Seminrio Internacional de Smart Grid

2009

AMI: A Foundation for Smart Grid:

The PPL Experience
 Key Statements

Mission
We bring together the industrys
diverse stakeholders to share best
practices and to promote innovative
communication networks and data
management solutions that link
utilities and consumers.
Vision
To be the premier advocate for
automated metering technologies
and the value they bring to utilities
and their customers.

We are the premier advocate and

industry voice for the advancement
of our members interests
 Origin

1987 created as Automatic Meter Reading Association

1988 1st symposium
2004 Autovation brand introduced
2006 Branding study
2007 New name and logo
 Present

Approximately 1400 members

290 companies; 50% are utilities
$1.4 million budget
1,600 attended Autovation 2008
PPL Electric Utilities Service Territory
Pre-AMI Business Environment 2000
High Cost to Read
Customers Billed Monthly
Large manpower/Vehicle Requirements
Read Rate= 92-94%
Previous Attempts to Justify Mobile Solutions
Deregulation of Utility Industry
Technology Options
Mobile Systems
Economical
Absence of fixed communication network between end point
and receiver
Benefits typically related to revenue cycle
Reduced meter reading costs, improved customer service,
revenue protection
Fixed Network
Higher Costs
Additional functionality and value
Two way communication-close to real time
Interval data, including daily
Communication platforms: radio frequency/power line
carrier/bpl/telephone lines
PPL Solution
PPL installed a fixed network power line communication system
designed by Aclara, Inc.
System installation completed in October, 2004.
PPLs AMR system currently provides monthly, daily, and hourly
meter reads from entire customer base. System also capable of
obtaining voltage readings and records momentary interruptions.

AMR System enhanced with installation of meter data management

(MDM) system
MDM system stores AMR data for additional business purposes
beyond billing

Combined platforms (AMR and MDM) meet current business needs

and provide a strategic platform for future requirements.
Deployment Effort Involved Four Major
Elements:
Deploy 1.4 million (new and retrofitted) meters.
Install communications equipment at each of 313
substations.
Develop computer software programs and interfaces
necessary to transfer the automated meter reads to the
PPL billing system.
Inform PPL Electric Utilities customers and employees
about the new AMI system
Time Line
January 2000-Business Case Development

February 2002-Implementation Begins

October 2004-Deployment Completed

September 2006-MDM Deployed

AMI IMPLEMENTATION: A DAY IN THE LIFE

PROJECT MANAGEMENT OPERATIONS

Status Determination & Reporting Confirm/maintain Communication

Financial Management
Issue Tracking & Resolution
Project Planning: Subsequent Phases
DEPLOYMENT
Managing Schedule/Inventory
Managing Deployment Resources
Schedule CGIs (Cant Get In)
Acceptance By Business
Paths
Confirm Functional Requirements
Achieved
Establish and Monitor Minimum
System Performance Requirements
Identification and Prioritization of
Fixes/Enhancements
COMMUNICATIONS/CHANGE
MANAGEMENT

INFORMATION TECHNOLOGY
Identifying Affected
Processes/Interests
Installation of System Development Training on New
Hardware/Application Tool/Processes
Interface Design and Development Develop and Manage Project
Test/Deploy System Upgrades Communication Plan
Database management
Risk Categories
Solution(s) fail to Perform
Physical Deployment
Supply/Supplier Risk
System Acceptance (Change Management)
Information Technology
System Operation
Information Technology Risks
Limited or inexperienced IT resources
Complexity of interface design/development
Failure to bill with AMI data (poor/no CIS interface)
Unreliable server performance
Integration of AMI data application to CSR desktops
Lack of familiarity in managing large data bases
Poor solution architecture design
Limited vendor support
Inefficient/poor head end performance
Poor data quality
Inability for vendor to provide long term support
Risk Management Approach
Risk profile: Describes probability and impact should the
risk occur.
Prioritize risk: What are the five or six key risks the
project team will focus on?
Mitigation: What are the specific mitigation measures for
each identified risk?
Assign: Assign risk-management accountability to the
appropriate lead.
Monitor and update: The status of risks should become
part of the standard metrics-tracking project.
AMI Operations
Billing reads
Daily reads
Demand resets
Special reads (connects and disconnects)
Interval Data
Diagnostic data
A web-based browser to retrieve meter data
Ability to ping meter to aid in storm restoration
Operational Benefits: A Foundation
Aid in providing customer outage information to an OMS (Outage Management
System)
Streamline tree trimming efforts
Aid in pinpointing trouble spots
Aid distribution planning efforts
Ability to provide real time demand loading on system (breakdown to
device)
Aid distribution in design of OCRs, capacitor banks, and sectionalizing
devices
Use hourly data to aid refinement of system hourly peak
Aid in reconciling generation purchases daily
Provide daily consumption information to customers over PPLweb.com
Enables customers to evaluate usage characteristics
Ability to establish rates that serve this need
 Flexibility
And
Options

Smart Grid

g ic Applications

a t e
Str
Energy
Supply

Cost Savings
Engineering
And New
Planning
Revenues

a t e Distribution
Unexpected

di
Operations
Advantages

m e Load
Im Control

Customer New Efficiencies Least

Care Cost

Billing
Historical Practices
Data
Moving Towards Smart Grid: A Caution
Technology Still Evolving
No Demonstrated Solution Deployed at Significant Scale
Smart Grid=Large, Complex Data Bases
Data Base Management Typically Not a Utility Core Competency
Understand Timing and Business Objective Priorities
Make SureVision Doesnt Exceed Your Needs and Capabilities