TVA Transmission and Power Supply (TPS) Grid 2023 Initiative

  

Region

☐ West

☐ Midwest

☐ Northeast

☒ Southeast

 

Utility Class

☐ IOU

☐ Municipally owned

☐ Cooperative

☒ Government owned

 

Size

☐ <10,000

☐ 10,001-100,000

☐ 100,001-1,000,000

☒ >1,000,001

 

ANALYTICS AREAS

 

  1. Which of the following analytics areas apply to your project (see definitions at end of document)? Place an “X” in the appropriate boxes.

 

 

Implementation underway

 

 

Project completed

Future

 

Meter data analytics

_______

 

 

_______

_______

Credit and collections

_______

 

 

_______

_______

Call center optimization

_______

 

 

_______

_______

Fraud detection

_______

 

 

_______

_______

Campaign management

_______

 

 

_______

_______

Customer segmentation

_______

 

 

_______

_______

Pricing optimization

_______

 

 

_______

_______

Demand response programs

_______

 

 

_______

_______

Energy efficiency programs

_______

 

 

_______

_______

Distributed generation management programs, including electric vehicles

___X___

 

 

_______

_______

Transformer management

___X___

 

 

_______

_______

Substation equipment management

___X___

 

 

_______

_______

Overall transmission & distribution management

___X___

 

 

_______

_______

Outage management

___X___

 

 

_______

_______

System modeling

___X___

 

 

_______

_______

Power quality optimization

___X___

 

 

_______

_______

Advanced distribution management

_______

 

 

_______

_______

Analytics for real-time network operations

_______

 

 

_______

___X___

 

Other: 

 

 PROJECT OVERVIEW

 

  1. In two or three sentences or a short paragraph, please describe this project (include business drivers, how project aligns with utility’s corporate strategy, project goals, results achieved/desired outcomes).

 

The TVA Transmission and Power Supply (TPS) Grid 2023 initiative is focused on leveraging existing projects to ensure all our initiatives are aligned with one another and are addressing any perceived gaps in TVA’s capabilities.  Desired outcomes include a comprehensive data strategy which


BUSINESS VALUE

 

  1. Describe actual and/or anticipated QUALITATIVE (e.g. better customer service) and QUANTITATIVE (e.g. ROI, cost savings, revenue increases) benefits of this project.
    • Note: Any and all quantification of benefits helpful including estimates, ranges, percentage increases or decreases in costs, resources, etc.

 

Qualitative benefits include improved safety and compliance, quicker event analysis leading to quicker restoration times

 

Quantitative benefits include equipment failure mitigation leading to avoided maintenance, repair and downtime.  In addition, personnel efficiency gains include reducing travel time to sites, reduced manual data collection, more infrequent (and less intrusive) maintenance because it is based on condition, rather than other factors.



BUSINESS PROCESS IMPACTS

 

  1. List the key business processes impacted (or expected to be impacted) and describe the nature of those impacts.

 

Process impacts include:

  • Centralizing Remote diagnostics, configuration management and maintenance
  • Develop strong data governance process
  • Establish standards for reporting, analysis tools, data collection and storage, etc
  • Automation of data collection as near to source as possible
  • Better co-optimized generation decisions (with hydro dispatch, cooling tower operation, transmission constraints, etc)

 
TECHNOLOGY

 

  1. Identify the PRIMARY TECHNOLOGY COMPONENTS associated with this project including the technologies used (or expected to be used) for: 1) data collection/integration 2) data analysis 3) data presentation and 4) data storage.
    • Notes: Identify the solution providers and products by name if possible

 

Technology components have not been identified, for the most part.  We tend to be a Microsoft shop, so their cloud (and other) platform and tools will be in the mix (SQL Server, Azure web services, PowerBI, etc).  We utilize R and Python in the analytics space.

 

  1. Identify the PRIMARY DATA INPUTS/ELEMENTS utilized and their sources.

Data inputs will be identified as part of the governance effort, but will include inputs from relays, PQ meters, SCADA/EMS, revenue meters, sensors (DGA monitoring, sentinel monitoring, battery monitoring), GIS, LiDAR data, etc.


PEOPLE

 

  1. Identify the following individuals by job title (as applicable):

 

  • Business-side Project Leader: General Manager, Central Operations

 

  • Technology-side Project Leader: Sr Manager, Info and Analytics

 

  • Executive Sponsor: Senior VP, Transmission

 

  1. Identify and describe the role of external providers (e.g. strategy, consultant, design, development, implementation, ongoing operations).

 

A consultant was utilized to facilitate conversations and document findings in a consistent format.

 

  1. Describe the investments required to implement and provide ongoing support for this initiative.

 

  • Internal resources (identify type of internal resources, e.g. job titles and quantities of each (e.g. # of full time/# of part time, total FTEs):

 

Difficult to do with certainty.  We had 8 teams of about 4-8 individuals from all aspects of the business.  Engineers, managers, program managers, etc.  Only one full-time resource was assigned.  The remainder are partially dedicated.  Probably have the equivalent of about 6-8 FTE’s working on this full-time.

 

  • Technology investments (estimate/provide ranges for one time and recurring costs if possible or indicate that existing technologies were leveraged):

 

Too early in the project.  This has not been scoped.


BEST PRACTICIES/LESSONS LEARNED

 

  1. What advice would you share with those either planning or implementing a similar initiative (e.g. best practices, lessons learned, what to do, what not to do)?

  1. When working with a consultant in this space, you need:
    • Someone who can build a cohesive visioning document
    • Someone with depth of experience in the business domain
  1. Plan your communications.  The vision will not take hold without some buzz around it, so make sure you keep the initiative in front of the organization with regular updates and solicit input.
  2. Executive buy-in is key. “Failure is not driven by technology … it’s driven by organization and politics.” – Sean Murphy (PingThings)
  3. “In 80% of our business, we have to be right 100% of the time.  But for the other 20%, we can either be right or we can learn and do it again.” – Paul Tartaglia (NYPA)
  4. Level-of-effort is not enough to sustain an effort this large ... dedicated resources are required.

 

CONTACT INFORMATION:

Name:

Scott Walker

Title:

Sr. IT Business Consultant

Company name:

Tennessee Valley Authority

Email:

sdwalker@tva.gov

Phone:             

423-751-8607


 

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