TechAdvantage March 5, Mark Peterson Supervisor of Operations Engineering. Ron Schmitz Manager of Information Services

Transcription

1 TechAdvantage March 5, 2014 Mark Peterson Supervisor of Operations Engineering Ron Schmitz Manager of Information Services

2 Agenda Great River Energy Overview Background on SCADA Background on IT Functions Alignment Lessons Learned Conclusion

3 Great River Energy Overview 28 member cooperatives 1.7 million people 4 th largest G&T in the nation $3.7 billion total assets $2.8 billion total debt $921.2 million revenue 880+ employees MN and ND 3,619 MW generation 468 MW wind 4,600+ miles transmission

4 SCADA Functions

5 Drivers for SCADA Support Data Center Changes Metering and SCADA IP Conversion EMS Replacement Backup Control Center Organizational Changes

6 IT Functions

7 Drivers for IT Support IT Division Created Data Center Changes IP Network Organizational Changes

8 2011 & Beyond: Time for Alignment Data Center Changes EMS Replacement IP Conversion Backup Control Center Organizational Changes 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 IT Division Created Data Center Changes IP Network Organizational Changes I T F U N C T I O N T I M E L I N E APPROX 4 YEARS START OF CONVERGENCE ALIGNMENT OCCURRED

9 Before Alignment RESPONSIBILITIES FOR SCADA IT DEPARTMENT FIELD SERVICES Change management Database support Server support Storage support Telecommunications Incident response Cyber security Equipment deployment & support SYSTEM OPERATIONS Project engineering Application engineering Data management Incident response Cyber security Application support Software development

10 Factors Driving Alignment PEOPLE Changing Workforce

11 Factors Driving Alignment TECHNOLOGY Communications Convergence

12 Factors Driving Alignment INFORMATION Enterprise Availability of Data

13 Factors Driving Alignment FINANCIALS Reducing overall costs

14 Factors Driving Alignment REGULATORY Complying with Increased Cyber Security Requirements Actual GRE Compliance Specialist

15 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.

16 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 handson, IT more structured with job scope Job functions changed, reduced scope in some cases.

17 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

18 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

19 After Alignment RESPONSIBILITIES FOR SCADA IT DEPARTMENT FIELD SERVICES Change management Database support Server support Storage support Telecommunications Incident response Cyber security Equipment deployment & support SYSTEM OPERATIONS Project engineering Application engineering Data management Incident response Cyber security Application support Software development

20 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

21 Other Areas of Alignment Custom Applications Distribution Automation Load Management

22 Lessons Learned 1. TEAMWORK IS KEY Projects Support Vendor management Staff meetings 2. Make incremental changes 3. Build trusting relationships 4. Cohesive support for energy management, metering, load management

23 Conclusion Started IT/OT alignment with IP convergence Multiple factors drove alignment Addressed shortcomings and challenges Improved situational awareness Will continue to grow and adapt TEAMWORK IS KEY!