w0815 ron schmitz - techadvantage · 3/2/2014 · mark peterson supervisor of operations...
TRANSCRIPT
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Mark PetersonSupervisor of Operations Engineering
TechAdvantageMarch 5, 2014
Ron SchmitzManager of Information Services
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Agenda
Great River Energy OverviewBackground on SCADABackground on IT FunctionsAlignmentLessons LearnedConclusion
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Great River Energy Overview
28 member cooperatives1.7 million people
4th largest G&T in the nation$3.7 billion total assets$2.8 billion total debt$921.2 million revenue
880+ employeesMN and ND
3,619 MW generation468 MW wind
4,600+ miles transmission
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SCADA Functions
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Drivers for SCADA Support
Data CenterChanges
2007
Metering and
SCADA IPConversion
2008
EMSReplacement
2008
BackupControl Center
2009
OrganizationalChanges
2011
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IT Functions
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Drivers for IT Support
IT DivisionCreated
2003
Data CenterChanges
2007
IPNetwork
2008
OrganizationalChanges
2011
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2011 & Beyond: Time for Alignment
DataCenter
Changes
IPConversion
EMSReplacement Backup
ControlCenter
IT DivisionCreated
2003 2007
IPNetwork
2008
OrganizationalChanges
20112004 2005 2006 2009 2010
I T F U N C T I O N T I M E L I N E
O P E R A T I O N S F U N C T I O N T I M E L I N E
DataCenter
Changes
OrganizationalChanges
2003 2007 2008 20112004 2005 2006 2009 2010
START OFCONVERGENCE
ALIGNMENTOCCURREDAPPROX 4 YEARS
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Incident responseCyber security
Before Alignment
Change managementDatabase supportServer supportStorage supportTelecommunications
Project engineeringApplication engineeringData management
RESPONSIBILITIES FOR SCADAIT DEPARTMENT
SYSTEM OPERATIONS
FIELD SERVICESEquipment deployment & support
Application supportSoftware development
Incident responseCyber security
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Factors Driving Alignment
PEOPLEChanging Workforce
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Factors Driving Alignment
TECHNOLOGYCommunications Convergence
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Factors Driving Alignment
INFORMATIONEnterprise Availability of Data
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Factors Driving Alignment
FINANCIALSReducing overall costs
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Factors Driving Alignment
REGULATORYComplying with Increased Cyber Security Requirements
Actual GREComplianceSpecialist
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Past Shortcomings
• Minimal standardization of configurations and technology
• Minimal change control for data or technology changes
• Minimal process documentation• Effort to hold onto the past
– New SCADA Vendor features were not incorporated.– Legacy displays still have masked issues.– Enhanced SCADA database tools not utilized.
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Challenges
• Loss of control of the SCADA (perception)– EMS asset owned by Transmission
department
• Mistrust of IT in general (they’re taking over the world!)
• Legacy employees resistant to change– Prior internal department was hands-
on, IT more structured with job scope– Job functions changed, reduced
scope in some cases.
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Overcoming Challenges
• Clearly defined roles and responsibilities
• Created trusting relationships– Deliver on commitments– IT leadership and staff need to
understand importance of energy management
• Gained understanding of functions– IT: system support, operational
procedures– OT: CIP, SCADA, 24/7 operation
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Alignment Goals
• Better alignment with existing IT support functions– Service desk– System administration
• Formal on-call policy– Former structure relied on the person who lived in
town to address critical issues after hours.– Processes created for escalating issues
• Clearly defined roles– Staff can focus on their areas of expertise– Excitement for clean up and standardization
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Incident responseCyber security
After Alignment
Change managementDatabase supportServer supportStorage supportTelecommunications
Project engineeringApplication engineeringData management
RESPONSIBILITIES FOR SCADAIT DEPARTMENT
SYSTEM OPERATIONS
FIELD SERVICESEquipment deployment & support
Application supportSoftware development
Incident responseCyber security
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Another Example
Metering– IP connectivity drove change– Operator visibility of the electric system
increased– Meter callout/interrogation improved– Data management and reporting improved
Metering support is split the same as SCADA
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Other Areas of Alignment
• Custom Applications• Distribution Automation• Load Management
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Lessons Learned
1. TEAMWORK IS KEY– Projects– Support– Vendor management– Staff meetings
2. Make incremental changes3. Build trusting relationships4. Cohesive support for energy management,
metering, load management
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Conclusion
Started IT/OT alignment with IP convergenceMultiple factors drove alignmentAddressed shortcomings and challengesImproved situational awarenessWill continue to grow and adapt …
TEAMWORK IS KEY!