SMARTGrid - Um caminho desenhado na

maturidade individual e específica de cada

empresa

Bruno Regueira
Executivo de Desenvolvimento de Soluções Utilities
IBM Brasil
SMART GRID/2008 - FÓRUM LATINO-AMERICANO DE SMART GRID
Visão
Tendência natural e acontecerá.

Mudança = celular Æ Cias. deTelecom

Cada distribidora tem características e necessidades únicas

2
© 2006 IBM Corporation
Smart Grid – Intelligent Utility Network (IUN)
“ Integração de equipamentos e sistemas”.
Integrados para viabilizar informações de otimização da operação e
acesso ‘on-demand’ clientes e ativos planejamento, além de prover
novos serviços.”
Tecnologia
Estrutura
Organizacional Gerência de
Ativos e da
Força de
Trabalho

Sociedade e Pessoas Tecnologia

Meio Ambiente IUN
Integração
da Cadeia
de Valor
Processos

Estratégia,
Gestão e
Regulação Gestão e
Experiência
de Clientes
Operação da
Rede Elétrica

3
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade

Planejamento das atividades, investimentos

e melhores práticas que guiam para um
futuro desejado

APQC é uma organização de

pesquisa sem fins lucrativos
com mais de 30 anos de
experiência em melhorias de
processos

4
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade – Níveis e Resultados
Inovação Perpétua
Nível 5:
Operação autonôma
Inovando e trabalhando em e auto ajustável
Níveis e Resultados

novas melhorias Inovadores

Transformação
Nível 4: Conexões on-line entre
Otimizando toda a empresa dispositivos e sistemas
Vitoriosos
Sistematização
Nível 3: Melhores práticas replicáveis
informações compartilhadas
Integração entre áreas
Líderes

Estratégia
Nível 2:
Pilotos, provas de conceito
Investimentos funcionais Missionários

Visão
Nível 1: Experiências
Iniciando e explorando Heróis e Profetas

5
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade - Dimensões

Estratégia, Gestão e Regulação

PESSOAS
Tecnologia
&
Dimensões

Estrutura Organizacional
TECNOLOGIA
Sociedade e Meio Ambiente

Operação da Rede Elétrica

Gerência de Ativos e Força de Trabalho

PROCESSOS
Integração da Cadeia de Valor

Gestão e Experiência de Clientes

6
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade
Strategy & Organization
Estratégia,
Sociedade e Meio Grid da WGerência
Technology
Gestão e Estrutura
Managem ent &Structure
Tecnologia
Regulação Organizacional
-Overall strategyexpandedduetoIUN
capabilities
5 -Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
-IUNdrivesstrategyandinfluences
corporatedirection
-IUNisacorecompetency
4 -External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
-IUNvision, strategyandbusinesscase
incorporatedintocorporatestrategy
-IUNLeader(s) (withauthority) ensure
crossLOBapplicationof IUN
3 -Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
2 acknowledgement
-Initial alignment of investmentstovision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
1 -Informal discussionwithregulators
-Fundinglikelyout of existingbudget
7
Societal &
orke&daAsset
Operação
Ativos
Environmental Operations Managem
Ambiente Rede Elétrica
de Trabalho
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
-Integratedsystemsdrives
organizational transformation
-Endtoendgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikelyoccurs
now
-IUNbecomesdriver for org. change
-IUNmeasuresonbalancedscorecard
-Performanceandcompensationlinked
toIUN
-Consistent IUNleadershipcrossLOBs
-Org. isadoptingamatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluenceschange
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment tochange
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
Mapeamento baseado em melhores práticas
de Custom
ere Value
Gestão Chain
Integração
Managem ent
Força Experiência de da Cadeia de
ent &Experience
Clientes Integration
Valor
-Autonomiccomputing, machine
learning
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
andindustrygroups, etc…
-Leadingedgegridstabilitysystems
-Complexevent processing
-Backgroundnear real-timesimulation
-Analyticsdrivesoptimization
-Applicationof technologytorealize
improvedenterpriseperformance
-Workingwithvendorstoencourage
newinnovativetechnologysolutions
-Businessprocessesalignedwith
strategicITarchitectureacrossLOBs
-Applicationof commonstandards
-Usescommondatamodels, e.g. CIM
-Usesdistributedintelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Applicationof openstandardsand
evolvingof theshelf technologies
-Governancealignstactical IT
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
commitment tostandardsacrossLOBs
-Datacommunicationsstrategyfor grid
-IEDconnectivityandbusinesspilots
-ExploringstrategicITarchitecture
-Changecontrol processfor IT
-Identifyingopportunitiestouse
technologytoimprovefunctional
departmental performance
-Processestoevaluateandselect
technologies
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
usage(e.g. toolsandself-adaptive
networks)
-Tailoredanalyticsandadviceto
customers
-Managingdistributedgeneration
-Collaborationwithexternal stakeholders
-Environmentallydriveninvestments
(alignedwithIUNstrategy)
-Environmental scorecard/reporting
-Programstoshavepeakdemand
-AbilitytoscaleD&Gunits
-Availableactive mgmt. of enduser
energyuses
-Activeprogramstoaddressissue
-Segmented&tailoredinformationfor
customers
-Programstoencourageoff-peakusage
-Integratedreportingof sustainabilityand
impact
-Energyefficiencyprogramsfor
customers
-“Triplebottomline" view
-Environmental proof of concepts
underway
-Consumptioninformationprovidedto
customers
-Awarenessof issues
-Environmental compliance
-Overall strategyexpandedduetoIUN
capabilities
-Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
-IUNdrivesstrategyandinfluences
corporatedirection
-IUNisacorecompetency
-External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
-IUNvision, strategyandbusinesscase
incorporatedintocorporatestrategy
-IUNLeader(s) (withauthority) ensure
crossLOBapplicationof IUN
-Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
acknowledgement
-Initial alignment of investmentstovision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
-Informal discussionwithregulators
-Fundinglikelyout of existingbudget
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
-Integratedsystemsdrives
organizational transformation
-Endtoendgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikelyoccurs
now
-IUNbecomesdriver for org. change
-IUNmeasuresonbalancedscorecard
-Performanceandcompensationlinked
toIUN
-Consistent IUNleadershipcrossLOBs
-Org. isadoptingamatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluenceschange
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment tochange
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
-Autonomiccomputing, machine
learning
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
andindustrygroups, etc…
-Leadingedgegridstabilitysystems
-Complexevent processing
-Backgroundnear real-timesimulation
-Analyticsdrivesoptimization
-Applicationof technologytorealize
improvedenterpriseperformance
-Workingwithvendorstoencourage
newinnovativetechnologysolutions
-Businessprocessesalignedwith
strategicITarchitectureacrossLOBs
-Applicationof commonstandards
-Usescommondatamodels, e.g. CIM
-Usesdistributedintelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Applicationof openstandardsand
evolvingof theshelf technologies
-Governancealignstactical IT
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
commitment tostandardsacrossLOBs
-Datacommunicationsstrategyfor grid
-IEDconnectivityandbusinesspilots
-ExploringstrategicITarchitecture
-Changecontrol processfor IT
-Identifyingopportunitiestouse
technologytoimprovefunctional
departmental performance
-Processestoevaluateandselect
technologies
© 2006 IBM Corporation
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
usage(e.g. toolsandself-adaptive
networks)
-Tailoredanalyticsandadviceto
customers
-Managingdistributedgeneration
-Collaborationwithexternal stakeholders
-Environmentallydriveninvestments
(alignedwithIUNstrategy)
-Environmental scorecard/reporting
-Programstoshavepeakdemand
-AbilitytoscaleD&Gunits
-Availableactive mgmt. of enduser
energyuses
-Activeprogramstoaddressissue
-Segmented&tailoredinformationfor
customers
-Programstoencourageoff-peakusage
-Integratedreportingof sustainabilityand
impact
-Energyefficiencyprogramsfor
customers
-“Triplebottomline" view
-Environmental proof of concepts
underway
-Consumptioninformationprovidedto
customers
-Awarenessof issues
-Environmental compliance
 Smartgrid
Modelo de Maturidade
Strategy & OExemplo
Estratégia, rganization
Sociedade e Meio Grid da WGerência
Technology
Gestão e Estrutura
Managem ent &Structure
Tecnologia
Regulação Organizacional
-Overall strategyexpandedduetoIUN
capabilities
5 -Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
-IUNdrivesstrategyandinfluences
corporatedirection
-IUNisacorecompetency
4 -External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
-IUNvision, strategyandbusinesscase
incorporatedintocorporatestrategy
-IUNLeader(s) (withauthority) ensure
crossLOBapplicationof IUN
3 -Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
2 acknowledgement
-Initial alignment of investmentstovision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
1 -Informal discussionwithregulators
-Fundinglikelyout of existingbudget
8
Societal &
orke&daAsset
Operação
Ativos
Environmental Operations Managem
Ambiente Rede Elétrica
de Trabalho
Gestão de Ativos e Equipes de Trabalho
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
Nível
-Integratedsystemsdrives
2
organizational transformation
-Endtoendgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikelyoccurs
now
-IUNbecomesdriver for org. change
Nível
-IUNmeasuresonbalancedscorecard
-Performanceandcompensationlinked
toIUN
1
-Consistent IUNleadershipcrossLOBs
-Org. isadoptingamatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluenceschange
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment tochange
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
de Custom
ere Value
Gestão Chain
Integração
Managem ent
Força Experiência de da Cadeia de
ent &Experience
Clientes Integration
Valor
-Autonomiccomputing, machine
learning
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
andindustrygroups, etc…
-Leadingedgegridstabilitysystems
- Mudança de -Cinventário
-Complexevent processing
-Backgroundnear real-timesimulation -Environmentallydriveninvestments
- Sistema
-Analyticsdrivesoptimizationintegrado
status e interconexões
-Applicationof technologytorealize
improvedenterpriseperformance
-Workingwithvendorstoencourage
newinnovativetechnologysolutions
-Businessprocessesalignedwith
- Mapeamento
strategicITarchitectureacrossLOBs
-Applicationof commonstandards
-Usescommondatamodels, e.g. CIM -Programstoencourageoff-peakusage
- Monitoração
-Usesdistributedintelligence/analytics -In
-Advancedsensor plan(e.g. PMUs)
-Applicationof openstandardsand
evolvingof theshelf technologies
-Governancealignstactical IT
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
commitment tostandardsacrossLOBs
-Datacommunicationsstrategyfor grid
-IEDconnectivityandbusinesspilots
-ExploringstrategicITarchitecture
-Changecontrol processfor IT
-Identifyingopportunitiestouse
technologytoimprovefunctional
departmental performance
-Processestoevaluateandselect
technologies
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
usage(e.g. toolsandself-adaptive
networks)
-Tailoredanalyticsandadviceto
customers
-Managingdistributedgeneration
e histórico de eventos
ollaborationwithexternal stakeholders -IUNdrivesstrategyandinfluences
(alignedwithIUNstra entre
tegy)
-Environmental scorecard/reporting
-Programstoshavepeakdemand dos
-AbilitytoscaleD&Gunits
-Availableactive mgmt. of enduser
energyuses
-Activeprogramstoaddressissue
de mers implantação
-Segmented&tailoredinformationfor
custo
remota
com
tegratedreportingof susta
impact
inabilityand sistemas
-Energyefficiencyprogramsfor
customers
-“Triplebottomline" view
-Environmental proof of concepts
underway
-Consumptioninformationprovidedto
customers
-Awarenessof issues
-Environmental compliance
-Overall strategyexpandedduetoIUN
capabilities
-Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
-Integratedsystemsdrives
corporatedirection organizational transformation
GIS
-IUNisae corecomonitoração
mpetency -Endtoendgridremota
-External stakeholdersshareinstrategy organizational leverage
pontos desenvolvida
-Willingtoinvest and divest, or engage -Organizationflattens
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
-IUNvision, strategyandbusinesscase
-IUNLeadenovos
incorporatedintocorporatestrategy
sistemas
r(s) (withauthority) ensure
cross LO B app licationof IUN
-Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
além-Consiste
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
acknowledgement
-Initial alignment of investmentstovision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
-Informal discussionwithregulators
-Fundinglikelyout of existingbudget
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Autonomiccomputing, machine
learning
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
-Entrepreneurial mindset, Cultureof
innovation
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
usage(e.g. toolsandself-adaptive
networks)
-Tailoredanalyticsandadviceto
andindustrygroups, etc… customers
-Leadingedgegridstabilitysystems -Managingdistributedgeneration
dos ativos sendo desenvolvido
-Complexevent processing -Collaborationwithexternal stakeholders
observabilityallows com informação de
-Backgroundnear real-timesimulation -Environmentallydriveninvestments
-Analyticsdrivesoptimization (alignedwithIUNstrategy)
ou sendo desenvolvida
-Applicationof technologytorealize
improvedenterpriseperformance
-Environmental scorecard/reporting
-Programstoshavepeakdemand
-Significant restructuringlikelyoccurs -Workingwithvendorstoencourage -AbilitytoscaleD&Gunits
now
newinnovativetechnologysolutions -Availableactive mgmt. of enduser
energyuses
-IUNbecomesdriver for org. change -Businessprocessesalignedwith -Activeprogramstoaddressissue
-IUNmeasuresonbalan sendo
cedscorecard conduzida
strategicITarchitectureacrossLOBs -Segmented&tailoredinformationfor
-Performanceandcompensationlinked -Applicationof commonstandards customers
dontIUNSCADA
toIUN -Usescommondatamodels, e.g. CIM
leadershipcrossLOBs -Usesdistributedintelligence/analytics
-Org. isadoptingamatrixor overlay -Advancedsensor plan(e.g. PMUs)
-Programstoencourageoff-peakusage
-Integratedreportingof sustainabilityand
impact
structure
-Applicationof openstandardsand
-Cultureof collaborationandintegration evolvingof theshelf technologies
-Newvisioninfluenceschange -Governancealignstactical IT -Energyefficiencyprogramsfor
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
customers
-“Triplebottomline" view
-Environmental proof of concepts
commitment tostandardsacrossLOBs underway
IUNinitiativesacrossLOBs
-Datacommunicationsstrategyfor grid -Consumptioninformationprovidedto
-IEDconnectivityandbusinesspilots customers
-Articulatedcommitment tochange -ExploringstrategicITarchitecture -Awarenessof issues
-Executivecommitment tochange -Changecontrol processfor IT -Environmental compliance
-Identifyingopportunitiestouse
-Cultureof individual discoveries
technologytoimprovefunctional
-Knowledgegrowing; possibly departmental performance
compartmentalized(i.e. insilos) -Processestoevaluateandselect
technologies
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade
Strategy & Organization
Estratégia,
Sociedade e Meio Grid da WGerência
Technology
Gestão e Estrutura
Managem ent &Structure
Tecnologia
Regulação Organizacional
-Overall strategyexpandedduetoIUN
capabilities
5 -Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
-IUNdrivesstrategyandinfluences
corporatedirection
-IUNisacorecompetency
4 -External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
-IUNvision, strategyandbusinesscase
incorporatedintocorporatestrategy
-IUNLeader(s) (withauthority) ensure
crossLOBapplicationof IUN
3 -Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
2 acknowledgement
-Initial alignment of investmentstovision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
1 -Informal discussionwithregulators
-Fundinglikelyout of existingbudget
9
Societal &
orke&daAsset
Operação
Ativos
Environmental Operations Managem
Ambiente Rede Elétrica
de Trabalho
Exemplo
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
-Integratedsystemsdrives
organizational transformation
-Endtoendgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikelyoccurs
now
-IUNbecomesdriver for org. change
-IUNmeasuresonbalancedscorecard
-Performanceandcompensationlinked
toIUN
-Consistent IUNleadershipcrossLOBs
-Org. isadoptingamatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluenceschange
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment tochange
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
de Custom
ere Value
Gestão Chain
Integração
Managem ent
Força Experiência de da Cadeia de
ent &Experience
Clientes Integration
Valor
-Autonomiccomputing, machine
learning
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
andindustrygroups, etc…
-Leadingedgegridstabilitysystems
-Complexevent processing
-Backgroundnear real-timesimulation
-Analyticsdrivesoptimization
-Applicationof technologytorealize
improvedenterpriseperformance
-Workingwithvendorstoencourage
newinnovativetechnologysolutions
-Businessprocessesalignedwith
strategicITarchitectureacrossLOBs
-Applicationof commonstandards
-Usescommondatamodels, e.g. CIM
-Usesdistributedintelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Applicationof openstandardsand
evolvingof theshelf technologies
-Governancealignstactical IT
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
commitment tostandardsacrossLOBs
-Datacommunicationsstrategyfor grid
-IEDconnectivityandbusinesspilots
-ExploringstrategicITarchitecture
-Changecontrol processfor IT
-Identifyingopportunitiestouse
technologytoimprovefunctional
departmental performance
-Processestoevaluateandselect
technologies
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
usage(e.g. toolsandself-adaptive
networks)
Nível
-Tailoredanalyticsandadviceto
customers
-Managingdistributedgeneration
-Environmentallydriveninvestments
3
-Collaborationwithexternal stakeholders
(alignedwithIUNstrategy)
-Environmental scorecard/reporting
-Programstoshavepeakdemand
-AbilitytoscaleD&Gunits
energyuses
- Smartgrid medido no scorecard da empresa
-Availableactive mgmt. of enduser
-Activeprogramstoaddressissue
- Performance
incorporatedintocorporatestra
-Segmented&tailoredinformationfor
-IUNvision, strategyandbusinesscase -IUNbecomesdriver for org. change
customers
-Programstoencourageoff-peakusage
impact
sucesso do Smartgrid
-Integratedreportingof sustainabilityand
- Líderes de todas as áreas comprometidos
-Energyefficiencyprogramsfor
customers
com Smartgrid
-“Triplebottomline" view
acknowledgement
-Initial alignment of investmentstovision
-Environmental proof of concepts
underway
customers - Cultura de colaboração e integração
-Consumptioninformationprovidedto
-Awarenessof issues
-Environmental compliance
-Overall strategyexpandedduetoIUN
capabilities
Estrutura
-Optimizedratedesign/regulatorypolicy
(most beneficial regulatorytreatment for
investmentsmade)
Organizacional
-IUNdrivesstrategyandinfluences
corporatedirection
-IUNisacorecompetency
-External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunityfor enhancedmarket driven
or innovativeregulatoryfundingschemes
etegy remuneração
-IUNmeasuresonbalancedscorecard baseados
-IUNLeader(s) (withauthority) ensure
crossLOBapplicationof IUN
-Mandateand/or consensuswith
regulators(includingfunding
approaches) tomakeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservicesor offerings
-Integratedvision&organizational
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
-Informal discussionwithregulators
-Fundinglikelyout of existingbudget
-Collaborativelyengageall stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
-Integratedsystemsdrives
organizational transformation
-Endtoendgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikelyoccurs
now
strategicITarchitectureacrossLOBs no
-Businessprocessesalignedwith
-Performanceandcompensationlinked
toIUN
-Consistent IUNleadershipcrossLOBs
-Org. isadoptingamatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluenceschange
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrixteamsfor planninganddesignof
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment tochange
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
-Autonomiccomputing, machine
learning
-Actualizethe"triplebottomline"
-Customersenabledtomanagetheir own
-Pervasiveuseandleadershipon
standards
-Leader andinvluenceinconferences
usage(e.g. toolsandself-adaptive
networks)
-Tailoredanalyticsandadviceto
andindustrygroups, etc… customers
-Leadingedgegridstabilitysystems -Managingdistributedgeneration
-Complexevent processing
-Backgroundnear real-timesimulation
-Collaborationwithexternal stakeholders
-Environmentallydriveninvestments
(alignedwithIUNstrategy)
-Analyticsdrivesoptimization
-Applicationof technologytorealize -Environmental scorecard/reporting
improvedenterpriseperformance -Programstoshavepeakdemand
-Workingwithvendorstoencourage -AbilitytoscaleD&Gunits
newinnovativetechnologysolutions -Availableactive mgmt. of enduser
energyuses
-Activeprogramstoaddressissue
-Segmented&tailoredinformationfor
-Applicationof commonstandards customers
-Usescommondatamodels, e.g. CIM
-Usesdistributedintelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Programstoencourageoff-peakusage
-Integratedreportingof sustainabilityand
impact
-Applicationof openstandardsand
evolvingof theshelf technologies
-Governancealignstactical IT -Energyefficiencyprogramsfor
investmentstostrategicITarchitecture
withinaLOB
-Commonarchitectural visionand
customers
-“Triplebottomline" view
-Environmental proof of concepts
commitment tostandardsacrossLOBs underway
-Datacommunicationsstrategyfor grid
-IEDconnectivityandbusinesspilots
-Consumptioninformationprovidedto
customers
-ExploringstrategicITarchitecture -Awarenessof issues
-Changecontrol processfor IT -Environmental compliance
-Identifyingopportunitiestouse
technologytoimprovefunctional
departmental performance
-Processestoevaluateandselect
technologies
© 2006 IBM Corporation
 Smartgrid
Modelo de Maturidade na prática
Strategy &e Organization
Estratégia,
Estrutura
Gestão
Management &Structure Technology
Tecnologia
Regulação Organizacão
-Overall strategy expanded due toIUN
capabilities
5 -Optimized rate design/regulatory policy
(most beneficial regulatorytreatment for
investments made)
-IUNdrives strategy andinfluences
corporatedirection
-IUNisacorecompetency
4 -External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingto executestrategy
-Opportunityfor enhanced market driven
or innovative regulatoryfundingschemes
-IUNvision, strategy and business case
incorporatedinto corporate strategy
-IUNLeader(s) (withauthority) ensure
cross LOBapplicationof IUN
3 -Mandateand/or consensus with
regulators(includingfunding
approaches) to makeIUNinvestments
-Corp. strategyexpandedtoleverage
newIUNenabledservices or offerings
-Integratedvision&organizational
2 acknowledgement
-Initial alignment of investmentsto vision
-Distinct IUNset-aside funding/ budget
-Collaborationwithregulatorsand
stakeholders
-Developingfirst IUNvision
-Support for experimentation
1 -Informal discussion withregulators
-Fundinglikelyout of existingbudget
O modelo de maturidade foi usado pela primeira vez em workshop com a Country Energy da
Austrália. Desde então várias outras empresas utilizaram como ferramenta de comparação e
planejamento para as diversas dimensões do Smartgrid
10
Societal & e GOperação
Sociedade rid da Work &Asset
Gestão de
Rede Elétrica Ativos e de Managem
Environmental Operations Managem
Meio Ambiente
Equipesent &com
-Collaboratively engage all stakeholders
inall aspectsof transformedbusiness
-Entrepreneurial mindset, Cultureof
innovation
-Integratedsystems drives
organizational transformation
-Endto endgridobservabilityallows
organizational leverage
-Organizationflattens
-Significant restructuringlikely occurs
now
-IUNbecomes driver for org. change
-IUNmeasures on balanced scorecard
-Performanceand compensationlinked
toIUN
-Consistent IUNleadership crossLOBs
-Org. is adopting amatrixor overlay
structure
-Cultureof collaborationandintegration
-Newvision influences change
-Beginorganizing morearound
operational end-to-endprocesses
-Matrixteams for planning and design of
IUNinitiativesacrossLOBs
-Articulatedcommitment tochange
-Executivecommitment to change
-Cultureof individual discoveries
-Knowledge growing; possibly
compartmentalized (i.e. in silos)
Custom ere Value
Gestão Chain
Integração
ent
Experiência da Cadeia de
Experience Integration
Clientes Valor
-Autonomic computing, machine
learning
-Pervasive useand leadershipon
standards
-Leader andinvluenceinconferences
andindustrygroups, etc…
-Leadingedge grid stabilitysystems
-Complexevent processing
-Backgroundnear real-timesimulation
-Analytics drives optimization
-Application of technology torealize
improvedenterpriseperformance
-Workingwith vendorstoencourage
newinnovativetechnology solutions
-Business processes alignedwith
strategicITarchitectureacross LOBs
-Application of commonstandards
-Uses common data models, e.g. CIM
-Uses distributedintelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Application of openstandards and
evolving of theshelf technologies
-Governance alignstactical IT
investments to strategicITarchitecture
withina LOB
-Commonarchitectural vision and
commitment to standards acrossLOBs
-Data communications strategyfor grid
-IEDconnectivityand business pilots
-ExploringstrategicITarchitecture
-Change control processfor IT
-Identifying opportunitiestouse
technology toimprove functional
departmental performance
-Processes toevaluateandselect
technologies
-Actualizethe "triplebottomline"
-Customersenabled to managetheir own
usage (e.g. toolsand self-adaptive
networks)
-Tailoredanalyticsandadviceto
customers
-Managing distributedgeneration
-Collaborationwithexternal stakeholders
-Environmentally driven investments
(aligned withIUNstrategy)
-Environmental scorecard/reporting
-Programs toshave peak demand
-AbilitytoscaleD&Gunits
-Availableactive mgmt. of enduser
energy uses
-Activeprograms to addressissue
-Segmented &tailored information for
customers
-Programs toencourage off-peak usage
-Integratedreporting of sustainability and
impact
-Energy efficiency programs for
customers
-“Triplebottomline" view
-Environmental proof of concepts
underway
-Consumption information providedto
customers
-Awareness of issues
-Environmental compliance
-Overall strategy expandeddue toIUN
capabilities
-Optimizedratedesign/regulatory policy
(most beneficial regulatorytreatment for
investments made)
-IUNdrives strategy andinfluences
corporatedirection
-IUNisacorecompetency
-External stakeholdersshareinstrategy
-Willingtoinvest and divest, or engage
inJVandIPsharingtoexecutestrategy
-Opportunity for enhanced market driven
or innovative regulatoryfundingschemes
-IUNvision, strategy andbusiness case
incorporatedinto corporatestrategy
-IUNLeader(s) (with authority) ensure
cross LOBapplication of IUN
-Mandateand/or consensus with
regulators (includingfunding
approaches) to make IUNinvestments
-Corp. strategy expanded toleverage
newIUNenabledservices or offerings
-Integratedvision&organizational
acknowledgement
-Initial alignment of investments to vision
-Distinct IUNset-asidefunding/ budget
-Collaborationwithregulators and
stakeholders
-Developingfirst IUNvision
-Support for experimentation
-Informal discussion withregulators
-Fundinglikelyout of existingbudget
-Collaboratively engageall stakeholders
inall aspectsof transformed business
-Entrepreneurial mindset, Cultureof
innovation
-Integrated systems drives
organizational transformation
-Endto endgridobservabilityallows
organizational leverage
-Organization flattens
-Significant restructuringlikely occurs
now
-IUNbecomes driver for org. change
-IUNmeasures on balanced scorecard
-Performanceand compensationlinked
to IUN
-Consistent IUNleadershipcross LOBs
-Org. is adoptingamatrix or overlay
structure
-Cultureof collaborationandintegration
-Newvisioninfluences change
-Beginorganizingmorearound
operational end-to-endprocesses
-Matrix teams for planning anddesign of
IUNinitiatives across LOBs
-Articulatedcommitment tochange
-Executive commitment to change
-Cultureof individual discoveries
-Knowledgegrowing; possibly
compartmentalized(i.e. insilos)
-Autonomic computing, machine
learning
-Pervasive useand leadershipon
standards
-Leader andinvluencein conferences
andindustry groups, etc…
-Leading edge grid stability systems
-Complexevent processing
-Backgroundnear real-timesimulation
-Analytics drives optimization
-Application of technology torealize
improved enterprise performance
-Working withvendorsto encourage
newinnovativetechnology solutions
-Business processes alignedwith
strategicITarchitectureacross LOBs
-Application of commonstandards
-Uses common data models, e.g. CIM
-Uses distributed intelligence/analytics
-Advancedsensor plan(e.g. PMUs)
-Application of openstandards and
evolvingof theshelf technologies
-Governance aligns tactical IT
investments to strategic ITarchitecture
withina LOB
-Common architectural vision and
commitment to standards across LOBs
-Datacommunications strategy for grid
-IEDconnectivity andbusiness pilots
-Exploringstrategic ITarchitecture
-Change control process for IT
-Identifying opportunities touse
technology toimprovefunctional
departmental performance
-Processes toevaluateandselect
technologies
© 2006 IBM Corporation
-Actualizethe"triplebottomline"
-Customers enabledtomanage their own
usage (e.g. tools and self-adaptive
networks)
-Tailored analyticsandadviceto
customers
-Managingdistributedgeneration
-Collaboration withexternal stakeholders
-Environmentally driveninvestments
(aligned withIUNstrategy)
-Environmental scorecard/reporting
-Programs to shave peak demand
-Abilitytoscale D&Gunits
-Available active mgmt. of end user
energy uses
-Activeprograms toaddress issue
-Segmented&tailored informationfor
customers
-Programs to encourage off-peak usage
-Integratedreporting of sustainability and
impact
-Energy efficiency programs for
customers
-“Triplebottomline" view
-Environmental proof of concepts
underway
-Consumptioninformation provided to
customers
-Awareness of issues
-Environmental compliance
 Blue Print

11
© 2006 IBM Corporation
 Smartgrid – BLUE PRINT
Planejamento Top-Down e Implementação Bottom-Up

Planejamento voltado aos Implementação baseada nas

objetivos estratégicos da especificações planejadas
empresa previamente
Definição
Definição da
da estratégia
estratégia voltada
voltada
aos
aos objetivos
objetivos de
de negócio
negócio Otimização
Otimização

Benefícios
Benefícios potenciais
potenciais
Analytics,
Analytics, BI
BI

Nível
Nível da
da informação
informação ee
Integração
Integração de
de Dados
Dados
integração
integração necessárias
necessárias

Processos,
Processos, recursos
recursos ee
Comunicação
Comunicação
infraestrutura
infraestrutura necessárias
necessárias

Quais
Quais dados
dados são
são necessários?
necessários? Coleta
Coleta de
de Informações
Informações
(Medidores,
(Medidores, Sensores
Sensores ,etc)
,etc)

12
© 2006 IBM Corporation
 Smartgrid
Planejamento e Implementação

Etapas de um Projeto Smartgrid

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
detalhamento
detalhamento Projeto
Projeto Piloto
Piloto
Estratégia
Estratégia Riscos e
Riscos e Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de etapas
etapas Planejamento
Planejamento

13
© 2006 IBM Corporation
 Smartgrid
Desenvolvendo a Estratégia

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
Detalhamento
Detalhamento Projeto
Projeto Piloto
Piloto
aa Estratégia
Estratégia Riscos
Riscos ee Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de Etapas
Etapas Planejamento
Planejamento

ƒ Resultados esperados
ƒ Objetivos do projeto alinhados aos direcionamento estratégico da empresa
ƒ Indicadores de sucesso (KPIs)
ƒ Estimativa de investimentos e benefícios
ƒ Impactos potenciais na organização

14
© 2006 IBM Corporation
 Smartgrid
Definição e Detalhamento de Etapas

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
Detalhamento
Detalhamento Projeto
Projeto Piloto
Piloto
aa Estratégia
Estratégia Riscos e
Riscos e Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de Etapas
Etapas Planejamento
Planejamento
Blueprint Processes Value Analysis
SNAR

Cost Elements Benefits

PGG BASIC CARD ATLAS VARRP

OCCAM
SAPS Iterate

Build Utility Builds

Business Rate
Utility Meter Utility Deployment Cases Cases
Data Flow Process Business Process Process
Modeling Modeling Modeling Modeling
Case
Closure

Detailed Design, Planning & Execution Smart Grid

Smart Grid Establish Utility Approval
Governance Project Mgt.
Office

Smart Grid Detailed EPC Pilot Projects

Schedule
Optimization

Investment/Benefits
Coordination with Smart Grid
Non-Smart Grid IUN
Projects Design & Build
Projects Schedules Projects
Change
Management
Project
Organizational Roll outs
Structure Example

Benefits
Realization Organizational Time
Transformation
Investments Risks Benefits

Metodologia para desenvolver, suportar e validar mapeamento de ações

15
© 2006 IBM Corporation
 Smartgrid
Validação, Planejamento e Escolha de Projeto Piloto

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
Detalhamento
Detalhamento Projeto
Projeto Piloto
Piloto
aa Estratégia
Estratégia Riscos e
Riscos e Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de Etapas
Etapas Planejamento
Planejamento

ƒ Resultados esperados

ƒ Arquitetura e cronograma finalizados

ƒ Utilização de pilotos para validar tecnologias, processos e aplicações no
ambiente de produção para mitigar riscos, validar os benefícios planejados
e garantir um plano de realista de implementação em larga escala
ƒ Análise com o REGULADOR para auxiliar na definição de novas regras
que beneficiem todo o ecossistema (consumidor-distribuidor-fornecedor)

16
© 2006 IBM Corporation
 Smartgrid Pessoas

Mudanças Organizacionais
Tecnologia Processos

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
Detalhamento
Detalhamento Projeto
Projeto Piloto
Piloto
aa Estratégia
Estratégia Riscos
Riscos ee Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de Etapas
Etapas Planejamento
Planejamento

Ensure alignment of Intelligent Grid

vision and implementation tasks among
Senior Executives

Implement new analytics,

monitor, optimize assets Executive Create an integrated change strategy
and operations and Alignment tailored to key stakeholder segments:
showcase improved customers, employees, regulators,
Change
reliability and ROI to suppliers, and partners
stakeholders Organizational Strategy &
Alignment and Stakeholder
Transition Management
Managing
Change

Team Communications
Ensure successful Effectiveness
implementation by assigning Build a communications strategy that
employees to key roles and addresses and manages expectations and
ownership of benefits from Knowledge concerns of stakeholders during change
transformation at each step Transfer &
Training

Key
Establish Need and Provide knowledge transfer and
Maintain Commitment support to increase awareness,
excitement and usage of new tools,
Sustain Change capabilities, and processes

Implement Change

17
© 2006 IBM Corporation
 Smartgrid
Implementação Smartgrid

Validação,
Validação,
Definição
Definição ee
Desenvolvendo
Desenvolvendo Identificação
Identificação de
de Mudanças
Mudanças Implementação
Implementação
detalhamento
detalhamento Projeto
Projeto Piloto
Piloto
aa Estratégia
Estratégia Riscos
Riscos ee Organizacionais
Organizacionais Smartgrid
Smartgrid
de
de etapas
etapas Planejamento
Planejamento

Sensores
e AMI
Medidores Projetos

Redes de Integração Gerência

CIS Comunicação Analytics
e SOA de Ativos

Data Serviços
Históricos
Warehouse via Web

18
© 2006 IBM Corporation
 Obrigado

19
© 2006 IBM Corporation