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CIM Projects Plans in Distribution
Using the GWAC Stack as a Model For SG Project Plan Development
John J. Simmins. Ph.D. Senior Project Manager – Smart GridElectric Power Research Institute
Common Information Model (CIM) Role in Smart Grid for Transmission and Distribution September 8-9, 2010Washington, DC
2© 2010 Electric Power Research Institute, Inc. All rights reserved.
Agenda – Three Things:
1. Description of Project Management– Address why projects fail.– Define the Project Management Life Cycle.– Contrast with Project Life Cycle.
2. GWAC Stack– Introduce the GWAC Stack as a model for SG/CIM
project plan development.– Discuss a project management methodology based on
GWAC Stack model.3. Apply the Methodology to CIM Implementations
– Drill down to the Semantic layer of the GWAC stack – CIM.
– Planning for CIM implementations.
3© 2010 Electric Power Research Institute, Inc. All rights reserved.
Projects and Why they Fail
80% of Smart Grid projects will fail
Because 80% of ALL projects fail
Why?
4© 2010 Electric Power Research Institute, Inc. All rights reserved.
What do you mean, fail?
Schedule/Time
Scope/Quality
Cost
/Res
ourc
e
TripleConstraint
5© 2010 Electric Power Research Institute, Inc. All rights reserved.
From SmartGridNews.com
“This seems to be a simple matter of bad project management - from understanding the requirements and due diligence to building an accurate business case with reliable cost/benefit analyses, the expectation setting was diametrically opposed to the actual delivery.”Pr
oject Management
6© 2010 Electric Power Research Institute, Inc. All rights reserved.
1Initiate
2Plan
3Execute
4Control
5Close
Re-plan
Re-plan
Re-plan
The Project Management Life Cycle vs. The Project Life Cycle
1Initiate
2Plan
3Execute
4Control
5Close
Simple Project
Complex or Problematic Project
PMI:
PMBOK
7© 2010 Electric Power Research Institute, Inc. All rights reserved.
1DesignInitiatePlan
ExecuteControlClose
2Code
3Test
4Train
5Release
6Maintain
Output of phaseone becomesinput to phasetwo.
The project life cycle refers to the development phases that a project can go through. For example:• Evaluate – Design – Build – Test – Launch• Design – Code – Test – Train – Release
The Project Management Life Cycle vs. The Project Life Cycle
8© 2010 Electric Power Research Institute, Inc. All rights reserved.
8: Economic/Regulatory Policy
7: Business Objectives
6: Business Procedures
3: Syntactic Interoperability
2: Network Interoperability
1. Basic Connectivity
5: Business Context
4: Semantic UnderstandingInformational
Organizational
Technical
GWAC Stack - Interoperability Categories
Political and Economic Objectives asEmbodied in Policy and Regulation
Strategic and Tactical ObjectivesShared between Businesses
Alignment between OperationalBusiness Processes and Procedures
Awareness of the Business KnowledgeRelated to Specific Interaction
Understanding of the ConceptsContained in the Message Data Structure
Understanding of Data Structure inMessages Exchanged between Systems
Mechanism to Exchange Messages between Multiple Systems across Varity of Networks
Mechanisms to Establish Physical and Logical Connections between Systems
9© 2010 Electric Power Research Institute, Inc. All rights reserved.
8: Economic/Regulatory Policy
7: Business Objectives
6: Business Procedures
3: Syntactic Interoperability
2: Network Interoperability
1. Basic Connectivity
5: Business Context
4: Semantic UnderstandingInformational
Organizational
Technical
GWAC Stack - Interoperability Categories Examples
PUC/FERC
DR Program/Prices to Devices
CIS/MDM/OMS
Systems/Manuals/Training
CIM/61850
Smart Energy Profile 2.0
TCP-IP/Wi-Fi/ZigBee
IEEE 802.15.4. 1901(PLC)
10© 2010 Electric Power Research Institute, Inc. All rights reserved.
8: Economic/Regulatory Policy
7: Business Objectives
6: Business Procedures
3: Syntactic Interoperability
2: Network Interoperability
1. Basic Connectivity
5: Business Context
4: Semantic UnderstandingInformational
Organizational
TechnicalSh
ared
Mea
ning
of C
onte
ntR
esou
rce
Iden
tific
atio
nTi
me
Sync
h &
Seq
uenc
ing
Secu
rity
& P
rivac
yLo
ggin
g &
Aud
iting
Tran
sact
ion
& S
tate
Man
agem
ent
Syst
em P
rese
rvat
ion
Perf
orm
ance
/Rel
iabi
lity/
Scal
abili
tyD
isco
very
& C
onfig
urat
ion
Syst
em E
volu
tion
GWAC Stack – Cross Cutting Issues
There may be more….
11© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the GWAC Stack to Project Plan Development
• Every project has a structure – a way of organizing the project.
• The way the project is organized is independent from the work that needs to be done on the project.
• The work never changes.• Let’s take a look at a project where we haveEvaluate – Design – Build – Test – Launch
12© 2010 Electric Power Research Institute, Inc. All rights reserved.
Structuring the Project Plan Around the GWAC Stack
Sub-phases contain the tasks needed to complete the work...
...and are repeatedfor each phase.
You can just as easily have the
Evaluate – Design – Build – Test – Launch
as the phases with the GWAC Stack
defining the sub-phases
How you structure the project depends on how you report the project…
13© 2010 Electric Power Research Institute, Inc. All rights reserved.
How do You Apply the Cross - Cutting Issues?
• Each phase and each major task must take into account the cross cutting issues.
• Each phase needs to be evaluated and tasks added in the appropriate place to address the cross-cutting issue.
• Ideally, there would be a series of documents that cover each issue that describes the tasks in the project plan.
• The tasks in the project plan should be easily found in the documentation and the documentation should point to the project plan.
Security Plan
Security Plan
14© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM
8: Economic/Regulatory Policy
7: Business Objectives
6: Business Procedures
3: Syntactic Interoperability
2: Network Interoperability
1. Basic Connectivity
5: Business Context
Informational
Organizational
Technical
4: Semantic Understanding
• Evaluate
• Design
• Build
• Test
• Launch
CIM:
15© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM - Evaluate
• Inputs– Consolidated interface
catalog– Integration architecture
blueprint– Service framework and
architecture– Integration patterns
Design Build Test LaunchEvaluate
• Steps– Build the use cases –
IntelliGrid – Create the sequence
diagrams – IntelliGrid – Build the domain model –
IntelliGrid
16© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM - Design
• Collect requisite API and data structure definition documents for all end-point systems including respective meta-definitions
• Develop canonical model consisting of common fields and unique fields for all end-point systems involved
• Map canonical model to CIM UML Model, identifying required CIM extensions
• Define Utility's AMS Implementation Profile
Evaluate Build Test LaunchDesign
17© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM - Build
• Build the API’s• Create XML Message
Definitions (XSDs)
Evaluate Design Test LaunchBuild
18© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM - Test
• Unit test each interface• Interoperability testing (EPRI)• Integration testing (EPRI)• Capacity testing (EPRI)• Disaster recovery testing
Evaluate Design Build LaunchTest
19© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Methodology to the CIM - Launch
• Utility's CIM Model– Utility's AMS Implementation
Profile– Utility's-specific CIM Model
• CIM-Based Message Model– Message Types (XSDs)– Service Definitions (WSDLs)
Evaluate Design Build Test
• Governance– CIM version control– Managing CIM extensions
• Recommendations to IEC– Submission of CIM
Extensions– Submission of new Message
Types
Launch
20© 2010 Electric Power Research Institute, Inc. All rights reserved.
Applying the Cross Cutting Issues to the CIM
• Evaluation Phase:– Security and Privacy
• Do requests need to be authenticated and authorized?
• Is encryption needed?• Is non-repudiation needed for transactions?
– Performance/Reliability/Scalability• How long will it take the service to process the
request?• How much data will be exchanged?
– Transaction and State Management• Does a request need to be routed or orchestrated?• What is the impact of the service being unavailable?
– Etc.
21© 2010 Electric Power Research Institute, Inc. All rights reserved.
EPRI CIM for Distribution Highlights
2010 - Completed• Smart Meter Information
Interoperability Test (61968 Part 9) – Product ID: 1017855
2010 – To be Delivered• P161.005: Distribution Service
Guide to Enterprise Service Buses• Supplemental: Guide to Using
MultiSpeak® in an ESB Environment
• CIM-MultiSpeak® map and translator.
2011 – Three Interops1017855
22© 2010 Electric Power Research Institute, Inc. All rights reserved.
In Conclusion:
1. Description of Project Management– Failure to plan is planning to fail.– Bad project management is the single biggest cause of
failed projects.2. GWAC Stack
– GWAC Stack is a model for defining project scope.– GWAC Stack is clearly seen and addressed in the
project plan.3. Apply the Methodology to CIM Implementations
– CIM implementations can be planned based on the model proposed.
– It isn’t magic.