectivity or sensitive intellectual property - are becoming more complex, and the number of machine and sensor-based data sources is constantly growing. As a result, industries are relying more on outsourced expertise to manage asset health, process optimization and quality control. In today’s global and competitive marketplace, service
sensor-based data from their customers’ assets. Real-time access to operational data allows service providers to deliver timely, accurate recommendations and solutions while cutting costs and maintaining intellectual property. Through this collaborative, customer-focused framework, OEMs and suppliers can offer customer-centric services that increase brand equity, improve product offerings and provide more value to their customers.
Although service providers have specialized domain expertise and provide targeted recommendations to customers across a wide range of industries, they share similar challenges:
Business Challenges• Ongoing visibility into customer
issues• Managing costs• Capturing and maintaining
intellectual property• Field force efficiency• Earning Customer Trust
Operational Challenges• No access to streaming data and
events• Lack of operational context
providers differentiate their value to their customers by streamlining their cost of service, improving their recommendations and reducing time-to-solution. Growing their businesses requires that service providers maintain and update intellectual property, optimize staff and adopt appropriate cost structures to maximize market penetration.
OSIsoft’s Connected Services provides a simple, secure technical and commercial framework for service providers to access real-time
• Speed• Avoiding costly service calls• Lack of transparency
OPPORTUNITY OSIsoft’s Connected Services offers multiple advantages over in-house and specialized vertical solutions. As an off-the-shelf solution, service providers can implement the PI System™ quickly to gain real-time visibility into customer operations. Once deployed, the PI System is designed to scale and connect to diverse sources, meaning that service providers can use data to expand service offerings and improve their IP. The PI System also offers agility; service providers can launch new services without ripping and replacing core data systems. Finally, a Connected Services agreement includes updates to the PI System infrastructure as technology and business needs change to eliminate the risk of obsolescence.
Connected Services is a subscription-based “pay as you grow” model. Service providers pay over time from operating budgets instead of all at once from capital budgets. This scalable, flexible arrangement helps eliminate fiscal uncertainty when ramping up new services offerings. Continuous access to customer data helps equipment manufacturers, O&M vendors, performance analytics firms and other
service providers improve the design, operation and maintenance of their products or customer assets. Joint venture partners, suppliers, contract manufacturers and regulators also use OSIsoft Connected Services to manage inventory, improve product quality throughout the lifecycle and more fully collaborate through business transparency. By leveraging OSIsoft Connected Services, service providers are freed up to focus on what they do best, whether that’s sales, business development, customer relations/support or information technology support.
CONNECTED SERVICES BUSINESS BENEFITSDeeper collaboration –the provider can deliver a customized experience Optimized human capital –more time and resources spent on core services Growing Revenue Stream – a growing and stable revenue stream with a “pay as you grow” model Reduced costs and faster time-to-market – achieved by eliminating busywork Stickiness – actionable insight from customers’ sensor-based data in real-time
FINAL CONSIDERATIONS Today’s innovative industrial service providers are embracing a Connected Services approach to accessing customer data for better visibility, reduced costs, an enhanced customer experience and the ability to provide premium services. OSIsoft’s Connected Services solution delivers the power of the PI System to industrial service providers, freeing them to focus on their core business of sales, evolving intellectual property and serving their customers. With an OSIsoft Connected Services framework, service providers gain real-time insight into customer issues to deliver better services while seamlessly leveraging ongoing upgrades -- all without prohibitive upfront capital investment.
For more information about Connected Services, please visit: www.osisoft.com/corporate/connected-services/index.html.
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31THOUGHT LEADERSHIP • SPONSORED BY OSISOFT
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OPERATIONAL PERSPECTIVES
WE’VE KNOWN AMI A LONG TIME NOW IN THE POWER indus-try—well, if not AMI, then perhaps its predecessor AMR. That’s been
around since the mid-’80s, really, since the time of The Breakfast Club and big hair bands. But AMI has certainly evolved since those big hair days. We were once impressed with one-way info that kicked in once in awhile and helped fig-ure load around the edges of things at peaks and in valleys. Now AMI is mostly two-way in a U.S. system that has lots of smart meters to choose from.
According to The Edison Foundation’s Institute for Electric Innovation, at the heat of summer 2014, there were 50 million smart meters deployed in the U.S., covering over 43 percent of U.S. homes, up from 46 million smart meters the
year before. And a few years ago, AMI was a peripheral industry concept. Now it’s the heart of the smart grid, big data, smart cities and the Internet of Things for the power industry. None of those next big things would be remotely possible without AMI.
Bill Johnson, manager of electric op-erations and technology at the Kansas City Board of Public Utilities (BPU), discussed his utility’s work on the next big thing and how AMI and smart grid figure into the planning during a recent Elster-sponsored webcast “Evolving Beyond AMI to the Utility/Customer Nexus.”
BPU started the process with a busi-ness and financial plan that included multiple vendors and conducted a se-ries of pilot tests. Their main goals with
OMGAMI++BPU, Elster advise on upgrading & planning By Kathleen Wolf Davis
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these investments were to improve util-ity operations, cut costs and increase customer interactions. Johnson told the audience that the utility has seen “good payback” in all of those areas, and he gave a specific example in the area of disconnects, which used to take the utility four people, truck rolls and lots
of time to accomplish and now takes a single worker approximately 20 minutes to complete the same average of 250 a day.
“We wanted to understand how fast the industry is moving, where we get in and how we capture all the benefits we want to try and achieve as a util-ity,” he said.
The most extreme change at BPU with their AMI and smart grid investments may be in the area of data collection, which shifted from a drive-by every 30 days or so to receiving data four times daily. The utility now has real-time monitoring and two-way communication and control. Johnson added that the cost reductions due to labor attrition and reduced on-road miles were significant for the utility.
BPU’s work is a real-world example of how AMI continues to adapt with new interconnected concepts. It’s getting more robust, more resilient, more flexible and a whole heck of a lot smarter, as it will have to be. Old-school end-use utility customers are getting a whole lot smarter, too, when it comes to energy.
There’s a lot of untapped potential with AMI both on the customer-facing side and the utility back-end. With all these new smart meters in the mix, how do we make the most of all that data coming in? How do we run it through systems and parcel it appropriately? How do we use it to become more efficient, reduce truck rolls, combat energy theft, think about distributed energy integration and, generally, get down to the nitty gritty details of evolving our utilities along with our smart meters and the other bits and pieces of AMI?
Johnson’s advice is to take it in increments—just the way you’re always advised to eat the elephant in that old adage—and move forward with flexibility. BPU started with a single vision of strong AMI and smart grid that they are now building on with prepay services, meter data analytics, distribution monitoring devices, volt/VAR optimization, power quality and street light monitoring, and leak detection.
“Set a one-to-three year road map in place,” he added. “Use that as a guide moving forward.”
Utilities also need to understand the driving factors that impact change when making these investments, added Rob Hartway, director of technical sales and solution architecture for Elster Solutions during the “Evolving Beyond AMI to the Utility/Customer Nexus” webcast. He also advised that it’s helpful to under-stand whether those factors are business and operationally driven or market and consumer driven.
From that point, start separating out your goals. Are your utility engineers looking to reduce truck rolls? How will this system or upgrade help you achieve that? Is management looking to improve capital spending? How will this system or upgrade get you there? Each individual aim and answer is important when planning for the data-driven utility future.
“Every utility is different, of course, but there is the concept of starting small and growing,” Hartway added, supporting Johnson’s advice for taking all of it one step at a time. “But always keep the end goal in mind. And be patient. It takes time to adapt, and the utilities industry is not known for rapid transformation. The benefits are there and will be achieved.”
For a more in-depth dive into what BPU is investing in specifically with AMI, smart grid and data analytics and more advice from Elster on AMI management, you can view the full webcast on demand at http://www.energycentral.com/events/31291.
“Utilities need to
understand the driving
factors that impact
change when making
these investments.”
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OPERATIONAL PERSPECTIVES
DAYTON POWER & LIGHT SERVES OVER 500,000 CUSTOMERS
in the Dayton, Ohio, area. For this installment of our Utility2Utility series, we spoke with Mary Ann Kabel, director of corporate communications, about DP&L’s work on a new outage center and taking outage portable and mobile.
WHEN DID DP&L’S OUTAGE CENTER GO LIVE, AND HOW WAS IT DEVELOPED?KABEL: The outage map was developed in 2010-2011by Sparkbox, a local
website vendor, along with the Dayton Power & Light (DP&L) corporate com-munications team, experts in service operations whose systems feed data to
Utility2Utility++Dayton Power & Light
the map and Twenty First Century Communications Inc. Our goal with the outage center was to allow custom-ers to report outages and for custom-ers to be able to check on the status of their outage without having to call.
Customers without power may not be able to use their computer. So the mobile component—being able to use a smartphone from anywhere—is critical. We retrofitted our website to be responsive to the screen sizes of devices. We were ahead of our time because other companies were creat-ing duplicative mobile sites. It has saved DP&L money in the long run and ensured a better experience for our customers.
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the phone) to report an outage. More and more people are using social media as their main communication method, and DP&L recognized that online is often easier and faster for our customers to contact us with questions about their service.
Safety is DP&L’s top priority for our customers. Anything we can do to help spread the message of safety is important. We can use the outage center or messages on the outage map to provide relevant safety information to all of our customers at once instead of having to wait for the next news broadcast.
We can also share timely and useful information to help customers. During a summer outage, we can provide messages about where DP&L volunteers are distributing ice to customers without power.
WHAT UPDATES AND EVOLUTIONS ARE ONGOING WITH THE OUTAGE CENTER?KABEL: We review the page often to consider adding new information our
customers will find worthwhile or valuable. For example, last year we added information about how to recharge the devices our customers find essential, such as cell phones or laptops, during an outage and how to care for pets dur-ing an extended outage.
We also provide links to what we have found to be popular information, such as payment options, getting help with paying their bills and how to pre-pare to change their service if they move.
WHY ADDITIONALLY MAKE THE OUTAGE CENTER ACCESSIBLE ON MOBILE DEVICES? WHAT WAS THE THINKING BEHIND THAT, AND WHAT WAS THE PROCESS FOR THE CONVERSION?
KABEL: Customers want to be able to interact online from anywhere. When we were developing our outage map, we chose not to create a separate mobile site or app, which was what a lot of companies were doing at the time.
Our responsive website strategy has proven to be a smart move that has elimi-nated the need for updates, maintenance and duplication of effort.
WHAT ADVICE WOULD YOU GIVE OTHER UTILITIES CONSIDERING AN ONLINE OUTAGE CENTER?
KABEL: Providing an outage center/outage map will benefit your customers by making information more accessible for them and will provide more im-mediate and effective ways for you to distribute information.
Try to provide the most current information you can. Recently, we reduced the refresh time of the outage map to ensure the information is more timely and useful for customers.
Think broadly about the kinds of useful information you can post—in some cases it could save their lives. For example, during an outage when we noticed people stringing extension cords from one home to another, we warned custom-ers about the danger of fire or injury.
WHAT ABOUT THOSE WHO’D LIKE TO WORK IT UP ON MOBILE DEVICES AS WELL?KABEL: Few people go anywhere these days without access to their smartphones,
tablets or other mobile devices. You have to provide information in the ways cus-tomers will use it and in the ways it will be useful to them. Customers appreciate that DP&L provides them with a website that is useful and accessible to them on any of their mobile devices.
HOW DOES DP&L UTILIZE THE CENTER FOR BOTH CUSTOMERS AND MEDIA DUR-ING OUTAGE EVENTS?
KABEL: We encourage customers to check the outage map to get timely information on outages. Customers can also use the outage center page (http://www.dpandl.com/customer-service/outage-center) to find out when their outage may be restored. Other information found on the page includes how DP&L restores power and easy links to account information, and other customer service information.
DP&L also encourages the local me-dia to check our outage map, which is on our outage center page for current outage totals. Some television stations have started using screenshots of our map during their broadcasts to show the number of outages and where they are located. It helps reduce the number of phone calls we get from the media during weather events.
THE BENEFITS OF AN OUTAGE CENTER ONLINE FOR CUSTOMERS AND THE ME-DIA ARE OBVIOUS. BUT WHAT BENEFITS DO YOU SEE FOR THE UTILITY?
KABEL: The outage center allows DP&L to better satisfy our customers by providing alternatives (other than
“The outage center
allows DP&L to
better satisfy our
customers by providing
alternatives to the
phone when reporting
outages.”
THOUGHT LEADERSHIP • SPONSORED BY TATA CONSULTANCY SERVICES
The journey from a small-data utility to a big-data utilityFOR OVER 100 YEARS, the basic structure and value chain of the electric grid has remained the same. Today, however, for the first time since the days of Edison and Tesla, the grid is facing unprecedented disruption through the consumerization of en-ergy technology and the advent of new regulations and societal expectations.
For forward-looking utilities however, this disruption offers many opportunities in reinventing themselves by developing new revenue models and processes, introducing new products and services, rolling out new communication channels, reimag-ining workplace collaboration and discovering new customer segments to address.
The ubiquitous presence of big data, structured and unstruc-tured, inside and outside the grid will play a singular role in helping utilities in this evolution. How utilities integrate the two most important big data sources inside the utility, meters and grid sensors, alongside other internal data sources such as GIS, asset management, customer applications, call center as well as external sources such as social media, weather and others will determine how they are successful in their journey.
Given all the hype around big data, there is still considerable skepticism of the advantage and insights that utilities can derive from them. As one utility CIO put it: It is clear to us that big data is the answer, but we are struggling to understand what the ques-tion is. To the CIO’s credit, that is a very fair question and some-thing that needs to be addressed before any enterprise can embark on a big data journey. In this article, TCS offers a 3-layered view that we have found to be successful in its big data engagements with enterprises both inside and outside the utilities industry.
• Data stabilization: In this first stage, organizations estab-lish data governance processes and policies and identify
appropriate problems inside the organization that may be solved through big data solutions. These issues will mostly be around structured data and could range from problems in the IT landscape ranging from high data storage costs to poor data quality or sub-optimal application performance. For example, utilities often have access to huge amounts of historical data that are accessed infrequently but are currently stored on expensive storage systems. Big data offers a way out of keeping the data ‘warm’, yet storing it on commodity hardware thus bringing down cost consider-ably. In other cases, application performance is consider-ably slowed either because they have to compute through terabytes of data or because there are many users accessing it. In other cases, data validation could be an issue due to inconsistent record updates in different systems. Both in-memory based computing and batch processing based big data processes offer solutions to these issues. One possible solution at this stage could be creating purpose-built data lakes for specific business areas. The basic information management policies that must be implemented in this stage are:
• Data governance. Achieve organizational alignment (people, processes and technologies) on the governing of data management issues.
• Data security. Establish suitable controls on data ac-cess by setting up policies and processes.
• Data quality management. Ensure the reliability, effectiveness, and usability of data.
• Data architecture. Specify how data is created, pro-cessed, stored, utilized and distributed.
• Master data management. Identify and maintain a single, unified view of reference data across the enterprise.
• Metadata management. Proper control of semantics and structure (syntax, constraints and relationships).
• Data fusion: Once some IT issues have been stabilized and there is more internal buy-in for big data solutions, it will become easier for organizations to also start exploring their usage in more areas inside the enterprise. Here the focus should shift towards bringing in insights that were not possible earlier. For example, finance may be inter-ested in analyzing customer energy consumption in both normal and unnatural weather circumstances to identify those in their customer base who are most vulnerable to payment defaults. On the other hand, operations may be interested in analyzing data that will help them determine anomalies in the grid. That could range from identifying
By Supratik Chaudhuri & Rudrajyoti Sen
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Artwork provided. Please do not recreate.
Date : 31 I 01 I 2007Title : TCS Company Mark - Stacked - 3 linesDesign Magger : Gargi SharmaProject Co- ordinator : Vishal JhunjhunwalaColour : Pantone 2427 CSoftware Formats : CorelDraw 11, Adobe Illustrator CS2
IMPORTANT : COLOURS USED TO CREATE THIS MECHANICAL ARE FOR VISUAL SUGGESTION ONLY. USE PANTONE COLOUR SWATCHES TO MATCH FOR CORRECT COLOURS. EVEN THOUGH THIS MECHANICAL HAS BEEN CHECKED FOR ACCURACY, PLEASE DOUBLE CHECK PRIOR TO RELEASE TO THE VENDOR. IF INSTRUCTIONS ARE FOUND DEFICIENT, PLEASE CONTACT corporate.o�[email protected]
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low performing and damaged equipment to faster and more efficient dynamic line rating and voltage manage-ment. Sales and marketing teams may be interested in improving customer segmentation to better contextualize marketing programs to customer needs and biases as well as cross-sell and up-sell newer products and services like appliance repair, rooftop solar etc. Call centers can mine voice-to-text data for benchmarking performance and training call-center personnel in areas of deficiency. The main driver of this phase is shifting intent towards context-aware services and applications built on a data-centric approach for enterprise analytics platforms. Virtual warehouse (real- or near-real-time), big data lakes, appli-ance-based real-time analytics, stream processing, complex event processing, purpose-built analytics (relational/NOSQL databases/domain taxonomies), IT-OT integration and BI and analytics for IoT are some of the examples here.
• Data innovation: As utilities look within the organization for business problems that require truly innovative solutions they should also start looking at how the data integration and context-aware services mentioned in the second layer can be integrated with data feeds from non-traditional data sources such as social media, municipalities, weather services, solar irradiance data, market operators and so on.
The self-healing prospect of a resilient grid is one possible use case. For example, in large outage scenarios using network infor-mation to prevent islanding yet taking advantage of distributed generation and crew repairs to set up dynamic microgrids could be a possibility. Meanwhile, as EVs, DERs and storage devices proliferate among consumers, those could potentially become new sources of revenue for utilities as they can use meter data for predictive maintenance and services and even provide insurance if local regulations permit. They could even become a data broker, setting up a big data mart where customers could come and selectively share their data and receive offers from retailers on appliance purchases. Usage data can be used to flag potential faulty appliances to the customer and offer solutions. Inside call centers, CSRs can be alerted to customer sentiment by tracking voice emotions and recommended appropriate next steps for callers who may be on the verge of getting irate. Social
media data will be a very important area; in fact, TCS has been engaged in a proof of concept program with a leading North American utility around integrating social media data with enterprise data to improve understanding of customer behavior and trends. This program goes far beyond what most utilities are doing now, which is merely using Twitter to respond to complaints and air the latest news updates.
The big data journey
It is to be noted that—based on business requirements (in-dustry needs) —a utility can select a particular set of use cases and move up the context aware data centric analytics jour-ney. One utility customer that has engaged TCS for big data solutions and support has adopted a similar approach in its journey. Plagued with problems of data inconsistency across multitude of applications and low customer satisfaction, yet constrained with limited budgets, they decided to create a single-source-of-truth data lake that would store customer data from disparate systems. Using Hadoop-based batch processing to compare the data across systems for quality and integrity, they were able to eliminate many data anomalies and inconsistencies. Once that was successful and business and call-center users had access to high quality data, the utility has started integrating data from more sources such as smart me-ters to identify customers who may be better disposed towards buying additional services. In the future, operational data could be added to this data lake. Unsurprisingly, the utility is at the top of customer satisfaction surveys today.
Utilities must remember that the 3-layered approach described above is an overlapping approach which means that once the initial buy-in has come in, the utilities should be investing resources in all three layers since at no time will utilities have solved all the problems in a given layer. What this provides is a possible approach to how utilities should go about their big data journey by shifting focus towards context-aware services in identifying and resolving IT and business needs.
Supratik Chaudhuri is the head of digital services of the TCS Utilities business unit, leading a team of digital experts that works with utilities across the globe.
Rudrajyoti Sen is the information management and analytics lead of strategy and innovation for the TCS Utilities business unit with over 15 years of experience in information management, BI and advanced analytics.
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BY THE NUMBERS
NATIONAL GRID’S MAIN TWITTER FEED IN THE U.S. HAS OVER
22,000 followers. As a grid magazine approaching 5,000 followers, we might admit to a little social media envy.
And those 22K are only for the utility’s overarching feed. It doesn’t include individual employee feeds such as communication manager Heather Romero’s (@hmr_ngrid), media rep Patrick Stella’s (@stellapds) or Rafael Sulit’s (@RaffyinNY)—all of which could be considered secondary lines of social media for National Grid U.S.
Now our 5K followers seem like a drop in the bucket.We spoke with Sulit, U.S. brand strategy director for National Grid, about
the utility’s growth in the area of social media, where the utility is headed in that arena and what other utilities might be able to learn from what National Grid is doing.
But first we’ll start in the ancient social media past—way back in 2011. (In a Twitterverse that changes on the second, four years ago is the equivalent of four generations.)
Back in the olden days of 2011, National Grid made its first big social media splash by engaging in “social listening” during Hurricane Irene—namely in the area of outage notification, functions and repairs. From that storm and customer reaction to the open line of communication, the utility saw a few opportunities to expand.
They started a “stay connected” campaign in 2012 to get customers necessary information before a storm hit—being proactive rather than simply reactive when the lines came down.
“That proved very successful,” Sulit said. “And that campaign was a key plat-form for our social media activities during Sandy and Nemo. It’s served as a solid foundation for our strategy.”
He added, “But there are always opportunities for improvement.”And, according to Sulit, those opportunities for improvement in social media
require precision analytics (to look at what works and what doesn’t), discipline (to keep up with the hourly and daily communication rigors of social media), an understanding that marketing and communication are constantly changing, and, apparently, a lot of hashtag-labeled channels to work with. National Grid has
recently been using #gridgoesgreen, #connect21, #gridcentral, and #pow-ertoserve, just to name four.
Recently, they’ve invested even more deeply in social media—not just in manpower, channels and feeds but also in a social media suite to help them manage it all. (They’re the first utility to do so, though retail entities such as PepsiCo have already invested in this area.)
“The suite is critical to our future planning—for that time when
Tweets,trends&trouble
++National Grid’s social muscleBy Kathleen Wolf Davis
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everything goes digital. And that time is coming,” Sulit added, listing listening tools and key performance indicators (that the company publishes internally) as two positive parts of the shiny new suite.
They can also analyze and predict, staying “a step ahead” and keeping the utility out of “reactive mode,” as Sulit described it. (By the way, that new social media suite, that’s what the #gridcentral refers to.)
Sulit revealed that National Grid
has already given several tours of their new #gridcentral area, as well as already utilizing it in training over a thousand people in total.
Beyond the tours and the in-house training, National Grid’s main goal with this new suite is to engage customers in real time while applying lessons learned from social analytics and technology.
And lessons from analytics can be many. Specifically, let’s take National Grid’s use of Twitter, which Sulit notes is primarily for customer service.
“We didn’t do that arbitrarily. We looked at Microsoft, Nike and fellow utilities and at our own customer data. And all of that data told us we should use Twitter for customer service and influencer outreach,” he said.
And a focus on listening to that data, analytics and customer interactions has paid off, bringing the utility very close to a “customer thank you rate” of nearly 50 percent on interactions during storm Juno in January.
Just how closely are they listening? During our call, Sulit could directly quote customer tweets, including one where a tweeter discussed how she was looking to the utility during a crisis and another where a tweeter professes to usually be-ing “cynical” when it comes to National Grid but that they were, at the moment, “doing a hell of a job keeping the lights on during a storm.”
But don’t think Twitter is National Grid’s only outlet. They’ve also seen good growth on Instagram (and inspired this magazine to kick off our own Instagram account), as well as Facebook, which is, by far, their biggest social media channel with over 61,000 page “Likes.”
The National Grid communications and marketing teams now partner and focus on a number of key customer education messages across their channels, including safety, bill education and solutions, energy efficiency and community partnerships. Sulit gave a direct shout out to Emily Johnson, social media man-ager and agency partner MRY, whom he described as instrumental in their social media “foundation and future.”
And Sulit pulled from that team experience advice for other utilities struggling with social media. He emphasized that it’s vital to connect social media to every single facet of the utility, that you need to be constantly searching for what’s next with customer behavior, that you must be in tune with the industry overall, and that you’ve got to put your customer front and center for everything.
And that’s where we circle back to National Grid’s ancient 2011 social media beginnings with storm response and social listening. That’s an area that serves as the absolute center for the utility’s social media.
Sulit added, “Social media is a great tool, and we think of it holistically in an ecosystem that connects with other channels. But before growth and before anything else, we’re not walking away from amplifying the basics—namely to perform well with safety and storm preparedness.”
That related hashtag? It’s an easy one: #storm. If you’re curious as to the other hashtags in this article that we didn’t explain—
#gridgoesgreen, #connect21 and #powertoserve—we suggest a trip to National Grid’s main Twitter feed (@nationalgridus) is in order.
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OUT THE DOOROUT THE DOOR
IT’S THREE DAYS AFTER A HURRICANE FIRST HIT YOUR REGION.
The winds have finally calmed down, power has been restored to all customers, and your utility is returning to normal operations. You’re a commu-nications manager settling into a normal day when you check your utility’s social media channels and realize that your network grew exponentially during the storm. Your small community swelled seemingly overnight. First, you celebrate this social media success with a fresh cup of coffee. Then, you ask yourself: How do I retain these new audience members and keep them engaged outside of a major weather event?
Utilities typically gain the most social media growth during storms. Information-hungry customers turn to social media during emergencies for frequent updates on outages and restoration times. For example, here at Unitil, we experienced a 10 percent increase in total Twitter followers and a 60 percent increase in Facebook likes following a Thanksgiving storm in 2014. The chal-lenge that many utilities face is how to provide value and build relationships with social media users outside of these weather events.
Here’s a blueprint that we use to retain and engage social media us-ers during the 360-plus days of the year when the sky is blue and major weather events do not occur.
Identify content themes and
sources
The key to a successful blue-sky social media strategy is content, and to obtain a steady stream of content you must identify the key messag-ing themes or “content buckets” that you will focus on, such as prepared-ness, safety and energy efficiency. Then, look inside your organization and determine who can provide you with information pertaining to those themes. For example, do you have a system arborist who can feed you in-formation about vegetation manage-ment projects and spring tree plant-ing advice? Do you have an energy efficiency expert who can provide seasonal tips for saving energy?
Remember, your content is only as good as the internal communica-tions flow at your organization. You need strong lines of communication internally before you can communi-cate effectively externally. If you find it difficult to obtain information from in-house experts, consider joining already scheduled departmental meetings where they share updates or host a bi-weekly interdepartmental call to hear the latest news straight from the sources.
You should also build lists of external influencers, such as police and fire departments, municipalities, nonprofits and media outlets that share information on social media that is in line with your key messaging themes. Unitil regularly shares content from nonprofit partners such as the American Red Cross and the United Way, which adds variety to its social channels. Industry peers, including other utilities, can also offer content ideas and inspiration. The key is to provide value and share content that is relevant to your customers’ daily lives.
Blue-skysocialmedia++How to retain & engage followers after the stormBy Stephanie Francoeur
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Monitor and engage
Listening is a critical part of social media—pay attention to what your fol-lowers are saying and seek out opportunities to engage them in conversation. By engaging with your followers, you reinforce the idea that a real person is behind the keyboard, thereby building trust in your organization. Look for op-portunities to jump into conversations where you can provide value and offer solutions. Each conversation is an opportunity to convert a neutral follower—or even a detractor—into a loyal brand ambassador.
Listening is much easier if you use a social media management tool that allows you to monitor all your social channels in one place, such as Hootsuite or Sprout Social. A social media management tool is especially important if you have multiple team members managing your channels, because it allows you to assign responses to team members, and track ongoing conversations, ensuring that no follower questions or comments are ignored.
Analyze and refine
Now that you have identified content sources, set up a content calendar and developed a strategy for listening and engaging followers, you can rest easy, right? Not quite.
Pay attention to the trends of your social networks. Are you shedding followers weekly, or gaining them? What happened—or didn’t happen—the week they dropped off? Take a careful look at the engagement statistics for each post. By analyzing your best and worst performing posts, you can determine what type of content resonates with your network. Analyzing data can help you determine if certain days or times are better for sharing con-tent. Constantly review what’s working—and what isn’t—and make adjust-ments accordingly.
Of course, the key to success for any utility’s social media strategy is continuous flexibility. Create your content calendar, but keep in mind that a weather event or emergency might require you to quickly switch gears and change your messaging for a day or an extended period of time. By develop-ing a framework of quality content that is relevant and informative, you can ensure that your network will continue to turn to you long after the sky has cleared and the power has been restored.
Stephanie Francoeur is digital communications manager for Unitil, a provider of natural gas and electricity to customers in New England.
Build a content calendar
Once you have a steady stream of content flowing in, you should develop a system for organizing the informa-tion. A content calendar that organizes messages by theme, date, time and platform is a great place to start. Pre-scheduled content ensures that proac-tive messages are shared consistently, and allows you to focus on engaging with followers in real time.
When you create your schedule, bal-ance the type of content you are sharing (video, photo, etc.) so there is a variety in your posts and match the content type to the platform. For example, short, text-based messages work best for Twitter. Photos and videos perform well on Facebook and are also a grow-ing trend on Twitter.
When building the calendar, put your-self in your followers’ shoes. With each piece of content, ask yourself, “Is this a complicated message?” If the answer is yes, consider how you can communicate the message simply—and maybe even visually. Is there a landing page on your website with a diagram explaining the process? Can you create an infographic to illustrate it? Do you have a video or animation that breaks the message down into easy-to-understand pieces? Develop visual content specifically for social media that not only tells, but also shows, your story. You can also create “evergreen” graphics that you can use multiple times, such as storm safety tips and seasonal preparedness messages.
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