A Functional Reference Model for Work and Maintenance ... - CiteSeerX

A Functional Reference Model for Work and Maintenance Applications within Asset Management at Vattenfall

PER NÄRMAN

Master Thesis Stockholm, Sweden 2006 XR-EE-ICS 2006:12

Master of Science Thesis

2006-02-13

Executive Summary This report describes the development of a functional reference model for work- and maintenance applications within asset management at distribution and generation utilities. The results, i.e. the functional reference model, contains four different levels of detail. The levels are called the Business Function-, Business Sub-function, Abstract Component-, and the Measurement Point-level. The three top levels of the functional reference model are included in appendix 3 below. The developed functional reference will be used at Vattenfall Eldistribution and Vattenkraft during the spring 2006 to measure and compare functionality supported by various applications. The degree project consisted of two separate phases. First a theoretical model was developed. This contained information from other functional breakdowns as described in literature. Second, the theoretical model was validated by a number of business experts, primarily from Vattenfall. This two-stage approach proved to be a timeefficient way of developing a vendor independent model. The functional requirements of work- and maintenance activities differ somewhat between generation and distribution business processes. It was initially assumed that the functions required for work- and maintenance in a generation company was a subset of those required for a distribution company. This assumption notwithstanding, two separate functional reference models were developed, one for generation and one for distribution. This was needed, since there was a real possibility that the assumption was incorrect. Apart from a small number of exceptions however, the generation model was indeed nothing but a subset of the distribution functional reference model. The primary source of information for the theoretical model was the IEC 619 68-1 standard [1]. The standard contains a functional breakdown, which was used as the core of the theoretical functional reference model. The functional breakdown was based on business requirements rather than existing systems, which guarantees a reasonable degree of vendor independence in the theoretical functional reference model. Furthermore, a standard has been voted and approved worldwide in different national committees, which gives it a very high credibility. To increase completeness in the theoretical functional reference model, material from other functional breakdowns were used, including functions from vendors SAP, Oracle and Powel. For more details regarding this, the first stage of the degree project please see chapter 3 below. The theoretical functional reference model is included in appendix 2 below. Having concluded the first phase of the project, the second stage commenced, during which the functional reference model was validated. To know what to look for when validating, a number of criteria were used. These were correctness, completeness, granularity and measurability. The criteria were derived based on standard evaluation criteria for scientific theories. See chapter 4.1 for details. When having established what type of information was needed in the validation process, it remained to be determined where to get that information. To minimize information search cost, a framework for categorizing experts was developed and applied on the Vattenfall organization. See chapter 4.7 for details. The sources were experts in all three business units as well as two experts from vendors (IFS and Powel) and some internal Vattenfall documents. Per Närman

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A total of twenty interviews and workshops with twenty-six respondents were conducted. During the interviews the model was examined and suggestions of improvements were collected. These were then incorporated in the model. When all data collection was finished, and the changes brought into the model, the model was closely examined to eliminate possible functional overlaps, and to maintain an as coherent representation as possible. See chapter 5 for details of the data collection and chapter 6 for the later analysis of changes. It is reasonable to assume that the workand maintenance activities that are supported by the functions in the functional reference model are of a general character. Therefore there ought to be no major obstacles to extending the use of the model, as is or slightly modified, to other business areas within Vattenfall. The degree project is a part of a larger research project called the IT-Investment Evaluation Method, which is a joint Vattenfall/KTH-project with the aim of developing a method to measure business value of IT-applications, specifically in the area of asset management. The project was initiated by CIO Group at Vattenfall, and involved the Swedish business units Vattenkraft, Eldistribution and Service. This project is described briefly in chapter 1.3.

Per Närman

Industrial Information and Control Systems, KTH ii


2006-02-13

Table of content 1

Background........................................................................................................................ 1 1.1 Generation and Distribution asset management processes ........................ 1 1.2 Service Providers and Asset Managers...................................................... 2 1.3 IT-Investment Evaluation Method............................................................. 3 2 Research objectives .......................................................................................................... 4 3 The Theoretical Functional Reference Model.............................................................. 6 3.1 Vendor independence................................................................................. 6 3.2 Sources for the theoretical model .............................................................. 6 3.3 Developing the theoretical model .............................................................. 9 3.4 The theoretical functional reference model ............................................. 11 4 Method – logical plan of validation ............................................................................. 15 4.1 Evaluation criteria.................................................................................... 15 4.2 Granularity ............................................................................................... 15 4.3 Measurability ........................................................................................... 16 4.4 Completeness ........................................................................................... 17 4.5 Correctness............................................................................................... 18 4.6 An overview of the validation process..................................................... 18 4.7 How relevant data sources were found .................................................... 19 4.8 How to verify the quality of collected data.............................................. 27 5 The data collection ......................................................................................................... 28 5.1 The first phase.......................................................................................... 29 5.2 Second phase............................................................................................ 31 5.3 Third phase............................................................................................... 33 5.4 Fourth phase............................................................................................. 35 5.5 The test measurement .............................................................................. 40 6 Analysis ............................................................................................................................ 41 6.1 The major changes in the model .............................................................. 41 6.2 Analysis of minor changes in the model.................................................. 44 6.3 Analysis: Measurability ........................................................................... 45 7 The quality of the study ................................................................................................. 46 7.1 Construct validity..................................................................................... 46 7.2 External validity....................................................................................... 47 7.3 Reliability................................................................................................. 48 8 Results .............................................................................................................................. 49 9 References........................................................................................................................ 51 Appendix 1 – The IRM functions and sub-functions........................................................ 52 Appendix 2 – Theoretical functional reference model ...................................................... 57 Appendix 3 – The validated functional reference model................................................... 63 Appendix 4 - Contact list........................................................................................................ 76 Appendix 5 – List of functions from vendors .................................................................... 79

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Glossary For the purpose of this master thesis, it is the intention to use the following terms and abbreviations in the following way: Asset Management: The process of maximising the return on investment of equipment by maximising performance and minimising cost over the entire life cycle of that component. Involved activities are for instance maintenance, inspection and construction of assets. Asset Manager: The owner of a network/production facility. An asset manger may elect to outsource parts of the asset management process on external Service Providers. Abstract Component: Smallest functional block of software considered in the IEC 61968 interface reference model. AIP: Asset Investment Planning, business sub-function in the functional reference model Business Function: The area of Distribution Management is segmented into business functions, each of which generally is performed at one department at the utility. Every business function consists of several business sub-functions. Business Sub-function: Further breakdown of the Business function. Every business sub-function consists of several abstract components. Business Unit: Organizational unit within Vattenfall. A business unit is in charge of a delimited business area, as for instance power distribution. CON: Construction & Design, business sub-function in the functional reference model. Consists of functions related to construction of assets. DMS: Distribution Management Systems. Systems needed to operate an electrical distribution network. DSP: Work Dispatch, business sub-function in the functional reference model. Contains functions needed for the dispatch of work crews. FRD: Field Recording & Design. business sub-function in the functional reference model. Consists of functions needed for efficient data collection with field crews. EINV: Equipment & Network inventory, business sub-function in the functional reference model. Consists of functions related to the management of asset repository data. EMS: Energy Management Systems. Systems for the control and operation of energy production and transmission. GINV: Geographical Inventory, business sub-function in the functional reference model. Contains functions for using geographical data combined with asset repository. IEC: International Electrotechnical Commission, organization responsible for the development of among other things standards within the electrical distribution and transmission area. IRM: Interface Reference Model, used by the IEC to define the functional area of DMS. Maintenance: Activities to uphold pre-defined asset properties. Maintenance is a subset of asset management MAI: Maintenance & Inspection, business sub-function in the functional reference model. Contains functions needed for the maintenance and inspection at a power company. PRM: Premises, business sub-function in the functional reference model. Contains functions needed for managing all issues related to real estate, i.e. self-owned and customer-owned premises. Per Närman

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Service Provider: The contractor doing the maintenance and/or inspection for an Asset Manager. SC: Supply Chain & Logistics, business sub-function in the functional reference model. Contains functions needed for supply and storage of needed spare parts and materials. SCADA: Supervisory Control And Data Acquisition. SCADA-systems are used to control and monitor among other things industrial processes in real-time. SCHD: Work Scheduling, business sub-function in the functional reference model. Contains functions for detailed work scheduling. SSC: Switch Action Scheduling/Operation work Scheduling, business sub-function in the functional reference model. Contains functions needed for the co-ordination of switching of power (or water) with planned maintenance/construction work. TCM: Trouble Call Management, business sub-function in the functional reference model. Contains functions for the management of trouble calls, i.e. calls from customers that are affected by outages or other power quality issues. Vattenfall Business Service: The IT-department at Vattenfall, Business Group Nordic. Vattenfall Eldistribution AB: Swedish Business Unit within Business Group Nordic. The business area is distribution of electrical power. Vattenfall Vattenkraft AB: Swedish Business Unit within Business Group Nordic. The business area is generation of electricity in hydropower plants. Vattenfall Service AB: Service Provider within Business Group Nordic. Provides contract services both to internal, Vattenfall business units, and to external customers.

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Acknowledgements To complete a project such as the one described in this document, did not only involve the proverbial blood, sweat and tears usually associated with any type of project work. To my surprise and delight the work brought with it the opportunity to meet a range of very kind people, who even though they were very busy with vastly more important things than helping a student, not only gave me some of their time even though they were under no obligation, but in the process displayed real enthusiasm! I would like to take this opportunity to thank these people for their help in realising this, the mother of all functional reference models. At Vattenfall Vattenkraft I was fortunate to meet a range of knowledgeable experts. These included Per Ove Lööv, Per Olof Ferm and Thomas Sjödin. Magnus Nilsson and Irene Engvall I never got to meet in person, but I’m nevertheless grateful for their assistance over the telephone. Without the support and help of Tommy Enmark the Vattenkraft-part of this investigation would not have been completed, I am very grateful for all of this. Also Vattenkraft Service helped me in this investigation. I would like to thank Sivert Rutgersson and Rikard Jonsson, who I never got to meet due to the severity of the weather at Skellefteå airport, for sparing me some of their valuable time. The happy people at Vattenfall Eldistribution were all very nice to me. Christer Ericsson, Lars Thorin, Hans Broström, Mats Hallström, Fredrik Brändström and Magnus Wennerholm all gave valuable input to this project. Claes Wange and his project group Einar Hellman, Anders Gustafsson, Johan Andersson and Torbjörn Weinestål were nice enough to share with me their functional requirements, as well as helping me extensively in the validation of my model. Last but not least Hans Andersson was instrumental in the completion of this project, not only helping me with my project, but doing so willingly and eagerly. I thank you for this. Göran Wikström at Powel, whom I had the pleasure of meeting twice in Jönköping, although not always on the correct date, gave me more help than I would have hoped for. Börje Eriksson and Östen Westman from IFS kindly sat with me, patiently answering my questions. I thank you all for this. It is certainly a privilege and a big responsibility for a mere student such as myself to be able to complete a Master of Science thesis that has actual consequences in the real world. I would like to show my appreciation to Georg Karlén at Vattenfall CIO Group and Erik Biberg at Vattenfall Business Service for giving me this opportunity. Benny Norlin, also at Business Service helped me in the validation process. I am also grateful to the handful of people who during the summer went out of their way to help me in my fruitless quest for the holy UCA-report. These people include, but are not limited to, Johan Söderbom, Erik Sandström and Christian Andersson. At KTH, where I have now spent far too long time (and will spend what appears to be another five years) there are a number of people who have contributed, directly or indirectly to the completion of this work. Of my fellow thesis-workers I would like to mention especially those of us grinding away during the summer (for Science!); Karin Jansson (room-mate de-luxe), Robert Lagerström and Pia Gustafsson (colleagues in spe!), Cecilia Jägerström, Paul Holmström (improving my squash-game considerably), Jonas Söderbom, Christoffer Kalajo and Carl Petterson. Without all of you, the work Per Närman

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might very well have been completed sooner, but I would certainly not have enjoyed it as much as I did. The rest of the department has been very nice to me as well. Mårten Simonsson (Akademiska! Unga!) helped me with many things but I am especially thankful for teaching me the secrets of VB. Pontus Jonsson, Judith Westerlund, Torsten Cegrell and Lars Nordström (if for no other reason for keeping me company on Sunday-mornings) all helped me and this project considerably. Mathias Ekstedt and Magnus Gammelgård, the Batman and Robin of Enterprise Architecture, did not only fulfil all their duties of academic supervisors, they fulfilled them smilingly, thus making my work a lot more enjoyable. Gentlemen, I salute you, especially for patiently listening to my sometimes incoherent rambles when standing in your doorway.

Per Närman

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Background

This document outlines the methods used and the results obtained in the completion of a degree project for the degree of Master of Science conducted at the School of Electrical Engineering, department of Industrial Information and Control Systems (ICS), Royal Institute of Technology (KTH). The thesis is written in close cooperation with Vattenfall AB and its main objective is to develop and test a method to evaluate functionality of different IT-applications for work- and maintenance activities within asset management at a hydropower generation company and an electrical distribution company. The degree project is a part of a larger research project with the aim of developing method called the IT-Investment Evaluation Method. For more details regarding this method please see chapter 1.3 below. The process of asset management, and thereby work- and management processes are currently a hot topic within the power industry [10][22], due to the deregulation of the market for electrical distribution and generation. The force of competition pressures utilities to utilize their assets more efficiently [16]. The industry is currently changing fast, and the old view of asset management has been replaced. Today and in the future, the competition is likely to be tougher and this will force power companies to take a more holistic view of asset management, focusing more on cost-efficient operation of their assets. To have IT-applications well-adapted to the work- and maintenance activities within asset management is thus essential to any modern power company. 1.1 Generation and Distribution asset management processes Asset management can be defined “as the process of maximising the return on investment of equipment by maximising performance and minimising cost over the entire life cycle of that component” [10]. This process involves maintaining, constructing and replacing assets. It was established fairly early in the project, during meetings with the principals at Vattenfall Vattenkraft and Eldistribution that as far as work and maintenance activities within the area of asset management is concerned, the distribution and generation processes are similar in most respects. Both require some type of inspection and preventive and corrective maintenance and both processes have very high demands on availability. However, the maintenance and construction of the distribution network is a more complex issue. The process of distributing electricity requires a vast network of electrically connected lines. The lines are either overhead lines on poles, a solution where the lines are exposed to weather, falling trees, lightning and so on, or they are buried underground which reduces damage from weather but increases the risk of damage due to digging of some sort. [22] Generation takes place in power plants that are stand-alone units without much wear and tear due to weather. The routine inspection in a generation facility is, compared to the same process in a distribution network, a relatively easy task. Whereas an inspection crew checking power lines needs to venture far out into the terrain and record data as they go along, the same task in the power plant can be accomplished indoors and in a geographically confined environment probably with direct computer access and back up from headquarters. The processes do differ in terms of the size of work activities; the refurbishment of a generator or a turbine in a hydropower plant is a Per Närman

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huge undertaking compared to most, if not all, maintenance activities in the area of electrical distribution. 1.1.1 Functional differences: generation vs. distribution The differences mentioned above have some impact on the requirements of an application supporting the processes. Roughly speaking the functions required for a generation facility are a subset of those required for a distribution application. The asset management process in itself is rather generic in nature; regardless of business there is a need for corrective and preventive maintenance and these activities need to be planned and executed in an organized manner. When investing in new assets the processes preceding (the investment planning) and subsequent (the phasing in of equipment) to the actual investment are similar in the distribution and generation cases. Investment planning differs only insofar as it involves rather extensive network calculations in the distribution management case. The planning of maintenance and inspection in the case of electrical distribution requires a GIS-tool (Geographical Information System) to be as efficient as possible; this is not mandatory in the generation case, the hydropower plants are relatively few compared to for instance all the poles of an electrical network.. Also, in the case of dispatching work crews, a distribution company, or if they choose to outsource the dispatch function, their service provider (see chapter 1.2) needs to be able to communicate with the field crews in real time, if for no other reasons, due to safety concerns. Furthermore, an electrical distribution company to some extent relies on it’s customers for information about outages or other power quality issues. The process of managing the contacts with customers could be seen as part of the asset management process at a distribution company, but hardly at a generation ditto. 1.2 Service Providers and Asset Managers There are several different ways of organizing the execution of the asset management processes. Currently the trend is for electrical distribution companies to outsource [15], at least part of, the hands-on maintenance and construction activities to what is known as Service Providers. The distribution company is in charge of the planning and supervision of maintenance, they act as so called Asset Managers. The outsourcing is thought to give more flexibility, for instance it relieves the distribution company of the responsibility of keeping maintenance crews busy during low activity periods maintenance-wise. Also, outsourcing opens up the maintenance business to the pressure of competition, which in theory at least, reduces costs. It must be pointed out that neither the Vattenkraft nor the Eldistribution business units perform the actual, hands-on maintenance, inspection or construction activities themselves. Both business units have chosen to outsource everything apart from the planning and supervision of that area. There is a service provider in the Vattenfall Group called Vattenfall Service. This business unit is involved in parts of the asset management process and is naturally interested in having an optimal IT-support for their operations. For this reason Vattenfall Service will provide some input to the model. Per Närman



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1.3 IT-Investment Evaluation Method This Master of Science thesis is part of the first phase of a larger research project entitled “IT Investment Evaluation Method” [13]. The objective of this project is to develop a method, which can be used to evaluate and rank system or rather systems scenarios based on the business value they provide the company. The project is a joint Vattenfall/KTH project with the stated goal of evaluating work- and maintenance applications in the area of asset management, at a generation and a distribution business unit within Vattenfall (Vattenfall Vattenkraft and Eldistribution) The objective of this master thesis, which is in the master thesis phase 1 of the project, is to develop a functional reference model that can be used to map functions vs. applications in master thesis phase III of the IT Investment Evaluation Methodproject. See Figure 1 below.

Value dim X Efficiency

Functionality: -Inspection -Corrective Maintenance -Preventive Maintenance -Phase-In Equipment -…

Sys 1

Sys 2

Sys n

1 2 3 4

1 2 3 4

1 2 3 4

x

x x

x

x

x x

x

x x x

x

-Security -Maintainability -Data Quality -Ease of Use -…

Total (Σ):

x x x x

x

x

x

x x

x x

x x

x

Figure 1: It is the objective of this master thesis to deliver a list of functions as shown under "Master Thesis Phase I" in the figure. The functions listed are exemplary [13].

When having measured all the functional and non-functional qualities and done the business value-connection, all the different systems can be ranked according to the total business value they provide.

Per Närman

x x

Quality: Lower cycle time

Competitive advantage Increased flexibility

Business Value

Parallel with this degree project, project there are other projects focused on developing frameworks for the measurement of non-functional qualities in IT-applications, as for instance modifiability, data quality and interoperability. In the IT-Investment Evaluation Method (in master thesis phase III) a number of IT-systems, or systems scenarios, will be evaluated according to their functional and non-functional qualities. In the last master thesis phase the functional and non-functional qualities will all be connected with the specific benefits they provide to the business conducted at Vattenfall Eldistribution and Vattenkraft.


x x x x

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2 Research objectives The goal of this master thesis is to develop a functional reference model, which is to be used in a later master thesis to evaluate the functionality of work and maintenance applications within the area of asset management (the same thing as “maintenance applications” for the rest of this report). A functional reference model is a list of functions that that span a certain functional area. A function is a package of software able to execute a certain task [21], to make a calculation or to display information stored in a database for instance. These functions will be derived from the business needs of Vattenfall rather than from the applications available. The business perspective provides a vendor independent functional reference model. The research question that is to be answered after the completion of this study sounds as follows: Which functions ought to be present in a functional reference model of work and maintenance applications within asset management for generation- and distribution-companies, in order for it to be useful in a functional evaluation of system scenarios? Since the generation business process differs from the distribution business the answering of the research question demands two functional reference models, one smaller than the other. In order to develop these models, thus answering the research question above, the research work was divided into three parts (see Figure 2) 1. To identify and adapt existing models that defines functions in the relevant areas. This means using business process mappings and functional definitions already developed by organizations and vendors. The goal of this step was not to go through the time-consuming process of deriving functional requirements from scratch but to use existing material and to blend information from different sources into a functional reference model, which fulfils criteria as stated below. The result was a list of functions described in chapter 3 below. 2. To validate the developed functional reference models by conducting a field study at the business units Vattenfall Eldistribution and Vattenkraft. This step involved gathering data from a wide range of people involved in asset management at the aforementioned business units. Furthermore, experts from some vendors in the area of maintenance applications were interviewed. The data gathering was conducted according to the method outlined in chapter 4, and the data collection process is described in chapter 5. The collected data was used to better the theoretical functional reference model developed in step 1 above. 3. To test the feasibility of the method by mapping functions to Applications and try to evaluate whether their functions overlap or not. The details of this step are given in chapter 4.3, 5.5 and 6.3 below, this step is not treated in a separate chapter.

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Step 1

Existing functional breakdowns

Identify and adapt

Step 2

Theoretical Functional Reference Model (TFRM)

Validate

Step 3

Validated Functional Reference Model (VFRM)

Test measurability

Experts

Figure 2: An overview of the different phases of the project. Square boxes indicate processes, the rhomb indicates data source and documents are represented by square boxes with the wavy bottom. Step 1 is described in chapter 3, step 2 and 3 are described in chapters 4,5 and 6.

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3 The Theoretical Functional Reference Model Before the actual data collection began a theoretical study of what the literature has to say regarding the functional aspects of work and maintenance applications within asset management was conducted. The results of this study are presented in the form of a list of functions based on which the final model was developed. The reason for the development of this model was to provide a foundation from which the final model could be derived. The theoretical model is presented in appendix 2 below. See Figure 1 for an overview of this process.

Figure 3: An overview of the development of the theoretical functional reference model (TFRM). This corresponds to step 1 as described in chapter 2 above.

3.1 Vendor independence When developing the first theoretical functional reference model (TFRM), vendor independence was considered a very important quality. The vendor independence criterion is important due to the fact that a built-in preference in the model for any vendor will make the later comparison of applications biased. To create a totally vendor independent functional reference model is rather difficult. This is partly due to the fact that vendors are developing more and more functions in their work and maintenance applications, thus redefining the scope of these applications and therefore of the functional reference model. However, by using information from more than one vendor together with sources other than vendors, e.g. a standard, the level of vendor independence is expected to be quite satisfactory. 3.2 Sources for the theoretical model The TFRM is based on the so-called Interface Reference Model (IRM). The IRM is presented in the IEC 61988-1 [1] standard, which is the first in a series of standards specifying architecture for Distributed Management Systems (DMS) of utilities. DMS are used when operating an electric grid for electrical distribution. The IRM specifies a list of business functions, which were thought to be necessary in electrical distribution utilities. These business functions are broken down into subcomponents called business sub-functions, which in turn were broken down into functions called “abstract components”, see Figure 4 below.

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Figure 4: The structure of the Interface Reference Model. The top level is called business function; the level below is called business sub-function. The third level contains what is called abstract components. The functions are examples from [1].

An abstract component is a function, which may or may not be realized in a specific application. Every abstract component is thought to have specific input and output information objects that are defined in the so-called Common Information Model (CIM) [14]. CIM is not limited to DMS and also includes information objects needed for Energy Management Systems (EMS) which deals with issues connected with SCADAoperations and hence not relevant for this study. The later parts of the 61968 series, which are yet to be written, will specify the characteristics of all of these information objects. Utility Control Center

Network Expansion Planning

Distribution Distribution Automation

Network Operation

Records & Asset Management Substation Substation Protection, Monitoring Monitoring and and Control Control

Utility Business Systems

Customer Inquiry

IEC 61968 Compliant Interface Architecture

Maintenance & Construction

Meter Reading & Control

(ERP, Billing, Energy trading, other systems)

Corporate LAN

Operational Planning & Optimization

RTU RTU Communications Communications

Figure 5: IEC’s view of how an electrical distribution company and its business functions (“network extension planning” etc.)[1]. Per Närman



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The abstract components are not stringently defined in the standard, apart from what can be deduced from their respective names. The idea of the standard is that the output and input objects will constitute the definition of the components; these objects are as already mentioned not yet created, so the descriptions of the abstract components were created by the author. For the purpose of the theoretical model however, the IRM was used as a foundation from which the development of a functional reference model could begin, and therefore it was the idea that even though some descriptions were not entirely correct, these errors would be corrected during the later validation phase. Using the IEC 61968 has two major benefits. Firstly it is reasonably vendor independent since several different major vendors have participated in the development of the standard. Second, the standard and therefore the IRM deal with the area of Distribution Management Systems, which contains, but is not limited to, applications for work- and maintenance activities. This property together with the fact that the IRM was developed fairly recently (2003) means that at least the outer boundaries of the relevant area of inquiry will be present in the IRM. SAP, supplier of Enterprise Resource Planning (ERP) applications, has developed so called industry solution maps in which allegedly all business processes of electrical utilities have been described. These process maps are available online [5] and have been used to provide the model with more details and to corroborate the functions already found in the IRM. The SAP model differs from the IRM from IEC insofar as SAP specifies business processes that are then broken down into process steps whereas the IRM deals with functions. The difference turned out to be purely semantic and did not pose a problem when combining SAP with the IRM. See Figure 6 below.

Figure 6: The Utilities industry value chain according to SAP. Picture taken from [5] Per Närman



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Oracle, also an ERP-vendor, has given their perspective on work and maintenance applications within asset management in a white paper [11]. The functions mentioned by Oracle have also been incorporated in the model, in the same way as the SAPfunctions. Vattenfall Eldistribution already uses an application from Powel, called NetBas [12]. This application has advanced GIS-functionality, which together with an asset repository and functions for network calculations gives a maintenance planner the ability to see the network lines on a map as well as their electrical connection. Powel has developed a maintenance module together with Vattenfall Eldistribution. Some documents from Powell have been used to extend the functional reference model. For a list of all the functions from vendors that were used when developing the model, please see appendix 5 below. This includes a notation of which of these functions that were actually incorporated in the theoretical model. 3.3 Developing the theoretical model As was stated above, the core of the TFRM is the IRM. The process of extending the IRM consists of four stages: 1. First, data was collected and documented from sources (se above) other than the IRM. 2. Second, the data, from external sources was cross-referenced, or mapped against the IRM. The mapping was conducted as follows: the IRM was investigated abstract component by abstract component. Each abstract component was compared to the functions listed by the vendors. Whenever a vendor-function appeared to match the IEC-function this was noted. 3. The third step consists of merging the different sources into a single one. The components from vendors that map to the IEC abstract components were placed beneath the abstract components. Components that could not be mapped to the IEC, but were considered relevant to work- and maintenance-applications, were used to extend the abstract component level. Figure 8 below illustrates this process. The structure of the functional reference model is very reminiscent of the IRM. The only major structural change is the addition of a fourth layer. This level is called the “measurement point level” and contains sub-functions to the abstract components, thus providing the model with more specificity. See Figure 7 below. The measurement points will only be used to indicate whether the functionality of the respective abstract component is realised or not. The purpose of the addition of the measurement point-layer is to make the usage of the model easier, i.e. the mapping of functions vs. applications when applying the model for measurements. An example of a measurement point would be the sub-function to the abstract component “Field Design” called “Function to displayed asset repository in the field”. Field design has to do with the ability to do preparatory planning work in the field, a sub-function to this is to get access to the asset repository. See Figure 7 below.

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Figure 7: the structure of the functional reference model, please note the addition of the measurement points layer. The functions displayed are examples from [1]. Maintenance and construction

IEC: Business function

IEC: Business sub-function IEC: Abstract components

Maintenance and inspection

Work scheduling

Substation state supervision

Work Task Planning

Work Design

Vendor functions listed in columns for different levels of detail Mapping of vendor functions vs. IEC Decommisioning

Set Equipment Inactive Review and Close Outstanding Orders Set Maintenance Plan Inactive Archive Master Data Analyse Asset Condition

Phase-out-Equipment

Asset Scrapping

Vendor functions that map against the IEC are positioned below, those who do not match are placed between the abstract components.

Maintenance and construction Decomissioning

Maintenance and inspection

Work scheduling

Asset Scrapping

Substation state supervision

Work Task Planning

Work Design

Set maintenance plan inactive

Review and close outstanding orders

Analyse Asset Condition

Vendor function that correspond to abstract components are inserted below.

Vendor function inserted between abstract components

Figure 8: The process of merging functions from different sources to one functional reference model. The names of the functions are just examples. Per Närman



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4. The fourth step consists of demarcating the IRM, i.e. to sort out components that are relevant to work and maintenance within asset management and not use the others. It could be argued that the demarcation step ought to be the first in the development process as it would eliminate a lot of unnecessary mappings. The advantage of having done the mapping before the demarcation is that it would be comparatively easy to expand the area of interest from only work and maintenance within asset management to include also other parts of DMS. The demarcation was made partly based on the author’s previous knowledge of asset management and partly in consultation with Vattenfall. An initial and preliminary demarcation was agreed upon during a meeting with the principal stakeholders from Vattenfall Vattenkraft and Eldistribution (Tommy Enmark and Hans Andersson) at 13th September 2005. 3.4 The theoretical functional reference model This chapter describes in detail how the IRM has been extended. First of all the IRM business functions and sub-functions, whether they are relevant to the area of work and maintenance within asset management or not, are described in order to give the reader an understanding of the area of DMS. This is needed to justify the exclusion of the business functions that are irrelevant to asset management, and thus to work- and maintenance applications. When the pertinent business functions and sub-functions have been chosen to be included in the model their belonging abstract components will be given a description. The definitions will be reviewed when talking to experts during the validation later on. The complete, reviewed, theoretical model is presented in appendix 3 below. 3.4.1 The IRM business functions The segmentation by business function is made from a business perspective rather than an IT-solution perspective, thus ensuring a vendor independent description. Below follows a short description of the business functions that are part of the DMS: Business Functions External To Distribution Management

Distribution Management Business Functions (NO) Network Operation

Interface Standard: Part 3

(AM) Records & Asset Management

(OP) Operational Planning & Optimization

(MC) Maintenance & Construction




(EMS) Energy Management & Energy Trading


(RET) Retail


(SC) Supply Chain and Logistics


IEC 61968 Compliant Middleware Services



(NE) Network Extension Planning

(CS) Customer Support


(MR) Meter Reading & Control

Electric Distribution Network Planning, Constructing, Maintaining, and Operating


(ACT) Customer Account Management




(FIN) Financial

(PRM) Premises

(HR) Human Resources

Generation and Transmission Management, Enterprise Resource Planning, Supply Chain, and General Corporate Services

Figure 9: The segmentation by business function of the area of distribution management, according to the IEC [1]. Per Närman



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Network Operation (NO): This business function is in charge of the real-time operation of an electrical distribution network. For this SCADA (Supervisory Control And Data Acquisition) functionality is needed, this includes functions to collect and store data from many sources and to control the performance of the network in a manner as to ascertain a safe and economical operation. Records and Asset Management (AM): This business function collects and stores information regarding all assets in the network in an asset repository. This information is used as basic data when making decisions regarding investment and maintenance activities in the network. Operational Planning and Optimization (OP): The OP-business function is charged with providing decision support for the Network Operation business function, in a manner that ensures that the grid is utilized in an optimal manner. Maintenance and Construction (MC): The electrical grid with all it’s component needs maintenance and construction in order to function, these functions are a part of the Maintenance and Construction business function. Network Extension Planning (NE): When the load increases it is sometimes necessary to extend the present network in a manner as to accommodate the changes. This planning needs, among other things, to make long-term load predictions in order to determine the optimal design of the new network. Customer Support (CS): In addition to running an industrial process, an electrical distribution company is very much a service company. The number of customers is very high, and the customers are very often very disparate in terms of load characteristics. Also, customers are sometimes the only source of information to detect outages (especially in rural areas). An efficient customer support business function is therefore necessary. Meter Reading and Control (MR): To be profitable it is vital for utilities to have as precise information as possible regarding the consumption of its customers. This business function takes care of the data collection from meters in the network. External to DMS (EXT): This business functions, or rather group of business functions, consists of functions not part of DMS, but all the same needed for the operation of (almost any) large enterprise. This includes for instance financial control functions, and logistical functions. 3.4.2 Relevant IEC business functions A preliminary demarcation of the scope of inquiry, and therefore also the functional reference model, was agreed upon on the first meeting with all principal stakeholders at Vattenfall and KTH at September 13th 2005. This demarcation spans both the generation and the distribution functional area. The demarcation was changed once again during the validation process, see chapter 5 for details. The areas of inquiry were preliminary thought to be the following : The Records and Asset Management business function. Without an extensive record of all assets and without functions to display and manage the data stored Per Närman



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properly, work and maintenance activities within asset management cannot be performed efficiently. The Maintenance and Construction business function. This function is very much part of asset management. It involves maintenance, inspection and work related to construction activities. In addition to these two business functions other business sub-functions were also included: The Premises sub-function (part of the business function EXT). This sub-function deal with issues related to owning real estate, including keeping track of addresses of owned property and so on. The Trouble Call Management business sub-function (part of the business function CS). This business sub-function deals with trouble calls, i.e. calls from customers who experience outages or inferior power quality. These trouble calls are an important source of information regarding the condition of the network. Also important in this sub-function are functions related to informing those customers affected by planned outages, i.e. outages that are due to maintenance activities in the network. This subfunction is only included in the distribution model. The Supply Chain and Logistics business sub-function (part of the Operational Planning and Optimization business function), which deals with all issues related to spare parts and materials needed for smooth maintenance and construction activities.

Figure 10: The Business Functions used from the Interface Reference Model. The grey boxes were excluded from the investigation as they were considered outside the scope of the investigation. Figure is taken from [1] and modified.

Figure 10 shows which functions were excluded (the grey, striped boxes). In most cases the reason for exclusion is apparent prima facie, as in the case with the Human Resources, the Financial, the Customer Account Management, the Meter Reading and Per Närman



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Control, the Energy Management and Trading and the Retail Business Functions. All of these business functions are necessary for Distribution Management, but the assets could be managed independently of these business functions. In the case of the Network Extension Planning and the Network Control business functions however, the exclusion is more controversial and needs some clarification. In Shahidepours article “Time management for Assets”[10] the concept of asset management includes the optimal utilisation of assets in the daily operations of a network. Modern SCADA-systems play a vital role in locating faults in the network, as well as providing valuable information about the performance of the network. With this in mind the exclusion of the Network Operations and the Operational Planning and Optimisation (although the latter of the two was later incorporated in the model) business functions from the functional reference model might seem unjustified. The reason for doing so, has to do with two things: 1) Organization-wise, Vattenfall Eldistribution separates the network operation processes (Drift) from the asset owner and -manager processes (Nät), and 2) Vattenfall has recently purchased a new application for the command and control over their distribution network called DRISS. This application features some of the elements already incorporated in the functional reference model, as for instance the Customer Support business function, but is otherwise a pure SCADA-application. As far as the Network Extension Planning business function is concerned, the exclusion might also seem somewhat arbitrary. In order to accommodate an increase in load the network capacity sometimes needs to be ameliorated. The process of determining whether or not to extend the network relies heavily on network calculations, which is a big part of this business function. Other than that the business function contains mostly purely project planning and supervision functions, which were already included in other parts of the model (see for instance CON – Construction and Design). Therefore the decision was to skip this particular business function in the theoretical model. It must be pointed out however that parts of the Network Extension Planning business function were later, during the validation phase, merged with the Asset Investment Planning business function for increased completeness.

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4 Method – logical plan of validation When the theoretical functional reference model was completed, it was validated and extended with help from experts at Vattenfall and vendors. The outcome of the validation yielded the final functional reference model which is presented in appendix 3. The validation process also contained a small document study, using internal Vattenfall documents. 4.1 Evaluation criteria When validating the functional reference model it was necessary to define evaluation criteria in order to be able to do the validation in a structured manner. The criteria relevant were thought to be the following: correctness, completeness, granularity and measurability. According to [17] a theory can be evaluated according to a number of criteria: relevance, correctness, specificity, falsifiability, credibility and information search cost. A relevant theory provides it’s user with a tool for understanding the world in some way. The functional reference model is not a theory per se, but the relevance criterion is nevertheless important when evaluating the model. The functional reference model is not relevant if it does not adequately span the functional area of work- and maintenance applications, and if it cannot be used to compare systems alternatives. Relevance thus corresponds to the completeness- and the measurability-criteria. If the model is not complete, the results it will produce will be irrelevant to Vattenfall as they do not adequately reflect the functional requirements of work- and maintenance within asset management. If the model cannot be used for measurements it is also irrelevant. The correctness-criterion when evaluating a theory is the same as is being used in the evaluation of the model. Evaluating specificity is another part of evaluating a theory, it roughly corresponds to the granularity-criterion mentioned above. The falsifiability and information search cost were not considered important from a validation point of view, the model is no theory claiming to predict future events, as does the theory of relativity for instance. Rather, it defines work and maintenance applications within asset management from a Vattenfall perspective. This means that it is strictly speaking impossible for an outside (non-Vattenfall) observer to falsify the functional reference model. With reference to Vattenfall´s needs it is naturally possible to do so, but to falsify the model in this respect is the same thing as claiming it is either incorrect or incomplete. The credibility and information search cost criteria mentioned above are as noted not included part of the criteria used during the validation. The credibility criterion is of interest for an external observer, and to evaluate the credibility of the model should present no major difficulty, as sources of the content of the model are clearly shown. The information search cost criteria refers to the time and resources that would have to be spent on finding the information necessary to use the model. This criteria is difficult to use during the validation. 4.2 Granularity Granularity means the level of detail in the model. Level of detail refers to how deep the description of an asset management application is. An example of a very high level of detail would be to consider an asset management application as a “black box”, Per Närman



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without specifying further the functions within it. An example of a very low level of detail would be if the model gave a detailed description of the source code for every component in the asset management application. When validating granularity it is the purpose of the evaluated model that determines what an appropriate granularity is. This particular model will be used to compare the business value of work and maintenance applications within asset management. Such a comparison would be impossible to do with either the “black box” or “source code” granularity. The chosen granularity that needs to be evaluated is the granularity of the abstract components. The business functions and sub-functions are only ways of grouping abstract components and the measurement points are only there to indicate existence of the abstract components. When comparing functionality in applications it is the idea to use only the functions described on the abstract component level. Before actually doing these comparisons it is very important to verify that such an approach is practical, and that the granularity chosen will be useful when comparing applications. The granularity criterion is closely linked with the measurability criterion, an appropriate granularity will facilitate measurability. The methods for evaluating these criteria differ somewhat though. See chapter 4.2.1 for these differences 4.3.1. 4.2.1 Method for validating granularity When validating that the abstract component approach was practical, size-wise, experts on functional measurements were interviewed. During the interviews the experts were given a short summary of the use of the model. With this information at their disposal the experts were asked if they considered the granularity of the abstract componentlevel to be satisfactory. At the interviews the question was: “Will this model be usable when comparing functionality in different asset management solutions.” Just asking them to approve the model based on the description of the purpose was not sufficient; it may very well be the case that the descriptions failed to convey an adequate message. In order for the experts to give an as informed opinion as possible, they were shown (different) samples of the Interface Reference Model and asked to state whether the size of the abstract components were suitable for measuring functionality. 4.3 Measurability Measurability is the ability to use the functional reference model to conduct a measurement of functional fulfilment in a work and maintenance application. Although measurability is causally linked to other properties, e.g. granularity, it can only be assessed a posteriori, i.e. when the model is completed. 4.3.1 Method for validating measurability The method employed for validating, or assessing, measurability was to conduct a small test measurement. In this test an application was assessed according to how well it fulfilled a small number of abstract components. Doing a small test does not provide a complete certainty that the model is indeed measurable and the larger the test, the greater the certainty of the results will be. However, as the model contains functions reasonably similar in size, it is the idea that if a sample of abstract components from the model is good enough for measurements, then this property can be generalized to all the other abstract components. Per Närman



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4.4 Completeness If the model is complete, the model spans the subject matter. A complete model describes what it is intended to describe, and there are no vital parts missing in the description. In this master thesis it is the objective to develop a functional model that spans the area of work and maintenance applications, according to Vattenfall Eldistribution and Vattenkraft. As is stated in chapter 3.3 above, a demarcation of the functional scope was made at an early stage in the project. This demarcation was not final and was to be changed during the course of the project. The model has a structure with several different layers. The completeness on the three top levels was evaluated, the lowest “measurement point”-level was not evaluated according to this criteria as the purpose of this level is to exemplify sub-functions pertaining to the abstract components. As there are two different business units with separate interests involved, two separate functional reference models were developed, one for Vattenfall Vattenkraft and one for Vattenfall Eldistribution. As was noted above the functional demands on a generation company differs from those of a distribution company. Even if the model for generation is less comprehensive than a model for a distribution company it may be sufficiently complete. Making the separation into two models saved time during the validation process; the number of functions that need to be evaluated at Vattenfall Vattenkraft during the validation phase was reduced. 4.4.1 Method for validating completeness in the model First the demarcation of the functional area was established. The process of doing this began by showing what was thought to be all relevant business functions and subfunctions of the IRM to the principals at Vattenfall Vattenkraft and Eldistribution. The outcome of this was a first rough demarcation indicating which business functions and sub-functions were to be present in the functional reference model. The selected business functions and sub-functions were then used for the two different models under development. The method chosen for validation of the completeness was to use interviews based on the existing model. During the interviews the respondents were shown the part of the model they were validating (defined in terms of business sub-functions) and asked to give their view on whether or not there was anything missing in that functional area. It goes without saying that it is very difficult to answer such questions unprepared, it is especially difficult to state what is missing in a model the first time you are looking at it. Therefore the respondents were asked to examine the model well in advance of the actual interview, it was the idea that if the respondents had some time to reflect on the model they are more likely to give good answers. The lowest level, containing the measurement points was extended during the validation. This was not strictly necessary as the measurement points are only needed to exemplify the abstract components. Nevertheless the presence of measurement points makes the functional reference model easier to use, a description of an abstract component does not provide as much understanding to the user, as a description coupled with exemplifying sub-functions.

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Another part of the completeness validation is the document study (which was also used for validating the correctness of the model see below). The documents in question are process maps from the so-called UNO-project [6], which were developed in 2001 with the objective of describing and implementing generic processes for asset management across the entire Vattenfall Group. The documents describing the processes describe a set of activities that were thought to be a part of asset management. These activities were listed in an excel sheet and were quickly analysed with the stated goal of finding processes or activities that were missing in the theoretical model. If such activities were found, the model was expanded. The expansions were made based primarily on existing functions of the IEC Interface Reference Model to as far as possible maintain a coherent representation and granularity in the model. Vattenfall Eldistribution is currently running a project with the goal of evaluating the market for a future purchase what can characterized as a work and maintenance application. This project has developed a functional requirement specification [9] based on newly developed distribution-specific process maps [8]. The requirements were mapped against the abstract components in the model in a similar fashion as was done during the development of the theoretical model (see chapter 3.3 for details), this rather thorough approach increased completeness on the measurement point level. 4.5 Correctness Correctness means that the model accurately describes the functions in the model. “Accurate” in this context means that the definitions given in the model are roughly the lexical definitions, i.e. they correspond to the common usages of the terms. Accuracy in the theoretical model will be assured by using multiple sources that are deemed reliable. The many sources will be compared and cross-referenced and descriptions of functions on the lowest level will be based on sources published in scientific journals and/or preliminary interviews with sources at Vattenfall. 4.5.1 Method for validating correctness To achieve a high level of correctness (on all levels of detail) of the component descriptions interviews were conducted with people whose line of work made them experts on some of the functions in the model. The descriptions in the preliminary theoretical model were read to the respondents who then either agreed or disagreed with the description. In the latter case they will be asked to give some sort of alternate description. The questions were on the form “Is component Y described correctly?” where Y denotes any abstract component in the model. 4.6 An overview of the validation process In order to evaluate the theoretical model with respect to the four criteria from chapter 4, data needed to be collected. The data collection consisted primarily of interviewing experts at Vattenfall and vendors and by means of document studies of internal Vattenfall-documents. The validation process was divided into four different phases, or types of validation. See Figure 11 below. The functional reference model contains a lot of information that needed to be validated and this segmentation simplified the process of choosing experts (see chapters 4.7.4-4.7.7 for details), and to conduct the validation in a systematic manner. Per Närman



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Figure 11: An overview of the validation processes. The vertical axis shows the level of detail of the model that is investigated. The horizontal axis divides the validation process into different types.

4.7 How relevant data sources were found The functional reference model contains about 80 functions on the abstract component level, which all need to be assessed according to the four criteria mentioned below. Experts in the field of asset management were used for most of the validation. There is a great deal of people with knowledge in the field of asset management but not all of this knowledge was considered relevant for the validation process. To be able to determine the which people to interview it is important to have some sense of who, or rather at what position in the Vattenfall or other organization, the required knowledge might be found. When validating the model it was necessary to ask experts with different perspectives of the business, with different scope of knowledge and with different areas of expertise. The three dimensions, which are used to categorize experts, are the scope of knowledge, the nature of knowledge and relation the experts have to systems. See Figure 14 below. The process of finding the experts is roughly outlined in Figure 12 below. Every validation type demanded a certain type of expert (see chapters 4.7.4-4.7.7) categorized according to the framework described in this chapter. Then, the contact persons at Vattenfall helped match this categorisation with the experts in the organization.

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Classification of expert

Organization

Is matched with

Gives a

Gives

Figure 12: The process of finding experts. Depending on the type of validation, a categorisation of the experts was made within the developed framework. This category of expert was then matched with the organization.

4.7.1 Scope of knowledge The scope of knowledge refers to the expert’s level in the organization and thus to the granularity of knowledge he or she is likely to have and which interests said expert is likely to consider paramount. Vattenfall is a large corporation and not every hierarchical level will be of interest. A rough segmentation is made based on already existing organizational levels of Vattenfall [20] to help categorize experts. The top level is that where the view is enterprise-wide. Anyone employed at a relatively senior position at the headquarters will have this type of knowledge.

Figure 13: The Vattenfall Organization. The Vattenfall Group is divided into three geographical Business Groups, Nordic, Europe and Poland, each of which contains so called business unit. A business unit is in charge of a business area, e.g. distribution. [20]

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A lower level is the business unit level. In the case of Vattenfall, a business unit is an independent entity within the enterprise that is responsible of operations within some demarcated industrial process as for instance hydropower or nuclear power generation or electrical distribution. Within the business units there are people in charge of business processes, this is another suitable level of granularity. The business processes themselves are dependant upon people carrying out different tasks. This is the lowest, or deepest, level of knowledge, the process-performer knowledge. 4.7.2 Type of knowledge The type of knowledge pertinent to the validation of the functional reference model is either related to IT-systems or to the business processes. Sometimes the question requires an expert in one but not the other field, sometimes the question requires both kinds of knowledge. To be able to separate the experts in one field from those in the other a distinction will be made between business process and IT-knowledge. This categorisation will be made on three levels. An expert is considered an IT-expert, an expert of some particular business process or an expert with knowledge in both fields, although probably not with the same depth of knowledge as the other two kinds. 4.7.3 Relation of knowledge Lastly the knowledge might have to do with what relation the expert has to the subject matter. In the case of this particular study an important relational distinction is made between being a supplier and a user of the applications. The different roles gives different perspectives and sometimes the most valuable knowledge is found at the supplier of applications rather than the user since a supplier most likely knows more about the latest technology in the area. Another type of relation to the applications involved is the implementer relation, which refers to consultants, in-house or external, in charge of implementing the applications bought by the user from the supplier. Segmentation into these three categories should suffice for the purpose of this study.

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Detail of knowledge Enterprise levell

Business unit level

Process manager

Process performer

r se U ) ity til (U

Nature of knowledge Primarily business knowledge

r( ie

n io

l pp Su

t la Re

Both IT and Business knowledge

Primarily IT-knowledge

Im (c ple on m su en lta te nt r )

) or nd ve Figure 14: The three dimensions used to categorize the type of knowledge required in the validation process. The vertical axis is granularity of knowledge, the horizontal IT/business, the third separates user/supplier/implementer.

4.7.4 Finding experts for the first validation phase. The first step consists of validating the completeness and the correctness of the highest (business function) and second highest (business sub-function) level. This step means ensuring that the set of functions in the model is at least the minimum set of functions required for the asset management process at Vattenfall, and that the content on the higher levels is correct. As was noted above, the completeness is measured relative to Vattenfall´s asset management processes. Therefore the experts involved in this part of the validation process needs to come from Vattenfall. The experts need to have an overview of the work- and maintenance processes to be able to determine if the model’s scope is wide enough. Knowledge of IT-systems is not really necessary as this validation only concerns the top two levels of the model, both of which describe business-related issues. Using the framework from chapter 4.7 this translates to a Per Närman



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category of experts with a broad knowledge on business unit-level, with business-type knowledge and they need to have a user-relation to asset management applications. Detail of knowledge (enterprise/business unit/process mgn/process perf.)

Expert cathegory for first step of validation procedure: -business unit, -business knowledge, -user relation

Nature of knowledge (IT/IT & Business/Business)

Relation (user/implmenter/supplier)

Figure 15: The categorization of the expert needed for the first step in the validation procedure.

4.7.5 Finding experts for the second validation phase The second step involves the validation of the granularity criterion as was mentioned above in chapter 4.2.1. Specifically this step deals with validating the first aspect of granularity, to check whether the abstract components-level is suited for comparison between applications. A suitable expert in this area is someone with knowledge of models, preferably functional models. This is true of application architects with experience at a high level. Such an expert is also likely to understand the purpose of the model, to reason in terms of functionality present in different solutions is something an applications architect is likely to do. What kind of relation the expert has to the application is not important in this step. According to the model this would characterize an expert as someone with a user-relation, enterprise-level knowledge and with primarily IT-type of knowledge. See Figure 16 below. Per Närman



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Detail of knowledge (enterprise/business unit/process mgn/process perf.)

Expert cathegory for second step of validation procedure: -enterprise level, -IT-knowledge, -user relation



Figure 16: The category of expert that is needed for the second step of the validation process.

4.7.6 Finding experts for the third validation phase During the third step the completeness will once again be in focus. More specifically it is the completeness of the abstract component level that is validated and the objective of this validation step is to insert as many functions as possible on this level. The model will be shown to experts and they are asked to expand the model by inserting functions they consider to be relevant. Even though the IEC-standard is from 2003, it is possible that asset management applications today contain functions which were unthought-of two years ago. Therefore it is vital to speak to experts with an up-to-date knowledge of new asset management applications. Such experts can be found at vendors of asset management applications. This means that the respondents in this level ought to have a supplier-relation to the applications. A preferable level of detail of knowledge in this case is someone on what can be described as the business unit-level in the model. This kind of knowledge has the advantage of having an overview over all functions on an abstract component level Per Närman



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that would be suitable for DMS. The experts need to have some knowledge of the business processes involved in asset management but on the same time know IT. The type of knowledge required is an IT/business-type in the framework. Detail of knowledge (enterprise/business unit/process mgn/process perf.)

Expert cathegory for third step of validation procedure: -business unit level -IT/business knowledge -supplier relation



Figure 17: The type of expert needed for the third step of the validation process.

This step in the validation procedure differs somewhat from the others as it is not compulsory from a validation point of view but the benefit of getting the views of suppliers is that functions that Vattenfall or IEC for some reason are unaware of can be incorporated in the model. . 4.7.7 Finding experts for the fourth validation phase This step is by far the most time- and respondent-consuming because it involves a very detailed study of all components on the abstract component level. Every component will be evaluated according to its correctness and completeness of the abstract component level. In addition to this every abstract component’s measurement points will be expanded. The respondents in this step will need to have expert knowledge of how to use asset management applications. This kind of expert can be characterized as someone with a user-type relation to the applications, with either a process manager or a process performer-detailed knowledge of the applications. The people who work with this kind of applications on a daily basis are typically those who use them as a part of the asset management process. This means that the type of knowledge is primarily businessrelated. See Figure 18 below. Per Närman



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“Business knowledge” needs to be specified further in this context. It is the intention to validate all 80 abstract components in this validation phase. These components deal with rather different functional areas and it was difficult to find people with expert knowledge of all of them. Therefore business knowledge was further broken down into ten categories corresponding to the business sub-functions to which all abstract components belong. When looking for an expert during this phase, business knowledge was specified according to this segmentation. Detail of knowledge (enterprise/business unit/process mgn/process perf.)

Expert cathegory for fourth step of validation procedure: -Process manager + process performer -Business knowledge -User relation


Business knowledge is specified further in this phase

Business knowledge segmentation Substation and Network Inventory Geographical Inventory

Relation

Asset Investment Planning

(user/implmenter/supplier)

Maintenance and Inspection Construction and Design Work Scheduling Field Recording and Design Work Dispatch Supply Chain and Logistics Premises

Figure 18: The type of knowledge needed for the fourth phase of the validation process. During this phase it is necessary to specify “business knowledge” further to find suitable experts. Per Närman



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4.8 How to verify the quality of collected data Another aspect when validating is the quality of answers. The respondents need to be knowledgeable in their respective fields. One way of looking at it is to simply state that since the respondent keeps a certain position at the company he or she is likely to have a level of knowledge that suits the demands of that particular position. Furthermore one may assume that employees with experience of keeping the position they are currently at, should have a high level of expertise regarding the kind of work they do. To solve the problem of whom to ask questions and to determine whether the answers are credible or not, the experts were classified according to the model described in chapter 4.7. Simply doing this classification however, does not entirely solve the problem of how to determine the credibility of the answers. One tool made specifically for this purpose is described in [3] and presents a rigorous approach where the credibility of the answer is quantified in several dimensions e.g. truth proximity, political motivations etc. This method was developed specifically with the use of Architectural Theory Diagrams (ATD) [17] in mind and it provides a powerful tool for computing for instance the degree of fulfilment of a data quality in an IT-application and the credibility of this answer. This presupposes to some extent that the data collection produced easily quantifiable answers. In this particular case study the answers were not of that nature; in most cases the answers consisted of suggestions of measurement points for abstract components. Such answers are difficult to quantify, and a figure indicating their credibility is of little use. However, the dimensions made explicit by [3] were used implicitly, they served as pointers of relevant things to look for when assessing credibility of answers of respondents. In some cases an answer was considered less credible based on the method from [3], and in these cases the answers were verified with other sources.

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5 The data collection This chapter specifies data collection procedures that have not already been covered in chapter 4.2 to 4.7. The description includes which experts were involved in the data collection as well as comments on the different data collection activities. The data collection was conducted by means of interviews and by document analysis. Due to the nature of the functional reference model, it is very large and in English, it was thought to be impossible to use for instance surveys, the respondents would probably not have had the time to sit down and make useful comments on the model unless the interviewer was present to explain 1) the purpose of the exercise, 2) the meaning of the descriptions of the abstract components. Furthermore the explanation often required translation from English to Swedish. Another reason for using mainly interviews, is that it is much easier to understand the answers given by respondents if one is able to ask follow-up questions and/or ask for more specificity in the answers at once, which is impossible in for instance a survey. The questions during the interviews were of the form “Does function X at level Y fulfil the Z criterion” Where X denotes the name of the component, Y the level of detail it is at, and Z either the correctness or the completeness criteria. This question was asked for every function on the three top levels, the measurement point level was treated somewhat differently. The measurability and granularity criteria were evaluated separately. The measurement point level was expanded based on suggestions of the respondent. All answers were documented in a database, where every answer was linked to a specific abstract component or business sub-function. The purpose of having this database was to simplify the analysis of the collected data, and to strengthen the reliability of the case study. Every abstract component was given a unique number for later analysis. The respondents were also given unique numbers. When an expert validated a function (by for instance confirming that the description was correct), this is indicated in the functional reference model with the expert’s number. This provides the external reader with the opportunity to verify that the model has been validated properly. Every entry in the database specifies which function is evaluated, which respondent evaluated it, to which business sub-function the abstract component belongs and finally if the evaluation deals with completeness, correctness or other such as suggested measurement points. When adding a measurement point to an abstract component, this was indicated by means of writing the letter “M” behind it, when evaluating correctness the letter “C” appeared after the number of the abstract component and so on. An excerpt of the database is shown in Table 1 below. All suggested measurement points were included directly in the model for later analysis (see chapter 6). To increase the reliability of the study, all measurement points were given a reference to their source. Also, when a description was validated according to the correctness criteria, the source of the validation was indicated in the model.

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Respondent Abstract Comment (Unique component/ identifier) Evaluation criterion

Business Subfunction

E5 E5

E41C E41M

Correct [E5] CON Function to initiate work based on input from CON customers [E5]

E5

E41M

Function to initiate work based on inspection results, it CON is conceivable that this can be done automatically [E5]

E5

E41M

Function to give initiated work different priorities CON according to what is optimal from a monetary point of view. [E5]

Table 1: An excerpt from the database in which all answers were documented. From left to right the columns indicate respondent, abstract component evaluated and which criteria, the answer given, and the sub-function to which the component belongs.

In total, the number of data collection activities involving respondents of some kind was 20. The number of respondents was 26. The respondents and documents used were found with the kind assistance of Hans Andersson, Claes Wange, Tommy Enmark and Erik Biberg. The respondents were categorized according to the framework developed in 4.7 and matched with the plan of validation. Below the data collection in the different phases of validation is described. The document analysis was part of the first and fourth phase of validation and is treated separately in those chapters. An overview of the outcome of all data collection activities, i.e. the proposed changes (excluding the addition of measurement points) to the theoretical model are listed as well as a brief comments on the data collection activities, credibility etc. Also included is an Architectural Information View (AIV) [18] which specifies who validated what part of the model. Contact information together with the classification of respondents according to the framework in chapter 4.7 is given in appendix 4 below. 5.1 The first phase The attentive reader remembers that during this phase of validation the model was evaluated on the three top levels of detail and with the criteria correctness and completeness in mind. The data collection activities during this phase consisted of two seminars, or group interviews, were the author presented the model for a group of experts from Vattenfall who were allowed to give their comments on the model. Also part of the data collection in this phase was one interview. It should be noted that in both the seminars, the model evaluated was the one developed for Eldistribution, and not Vattenkraft. This did not have any impact on results however; the Vattenkraft functional reference model, the assumption that the Vattenkraft functional reference model was a subset of the Eldistribution-model was validated during the interview with Tommy Enmark. Thus, when validating the Eldistribution model, the Vattenkraft model was validated simultaneously. For details of the data collection in this phase, please see Figure 19 below. Per Närman



2006-02-13

Validation type

12

3 4

5 6

7 8

12 13 15 16 17 14

9 10 11

18 19

20

Data collection activity no. Approximate time

Oct

Nov

Dec

Activity no.

13

17

20

Type

Interview

Seminar

Seminar

Place

Telephone

Sollentuna

Råcksta

Date

7 november

9 november

21 november

Part of model

Entire model

Entire model

Entire model

Activity Specifics

Experts asked

Tommy Claes Börje Enmark Eriksson Wange Vattenkraft IFS Eldist.

Anders Gustafsson Eldist.

Einar Hellman Eldist.

Torbjörn Weinestål Swedpower

Hans Johan Per Ove Andersson Andersson Lööv Swedpower Eldist. Vattenkraft

Figure 19: Data collection activities during first phase of validation, how they were distributed chronologically and which experts were involved. The lower part of the figure indicates how the experts are classified according to the expert-classifying framework.

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2006-02-13

Activit y 11

Respondents

Comments on data collection activity

Tommy Enmark

The two-hour-interview consisted of going through the model on the abstract component level, evaluating all business sub-functions according to completeness and all abstract components according to their correctness. The interview was conducted over the telephone, due to unfavourable weather circumstances. Mr. Enmark works with the development of maintenance processes at Vattenkraft, thus providing him with very good understanding of the area.

15

Claes Wange

The project group to which all these respondents belong, had spent a few months developing functional requirements for an asset management system for Vattenfall Eldistribution. This work involved talking to a lot of experts in the Vattenfall organization. Their collected expertise vouches for a very high credibility of answers. The project group sat with the author and discussed the model collectively for two hours. The author read the names of the abstract components out loud and gave a description in Swedish. Then the group commented the correctness of the descriptions, both the individual abstract components, and their relation to the other abstract components. Also comments were given on all sub-functions and their completeness.

Anders Gustafsson Einar Hellman Torbjörn Weinestål Johan Andersson

20

Tommy Enmark Hans Andersson Per Ove Lööv Börje Eriksson

Both Hans Andersson and Tommy Enmark have a very long experience in their respective fields. They are the principals for the IT-Investment Evaluation Project at Eldistribution and Vattenkraft, and their knowledge of asset management is extensive. Per Ove Lööv has previously been involved in the development of a maintenance application at Vattenfall Vattenkraft. Börje Eriksson works with “Utilities” at IFS. It is the authors appreciation that all of these respondents had an expertise suitable for the evaluation of the model.

Table 2: Respondents and outcomes of the data collection activities in the first phase of validation.

5.1.1 Document analysis in the first phase A small document study was made in this phase. The analysed documents were the processes from the UNO-project [6]. The process activities were listed in an excel sheet and were quickly scanned to see if they included activities the functional reference model lacked. In the UNO-processes is included the co-ordination of electrical/hydro-switching and maintenance activities. The discovery of this led to the inclusion of the Switch Action Scheduling/Operation Work Scheduling (SSC) business sub-function to the model. 5.2 Second phase The second phase of validation contained only two interviews. Both of which dealt with the granularity of the model. Both respondents were shown the theoretical model, and were asked to give their professional opinion on the size of the abstract components. The respondents were both of the opinion that the model would be of use when measuring functionality in asset management systems, at least in terms of the abstract components being of a suitable size. For more details see Figure 20 and Table Per Närman



2006-02-13

3 below. Since both respondents claimed the granularity of the components to be sufficient for the stated purpose, no changes were made in the model pertaining to granularity.

Validation type

12

3 4

5 6

7 8

9 10 11

12 13 15 16 17 14

18 19

20


Oct

Nov

Dec

Activity no.

1

2

Type

Interview

Interview

Place

Råcksta

Telephone

Date

28 september

29 september

Part of model

Entire model

Entire model

Activity Specifics

Experts asked

Benny Norlin Business Service

Erik Biberg Buisiness Service

Figure 20: Data collection activities during the second phase of validation. This phase involved just two interviews.

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2006-02-13

Activity no. 1

Respondent


Benny Norlin

2

Erik Biberg

Interview, the author showed samples from the model and asked if the size of the abstract components were appropriate. Benny Norlin has performed previous functional evaluations which makes him a suitable expert to ask. Erik Biberg is the author of the APA-method, which contains assessment of among other things the functional qualities of applications. This makes him a suitable expert to ask.

Table 3: Respondents and the outcome of the data collection in the third phase of the validation.

5.3 Third phase The respondents for the activities during this phase came from vendors IFS and Powel. The data collection consisted of going through the model abstract component by abstract component. The objective of this validation was to secure that the model did not suffer from any apparent lack of functions. When going through the model the correctness of the descriptions were also validated, even though this was not the original intention of this particular validation phase. In most cases the respondents recognized the descriptions given, but there were instances where they did not. The abstract components not recognized by the respondents were noted, and given a more thorough examination in the later parts of the validation process. Even though no changes resulted from this evaluation, the completeness of the model was verified by going through it twice with the experts. During this phase the documents needed for the test of the measurability of the model were also obtained from Powel [19].

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Validation type

12

3 4

5 6

7 8

9 10 11

12 13 15 16 17 14

18 19

20


Oct

Nov

Dec

Activity no.

6

10

Type

Interview

Interview

Place

Jönköping

Solna

Date

21 September

31 October

Part of model

Entire model

Entire model

Activity Specifics

Experts asked

Göran Wikström Powel

Börje Eriksson IFS

Östen Westman IFS

Figure 21: Data collection during the third phase of the validation.

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Activity no. 6

Respondent Göran Wikström

10

Börje Eriksson

2006-02-13

Comments on data collection activity Göran Wikström works at Powel, currently as project manager for the implementation of a NetBas Maintenance module. This makes him an expert. His way of answering the questions indicated that he understood the model and he stated clearly when he did not recognise a specific component. The interview lasted for approx. three hours, and involved a close examination of all abstract components. Some useful suggestions regarding descriptions of abstract components were given, for instance the description of the abstract component “Permit Management”. Börje Eriksson and his colleague Östen Westman works with asset management systems at IFS for utilities specifically. Their way of answering the questions indicated a familiarity with the subject matter. Their credibility as experts are high. Due to the time-constraints of the interview, it lasted for a little more than an hour, the data collected during this interview has somewhat less credibility.

Table 4: Respondents and comments on the data collection during the third phase of validation

5.4 Fourth phase As was mentioned above, this phase was the largest, it involved the highest number of respondents and interviews and it also contained a document study. During this phase, the model was examined in detail. Every abstract components was scrutinized according to its correctness, and measurement points were added to (almost) all of them. To be able to do this close examination of the entire model, it had to be divided into small parts, with every part being examined by one or more experts. Furthermore the business sub-functions were examined according to their respective completeness. Parts of the Vattenkraft model was reviewed on six separate occasions (see Figure 22) and the Eldistribution-model on seven (see Figure 23).

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Validation type

12

3 4

5 6

7 8

9 10 11

12 13 15 16 17 14

18 19

20

Activity no Approximate time

Oct

Nov

Dec

Activity Specifics

Activity no.

3

4

13

15

18

19

Type

Interview

Interview

Interview

Interview

Interview

Interview

Place

Stockholm

Älvkarleby

Telephone

Luleå

Telephone

Telephone

Date

17 October

18 October

7 November

8 November

10 November

11 November

Part of model

MAI, EINV, CON

MAI, CON, EINV

SC, CON, FRD, SCHD

EINV, MAI, CON

AIP, MAI

AIP

Experts asked Per Ove Lööv Vattenkraft

Per Olof Ferm Vattenkraft

Rickard Jonsson Service

Thomas Sjödin Vattenkraft

Magnus Irene Nilsson Engvall Vattenkraft Vattenkraft

Figure 22: Figure shows the data collection during the fourth phase of the validation. This figure shows the validation of the Vattenkraft model and not Eldistribution. The abbreviations in the “Part of Model”-row refer to business sub-functions. See “Glossary” for the meaning of these abbreviations. Per Närman



Activity no. 3

2006-02-13

Respondent


Per Ove Lööv

The interview, which lasted about an hour and a half, dealt with issues related to MAI, CON and EINV. The focus was primarily on MAI, as the CON-sub function was somewhat out of the area of Per Ove Lööv`s Expertise. His area of expertise is primarily that of command and control, but he has previously been involved in the development of Vattenkraft´s old asset management-system DUVA. The interview, which lasted for about an hour and a half, dealt with the abstract components related to MAI, CON and EINV: The focus was primarily on MAI and EINV. The CON-function is not something that Vattenkraft has a great deal of knowledge of, since most of the CONrelated processes are outsourced to contractors. Per Olof Ferm is asset manager for a number of hydropower plants within a region. This means that he is responsible for upholding the condition of these power plants. This makes him an expert on asset management issues. Due to unfortunate weather conditions the interview had to be conducted over the telephone. Rickard Jonsson is in charge of the Vattenfall Service’s project of maintaining Vattenfall Vattenkraft’s facilities, i.e. to manage the continual maintenance activities for a period of time. In other words he is eminently suited for answering questions related to the low level planning and coordinating issues related to maintenance. The interview dealt with the abstract components in the SC, CON, FRD, and SCHD sub-functions. Thomas Sjödin currently works with command and control issues, but has previously been involved in asset management, both in the line organization and in R&D-issues. He thus has a broad knowledge of asset management issues.. This interview was rescheduled a few times and had to be conducted via telephone. Irene Engwall is an expert on hydropower generators. She has not worked very long at Vattenkraft (previously at ABB). Her experience on maintenance issues is limited, but she was able to give good answers on the abstract components in the AIP-sub-function, as she is involved in a lot of the renewal programmes for generators in the company. This as she is involved in the renewal of old generators. Apparently Vattenkraft does not use most functions similar to those included in the AIP-sub-function, they were often unfamiliar to the respondent. This interview was rescheduled a few times and had to be conducted via telephone. Magnus Nilsson is an expert on turbines. His experience of maintenance issues is limited, but like Irene Engwall he knew about AIP as he is also involved in renewal of old turbines. Apparently Vattenkraft does not use most functions similar to those included in the AIP-sub-function, they were often unfamiliar to the respondent.

4

Per Olof Ferm

13

Rickard Jonsson

15

Thomas Sjödin

18

Irene Engwall

19

Magnus Nilsson

Table 5: Respondents and outcome of the data collection during the fourth phase of validation related to Vattenfall Vattenkraft.

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2006-02-13

Level of detail Granularity

All levels

Business function

Completeness Correctness


Business sub - function

Validation type Abstract component

Completeness


Completness Granularity Correctness

Measurement point

First type

12

Completeness Granularity Correctness

3 4

Second type

5 6

7 8

Third type

9 10 11

Fourth type

Type

12 13 15 16 17 14

18 19

20

Activity no

Approximate time

Oct

Activity no.

Nov

5

7

8

Activity Specifics

Dec

9

11

12

16

Type

Interview

Interview

Interview

Interview

Interview

Interview

Interview

Place

Linköping

Sollentuna

Sollentuna

Linköping

Telephone

Linköping

Sollentuna

Date

20 October

24 October

24 October

27 October

10 November

4 November

9 November

AIP

SC, CON, FRD, SCHD, DSP

NCLC

EINV, GINV MAI

Part of model

TCM, SSC

SC, PRM

CON, SC

Experts asked

Lars Thorin Eldist.

Christer Patrik Ericsson Franzen Eldist. Eldist.

Fredrik Mats Einar Anders Hans Sivert Magnus Broström HallströmRutgersson Brändström WennerholmHellman Gustafsson Eldist. Eldist. Eldist. Eldist. Eldist. Eldist. Eldist.

Figure 23: Data collection for the fourth phase of validation of the Eldistribution model. This phase involved the greatest number of respondents and interviews. The abbreviations in the “Part of Model”row refer to business sub-functions. See “Glossary” for the meaning of these abbreviations. Per Närman



2006-02-13

Activity no. 5

Respondent


Christer Ericsson/Lars Thorin

7

Patric Franzen

8

Hans Broström

9

Mats Hallström

11

Sivert Rutgersson

12

Fredrik Brändström/Magnus Wennerholm

16

Anders Gustafsson/Einar Hellman

The interview dealt with issues related to the TCM and SSC subfunctions, both of which are managed by the “Drift”-department (Operations) at Eldistribution. The TCM-issues were answered by both Lars Thorin and Christer Ericsson, and the SSC abstract components were evaluated by Christer Ericsson. Christer Ericsson’s works with optimisation of the network operations. Lars Thorin works with the new trouble call management system at Eldistribution. Their areas of expertise matched the abstract components they were evaluating. The interview, lasting for about an hour and a half, dealt with the functions in the SC and PRM- sub-functions. Patrik Franzen works with network extension projects. His area of expertise did not quite match the treated functions; especially he was uncertain of the SC-functions. The interview, lasting about 90 minutes, treated the subject of CON, and SC. Hans Broström has worked within the power industry for over forty years and has extensive knowledge in all areas of the business. He was involved in the development of new processes within Eldistribution, specifically the “Genomförande”process (Execution of maintenance and projects). The interview, lasting about two hours, treated the subject of AIP. Mats Hallström is an expert at optimisation of investments, thus qualifying him for answering questions about asset investment planning. The interview itself was conducted via telephone, but was preceded by a meeting were the author was able to explain the background to the project and give some sense of what the interview was about. Sivert Rutgersson works at the senior level at Vattenfall Service with IT-issues. Among other things he is involved in the “mobility”-project at Vattenfall Service, which aims at improving the mobile communications within the company (in co-operation with Eldistribution). Although an ITexpert primarily, his knowledge of the business itself is extensive, and he was able to give good answers to the questions which dealt with CON, SC, DSP, SCHD and FRD. This interview dealt with the added NCLC abstract components. The respondents both work with network calculations, which is exactly what was evaluated, the questions thus matched their area of expertise very well. This interview lasted about two hours and dealt with MAI, GINV and EINV. Anders Gustafsson and Einar Hellman were both part of the project group for the development of the new asset management system at Eldistribution. They gave good answers, giving examples of what they meant (showing diagrams and so on).

Table 6: The respondents and the outcome of the data collection activities of the Eldistribution part of the fourth phase.

5.4.1 Document analysis in the fourth phase The functional requirements [9] from the asset management system-project at Eldistribution were used in the same way as the functions from vendors were used during the development of the theoretical functional reference model, see Figure 8. The functions were listed and cross-referenced with the existing functional reference Per Närman



2006-02-13

model, and where there seemed to be a match or a partial match the functions were included as measurement points to the abstract components. This document analysis provided much valuable data, not only did they confirm already existing measurement points but helped to extend the measurement point-level. This document analysis also implicitly provided a completeness-validation of the model; no functions were found in [9] that were outside the scope of the functional reference model, and dealt with workand/or maintenance issues. 5.5 The test measurement To validate the measurability of the model a small test was conducted. Due to time constraints this test was performed on a system were the information search cost was very low, namely the NetBas Maintenance Module, which is currently tested by Vattenfall and Powel at Gotland. The test was performed using five abstract components of the MAI-business sub-function (work initiation, asset maintenance history, asset failure history, asset maintenance groups and maintenance program management). With these abstract components in mind, a document [19] specifying a test case for the system was analysed. The degree to which the abstract components were realised in the system was estimated and noted together with an estimation of the credibility of the measurement.

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6 Analysis The analysis in this degree project consisted of going through the suggested changes one by one, in each case making a judgment if the change would improve the model or not. Only the major changes are documented here, i.e. the changes that involved changing the structure of the functional reference model or the changes that significantly altered the meaning of one or more abstract components. During the data collection process there were of course several other suggestions of changes that were indeed incorporated in the model, but these changes were less comprehensive. This goes for suggestions of new measurement points and minor semantic alterations in the descriptions of the abstract components, i.e. changes that did not drastically modify the meaning and/or the structure of the functional reference model. The less significant changes are not described in detail in this chapter apart from examples of how the analysis was conducted, they are however stored in a database. 6.1 The major changes in the model In Table 7 below the major suggested and implemented changes are described. The numbers in the last column refer to numbers of abstract components in the functional reference model as presented in appendix 3 below. No formalized method of analysis was used when assessing the value of the suggested changes. The analysis consisted of making judgments of all changes suggested during the validation phase, and to determine whether to include these changes in the model or not. Suggested additions to the model To include switch scheduling (this from [6]) (only in the distribution model)

To include some sort of switch scheduling function in the model. What is to be switched is water and/or electricity in this case. (Only the Vattenkraft Model)

To include a special function for incidents related to dam-safety. (Only the Vattenkraft model) To include a special function for analysis of indicators other than Per Närman

Comments on suggested Change included? changes Originally switch action Change included as scheduling was thought to be suggested. beyond the scope of any workand maintenance application to include switch action scheduling. But since it was mentioned in the UNOmaps, Vattenfall probably thought it was a necessary part of maintenance processes, and therefore included in the distribution model. Originally it was not the Change included as intention to include any suggested switching action in the Vattenkraft model. But many maintenance activities of hydropower plants require either water or electricity to be switched off, and therefore this function was included in the model (V55) This function was considered Change included important enough to include but not at abstract at the measurement point- component level. level under the “manage inspection readings” abstract component (V26). This was not included in the Not included. model as it is dealt with in the analysis performed in

Affected abstract component E81-82

V55

V26

V22



failures. Oil pressure etc. “Thermal ratings of network equipment and lines” (E31) was thought to be a part of EINV. (Eldistribution model only) The “Document Management” Function was placed to be placed separately as it is important not just in CON.

“Work Initiation” should be included in the MAIsub-function and not just in the CON.

“Vehicles” are a subset of “Equipment”, thus “Vehicle management “ is redundant in the model. Include “Actual Equipment” in the FRDsub-function for consistency with the SCHD-sub function.

The “Field Crew Loading Analysis…” was incomprehensible to all. Suggestion to remove it.

To include some sort of optimisation function in the MAI-sub-function. Something similar to “Decision Support in AIP. To include a function in TCM covering “other issues”, i.e. those not Per Närman

2006-02-13

“maintenance program management”, (V22). The change was not made in Not included E31 the model. Even though the data about the thermal ratings is included in the asset repository, it is only used in the AIP-context. This change made sense, Change included as E10,V6 document management is suggested essential to every part of workand maintenance processes in asset management. The component was given its own subfunction “Document Management” with the only abstract component “Document Management” (E10), (V6) This change was made; there Change included as E50, V23 are now two “work initiation” suggested in the model (E50, E51, V23, V34). The change made sense as it was otherwise unclear where in the MAI-sub function maintenance and inspection activities were initiated. It was hard to argue against Change included as Abstract “vehicles” being anything but suggested component a subset of “equipment”, removed. therefore the abstract component was removed. The change was made. Before Change included as V54, E71 the change the SCHD-sub- suggested function contained crew, materials and equipment management, but FRD only included functions to manage materials and crew time entries. This was asymmetrical and therefore unacceptable. The change was made. When Change included as Abstract interpreting the function as suggested Component some sort of planning Removed function, it overlapped several other functions, when interpreting “Loading” as something electrical, it was considered something other than maintenance. The change was not made as Change not No Abstract the optimisation is already included. Component included in the maintenance affected program management (E39) function. The “Power quality” function Change included, E76 was expanded to include but modified. “other issues”. Industrial Information and Control Systems, KTH 42


strictly related to outage calls or calls regarding power quality Function “Work Flow Management” (E54, V37) should include the ability to choose contractor/in house work crew.

Function “Contract Management” (V2, E2) should include some kind of quality assurance, i.e. to include previous experiences of a contractor. To change the descriptions of the Premises-functions (E5-E9). It was the original intention to just include the premises owned by the utility in this sub-function, but it should also include all real estate mattes connected to customers and land owners affected by the network in the subfunction. (Only Distribution model) “Work Flow Management” (E54, V37) is a planning function, less rigorous than project planning.

To only include “Services” in the “procurement”abstract component (E1,V1). This as, materials are included elsewhere in the model The inclusion of network calculation-functions from the NCLC-business subfunction in the AIP business sub-function. This was suggested, as asset investment planning of an electrical distribution network depends on network calculations. ((Only distribution model)

2006-02-13

The change was made, it is seldom apparent if the work is to be performed by a Service Provider or not, this function must be connected to the “contract management”-function somehow. (E3) No change in description made, but a measurement point was included for quality comparisons.

Change included as suggested

E54, V37

Change included as suggested.

V2, E2

This change made sense, at least in the distribution case. Since the network affects land owners and customers external to the company, the change was made in the model.


E5-E9

The original description overlapped the “project planning and scoping”abstract component (E58, V41), to eliminate this overlap, the description was changed according to the suggestion. This change was made, most procurement deals with services in both companies, and materials are purchased in the materials management function (E4,V4) The change was made. The theoretical model already contained an abstract component to deal with the “thermal ratings of networks and lines” (E31). In other words, if one function was included in the sub-function to do some sort of technical calculations, then it is reasonable to include every type of technical calculation necessary.


E54, V37


E1, V1

Change included as suggested.

E32-38

Table 7: The suggested changes in the model and comments on their respective inclusion in the final functional reference model. Per Närman



2006-02-13

6.2 Analysis of minor changes in the model As was mentioned above, the validation process led to a substantial amount of smaller alterations, especially regarding added measurement points. To show how the measurement point level was altered an example is given below in Table 8. The analysis of the measurement point-consisted primarily of eliminating overlapping functions and of doing relevance-assessments, i.e. is the measurement point really relevant given the description of the abstract component. Also an example of a minor change in the descriptions of abstract components is given. The changes in descriptions were often made to maintain consistency, e.g. most description start with the words “This function…”. See Table 9 for an example of minor alterations in the model. E31 Maintain Work Triggers

1

Work triggers decide when to act. A trigger can be some level of performance of an asset which when it is too low automatically triggers a maintenance activity. This function ensures that these levels are in sync with the overall maintenance plans and that they are set optimally.

Comments on measurement points

Included in the final model?

[1]Corrective Maintenance:

not so good, no specificity

No

Good

Yes

too big

No

2

[1]Reliability Centred Maintenance: Based on RCM

3

[1]Refurbishment Processing: Perform Maintenance and Information System

4

[3]Maintenance administration: Manages and stores work triggers.

Good

Yes

5

Function to import asset failure history (assets grouped according suitable criteria) [E10, E11]

Good

Yes

Function to display asset failure trends graphically [E10, E11]

Good

Yes

Function to import asset maintenance history together with the work trigger levels used (grouped according to some suitable criteria) [E10, E11]

Good

Yes

Function to display asset maintenance history and work trigger levels graphically (trends) [E10, E11]

Good

Yes

Function to analyse the combination of asset failure trends and work trigger levels according to wanted levels of cost and reliability of network [E10, E11]

Good

Yes

Function to set desired levels of reliability of components (from maintenance strategy) [E10, E11]

Good

Yes

good, partial overlap with 10

No

11

nummer: 1_0002 Process: AF.1.2.1.1: Möjlighet att vikta besiktningsanmärkningar (poängsättning), dvs. besiktningspunkter på samma anläggningsobjekt ska kunna ha olika vikt. Kan exempelvis vara enligt CarlBro:s metodik.

12

nummer: 15_0002 Process: AF.1.2.1.1: Möjlighet till bearbetning av UH-data med hjälp av statistikverktyg

good, overlap with 7-9

No

nummer: 15_0007 Process: AF.1.2.1.1: Skall kunna hantera styrning av underhåll baserat på kalender, händelse, tillstånd, mätvärde och kombinationer av dessa. Systemet skall kunna trigga åtgärd utifrån någon av ovanstående parametrar.

good, is it really work trigger maintenance? More Work Initiation

No

nummer: 18_0005 Process: AF.1.2.1.1: Möjlighet till justering av planer (grafiskt) samt justera intervall (gruppvis, massuppdatering)

Good

Yes

6 7

8

9

10

13

14

Adjust Maintenance Plan Evaluation

in

Table 8: This table shows the abstract component "Maintain Work Triggers" (no.E31) after having implemented all suggested changes from the data collection. The analysis (the right column) consisted of making a judgment of the suitability of each measurement point (1-14). The functions with Swedish descriptions are taken from [9], and were later translated to English. Per Närman



2006-02-13

Abstract component number:

E46

E57

Abstract component name:

work order closing

Material coordination

Old description in theoretical model:

Function to close a work order, i.e. archive and put the order in inactive mode.

Material probably means things like wood needed for building other things. This is a function to coordinate materials needed to construct something.

The description in the new validated model:

Function to support the closing of a work order. This involves both updating the asset repository as well as the technical and financial follow up. [E10,11], [E7]

Function to coordinate materials needed for construction. [E7]

Table 9: An example of small changes in the descriptions of abstract components. E46 was changed to be more complete, and E57 to be more concise.

6.3 Analysis: Measurability This criterion was evaluated by doing a test measurement. The author was indeed able to find functions from the model in the documents describing an asset management application. Based on this the measurability-criterion seems to be fulfilled; the model can be used. However this conclusion is based on just one measurement of just five abstract components. Furthermore the measurement was made by the author who has a very good knowledge and overview of the model. To be able to say with absolute certainty that the model satisfies the measurability-criterion requires a larger selection of abstract components, and the performer of the test ought to be someone rather unfamiliar with the model. Keeping these reservations in mind, the test proved that the model is usable, the abstract components are fairly equal in size, and their descriptions are validated thoroughly thus making them understandable. It can also be noted that the measurement points provide useful information to the performer of the measurement. Having examples of sub-functions makes it easier to evaluate if an abstract component is realised in an application or not. The information used for the test measurement came from a document analysis. This is not the only way the model will be used during the actual functional measurements in the IT Investment Evaluation Method. The method of choice for data collection will be interviews. This method is more time-efficient. During the document analysis five abstract components were evaluated during a one and a half hour. The same time spent interviewing an expert will give much more data, as it is possible to ask direct questions, whereas in a document analysis the information must be found in text. The drawback of interviews compared to document study is that the credibility is somewhat diminished. It could be argued that the fact that only one system was included in the test measurement is insufficient to show the functional reference model’s value. This due to the fact that the intention is to use the model when comparing systems which has not been done yet. However, since the evaluated abstract components were not evaluated as discrete entities, i.e. either present or not, but rather evaluated in terms of degree of presence (on a scale from 0-4), and as it was possible to estimate this degree for every abstract component, there should be no problem doing the comparison.

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7 The quality of the study This chapter contains a brief discussion of the scientific quality of the development of the functional reference model. Specifically the three criteria reliability, external validity and construct validity [4] will be evaluated. Having a high degree of reliability is the same thing as making it easy for an external observer to replicate the conducted study, and to achieve the same results, in this case developing the same functional reference model. A high degree of construct validity is the same thing as having measured the right things in order to be able to answer the research question posed in chapter 2. In this case having evaluated the functional reference model according to suitable evaluation criteria and using data that accurately reflects reality, i.e. having interviewed the right experts and asked the right questions ensures having a high level of construct validity. The external validity refers to what degree the results can be generalized to other domains, in this case if the model can be used to measure functionality of business areas other than distribution and hydropower generation, and if the model would apply to companies other than Vattenfall AB. 7.1 Construct validity The validation process consisted of asking a number of experts on their opinion of the theoretical functional reference model. A great deal of thought was put into finding criteria on which the interview questions could be based. These criteria were completeness, correctness, granularity and measurability. It should be noted that the validation criteria were not arbitrarily chosen but rather rooted in the theory of science as presented in [17] (see chapter 4.1) and in consultation with experienced scientists at the department of Industrial Information- and Control Systems at KTH. Hence there is reason to state that the right questions were indeed asked during the validation process. Even the most well-crafted questions, scientifically speaking, does not provide any degree of construct validity unless combined with an elaborate plan specifying 1) whom to ask which questions and 2) how to manage the credibility of the answers given. In this study the framework for classifying experts described in chapter 4.7 simplified the process of choosing experts and provides a reasonable degree of certainty that the experts interviewed were suitable from a validation point of view. As far as the credibility is concerned, no formalized credibility assessment of the answers given was made during this study. However, having used multiple sources and crossreferencing the data from these sources ought to provide sufficient assurance that the answers given were indeed not subjective opinions without basis in reality. Interviewing experts external to Vattenfall (from IFS and Powel) further strengthens the construct validity. Not including external reviewers would meaning turning a blind eye to the danger of missing relevant functions, because of inferior work- and maintenance knowledge within Vattenfall. These apprehensions were unfounded as it turned out, the experts external to Vattenfall said basically the same things as those from Vattenfall. In addition to using multiple sources during the validation process, the theoretical model itself consisted of data collected from several sources. Also, the core of the model consists of functions from an IEC-standard [1] which has the advantage of being 1) vendor independent, the functions were all derived from a business perspective 2) very credible, an international standard has been voted and approved in a great number of national committees, and 3) describing the right area, work- and Per Närman



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maintenance within asset management is a part of the DMS which is described in the standard. In conclusion, the construct validity of the process of developing the functional reference model has a high degree of construct validity. 7.2 External validity The degree of external validity of the results of this degree project is high. The developed functional reference model is adapted to the needs of the two business units Vattenfall Vattenkraft and Eldistribution, but there is reason to believe that the model reflects the functional needs of other power companies as well. The work- and maintenance activities themselves do not differ significantly between different power companies. Sure enough, some companies use sophisticated diagnostic methods and some companies use ingenious maintenance strategies in order to achieve a high reliability at a low cost, but these variations notwithstanding, maintenance still consists of a few basic activities, e.g. inspection, corrective and preventive maintenance [22]. The functional reference model is based on a standard [1], which can be said to describe the general functional requirements of DMS, derived from a business perspective. Since functions required for work-and maintenance activities within asset management are a part of DMS, there is every reason to believe that the functions in the functional reference model, which are based on [1], are general i.e. can be used at other power companies. To extend the use of the functional reference model to include generation companies using sources of energy other than hydropower should not be a real problem. There ought to be no real differences in the way maintenance is conducted in a power plant using oil or coal compared to the maintenance at a hydropower plant. This needs to be verified for sure, but that will probably not be a very time-consuming process since the methodology is described in this research report. As the asset management processes become more and more holistic in nature [10], e.g. the asset management process may be said to include the operation of assets, the model may suffer from the weakness of being too limited in functional scope. In the future, what is today a work- and maintenance application may have expanded significantly. In order for the model to be of any use it needs to be at least as wide as the functional area of the applications it is measuring, otherwise the results of the measurement will not adequately reflect the functional qualities of the compared applications. At present, the work- and maintenance applications within asset management are fairly well-defined and probably contained within the outer boundaries of the model. This may change in the future and therefore the model needs to be kept up-to-date. The use of the functional reference model is not limited to science, although it is an important part of the IT Investment Evaluation Method. The area of asset management and related IT-applications is currently a hot topic in the entire utilities business. At the business unit Vattenfall Eldistribution there is already a project underway with the purpose of define the functional requirements of a future asset management system at Vattenfall Eldistribution. This master thesis can be used by Vattenfall Eldistribution to validate their functional requirements, e.g. as far as completeness is concerned. Vattenfall Vattenkraft does not currently use a work- and maintenance application per se, but will sometime in the near future implement such Per Närman



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applications. The results of this master thesis can serve as at least a start when defining the requirements of such an application. The method for developing the model should be generalizable to other areas of inquiry. When developing a similar model for another business area or another company, there should be no difficulty using the same methodology as the one described in this report. This is another aspect of the external reliability. Whether or not the model can be used by anyone, i.e. if the domain of users extend beyond merely asset management experts is really an open question. Hopefully the descriptions given in the model, and the names of the functions themselves are explanatory enough to provide also an novice in the area with sufficient material to use the model as intended in the IT-Investment Evaluation Method. To safeguard against possible misinterpretations of the functions it is probably a good idea to go through the model with the investigators in spe and to verify that they understand the content. 7.3 Reliability A study with high reliability produces results that can be reproduced by anyone using the same method. All answers are stored in a database, and in the model references are given in order to see who validated which function, or from which source the function was taken. One weakness in this respect is the mapping procedure when developing the functional reference model. It will be very difficult to repeat that procedure without access to the raw data (mapping of vendor functions vs. IEC-functions), which is stored in a large excel sheet not provided in this report. This excel sheet can be made available if need be. The study lacks somewhat reliability as far as the development of the theoretical functional reference model is concerned, see chapter 3.3. There is no precise documentation of why certain vendor functions were used and others not when doing the mapping of vendor functions vs. IEC-abstract components. This hardly qualifies as a big problem however, as the theoretical model only served as a base on which to develop the final functional reference model. Many of the inserted vendor functions were removed during the validation phase, as they were very often too big to be of any value. Another part of the reliability is the traceability of the development of the model. When experts validated the model, this was noted with a reference to the source in the model (on descriptions of abstract components and measurement points). Also, the model with all collected data inserted before the analysis was made is stored in excel sheets not included in this report. Comparing this model with the theoretical model and the final model provides the external observer with not all, but hopefully sufficient data to be able to duplicate the results.

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8 Results The results of the degree project are two functional reference model, in other words two lists of functions or packages of software with specific designated tasks. These tasks are part of work- and maintenance applications within the area of asset management at electrical distribution- and generation companies. The two top level of detail in the model are presented below in figures Figure 24 and Figure 25 below. The model is described in more detail, down to abstract component-level in appendix 3 below. Due to the functional reference model’s unwieldiness, neither of the models are included in their entirety in this report. Readers interested in obtaining a copy are asked to please contact the author via e-mail ([email protected]). The models were developed based on an IEC-standard for Distribution Management Systems. The functions in the standard were examined by experts at the business units Vattenfall Vattenkraft and Eldistribution, specifically with the properties completeness and correctness in mind. The functional reference models can be said to constitute a definition of the functional area of work- and maintenance within asset management, at least according to the participating business units Eldistribution and Vattenkraft. This stipulative definition can be questioned based on a number of grounds, demarcations, naming etc., but the mere existence of such a definition provides at least a neutral starting point for future discussions of IT-Investment within the Vattenfall Group.

Figure 24: The two top levels of the functional reference model for distribution.

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Figure 25: The two top levels of the functional reference model for generation, this model lacks the business sub-functions "Trouble Call Management" and "Work Dispatch".

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9 References [1] International Standard IEC 61968-1 – Application integration at electrical utilities – System interfaces for distribution management – Part 1: Interface Architecture and General Requirements, Technical committee 57, work group 14, 2003. [2] International Standard IEC 61968-2 – Application integration at electrical utilities – System interfaces for distribution management – Part 2: Glossary, Technical committee 57, work group 14, 2003. [3] Johnson, Pontus, EARP Credibility Assessment Methodology, 2005-03-17, Industrial Information and Control Systems, KTH. [4] Yin, Robert K., Case Study Research – Design and Methods, Third Edition, 2003 [5] SAP AG, SAP Business Solution Maps, 2005-09-01 http://www.sap.com/solutions/businessmaps/038F6B910E694218A03916647EF49E 3B/index.epx, 2005 [6] Process maps, (Sw.:Anläggningsprocessen) The asset management process, created for the UNO-project. Vattenfall group, 2001- 04-01 [7] Process maps, (Sw.:Anläggningsprocessen), The Asset Management process, used by Vattenfall Vattenkraft, 2003-10-01, Vattenfall Group. [8] Process maps, (Sw.:Anläggningsprocessen), The Asset Management process, used by Vattenfall Eldistribution, 2005-05-18, Vattenfall Group. [9] Functional requirements for an asset management system (Sw. “Kravspecifikation för gemensamt underhållssystem och anläggningsrelaterat ärendehanteringssystem”), 2005-09-22, Vattenfall Eldistribution [10]Shahidepour M., Ferrero R, Time management for Assets, IEEE power & energy, May/June 2005. [11]Oracle White Paper, Oracle Enterprise Asset Management 11i, 2005 [12]Hammersvik Gunnar, Förvaltningsplan NetBas, Vattenfall internal documents [13]Gammelgård, Magnus, Draft project plan IT Investment Evaluation Method, Department of Electrical Systems, division of Industrial Information- and Control Systems, KTH, 2005-06-30 [14]IEC Technical Committee 57, CIM User Site, 2005-11, www.cimuser.org [15]Hilber P., Lindquist T., Underhållsprocessen, Department of Electrical Systems, Division of Electrotechnical Design, KTH, 2003-03-12 [16]Boren S., Bushnell J., Electricity Restructuring: Deregulation or Reregulation, Regulation, The Cato Review of Business and Government, volume 23, no 2, February 1, 2000 [17]Johnson P. Architecture Theory Diagrams - A Guide to their Design and Use, Department of Electrical Systems, division of Industrial Information- and Control Systems, KTH, 2005-01-10 [18]Ekstedt M., Johnson P., The Architectural Information View for the Power Electricity Industry, Cigre Committee D2: ,2003 [19]Langdal B., Wikström G., 31003260-13 FAT Testcase för test av Powel Underhåll, Powel ASA, 2005-10-31 [20]Vattenfall Group Webpage. www.vattenfall.com, 2005-12-21 [21]Wikipedia, the free encyclopedia, Subroutine, http://en.wikipedia.org/wiki/Function_(programming), 2005-12-14 [22]Bertling, Lina, Reliability Centred Maintenance for Electric Power Systems, Doctoral Dissertion, Royal Institute of Technology, Department of Electrical Engineering. 2002

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Appendix 1 – The IRM functions and sub-functions. Below in Table 10 all business functions Model are described. Business Description function name Network Handles the real-time Operation control and data acquisition of the electric grid.

Records and This business function is Asset concerned with an Management overview of the vastly distributed property that is an electric distribution network. It involves keeping meticulous records of where everything is located, what condition it is in, Per Närman

and sub-functions of the Interface Reference Business functions

sub- Description

Network operation Monitoring of the monitoring networks performance in both real-time and over a longer time span Network control Function to control the network to preserve safe and economic operation Fault management A function to handle malfunctions in the network Operation feedback Function to analyse analysis past events in network operations. All events, such as outages, that occur are recorded and analysed Operation statistics A database to record and reporting events and generate reports with statistics on a regular basis. Network calculations To simulate the – real time network and approximate loads in order to have enough generation capacity ready to meet demand. Dispatcher training To train operators in network operation. Substation and Records kept of the network inventory networks physical components. Includes data about the condition of various components and some type of function to give a quick overview of the status in the network.



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and some kind of Geographical strategy for investment Inventory in new assets.

Asset Investment Planning

Operational This function tries to Network Planning and utilize the existing simulation optimisation network in a fashion that supports a safe and costefficient operation.

operation

Switch action scheduling/operation work scheduling

Maintenance and construction

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Power scheduling optimisation

import and

This function deals with Maintenance keeping the network in inspection. working order by maintaining and constructing new parts. Construction design

and

and

Databases, and applications to view the databases, that present an overview over where the equipment is located geographically This function is responsible for a long term approach to investments with the objective of maintaining an optimal cost-benefit ratio. A procedure which gives the operator and his superior officers a chance to foresee consequences of possible changes in the operation of the network Provides schedules that detail when conducting equipment is disconnected so that maintenance and inspection can be carried out. A function, which determines the amount of power to be imported and/or exported to other networks usually over a HVDC-link. This function deals mainly with the routine inspection and following maintenance activities. Deals primarily with the construction of new parts of the network. Issues and follows up on work orders. Decides when to build things and



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how. Primarily responsible for the day-to-day scheduling of various aspects of the work carried out. Field recording and A capability to record design data digitally in the field Work dispatch Function to maintain communication between workers in the field and people at the office. Network calculations Various calculations used to anticipate how the existing network would be affected by the extension. These calculations also give a foundation for the dimensioning of the network that is to be built. Construction Supervision of the supervision work carried out and the cost of the extension. Project definition Defines the outer boundaries of the project. Compliance Makes sure that the Management extension projects adheres to agreed standards of design, complies with regulations regarding safety and technical demands. Customer Service Provides customer with information regarding bills, work in the area so forth. Trouble Call Handles all calls from Management customers about outages. In addition, deals with notifying those affected by planned outages.

Work scheduling

Network extension planning

A function to provide decision support regarding whether or not to extend the network. It also gives directions for the already decided extension.

Customer Support

Deals with customer contacts and provides needed services.

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Meter Utilities charge customer Reading and based on the actual Control consumption, therefore the consumption data for each customer needs to be collected and stored. The meters that record consumption must from time to time go be validated thus ensuring accurate readings and prevent fraud. On a reregulated market, meters are also used to record the amount of energy transmitted on a network by suppliers in order for the market to function properly. External to These functions are not DMS exclusively present in an electric utility but are nevertheless considered very important especially since they are often integrated with the more DMS-specific ones.

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Meter Reading

Load Control

The actual reading of the meters. Can be performed remotely or manually depending on company and the nature of the meter. Is used to try to regulate consumption when the network is strained.

Energy management This sub-function and energy trading deals with the trading of energy at the electricity market in order to secure maximum profits. It also monitors the generation vs. Consumption within the network so that the balance is kept. Retail Function responsible for the selling and marketing of services to customers. Supply chain logistics Handles everything related to the storing or purchasing of materials needed for construction and/or operation of the network Customer account Keeps track of management customer outages, sends bills and makes sure that customer pays the bills. Financial The usual financial functions required to run a modern



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Premises Human resources

company. Manages the premises which the utility owns Human resources manage the staff; issues pay checks, initiates training programmes, and manage careers and so on.

Table 10: The business functions and business sub-functions of the Interface Reference Model with descriptions made by the author.

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Appendix 2 – Theoretical functional reference model Below in Table 11: The theoretical functional reference model.Table 11are the the three top levels of the theoretical functional reference model. This is the model based on which the final model was developed. Business function

Business sub-function

Abstract Component

Description of IEC-abstract component

External to DMS

Supply Chain and Logistics

Procurement

Function to facilitate procurement of assets or materials.

Contract Manangement

This function keeps track of legal and other issues regarding written contracts. Contracts may deal with material goods or services.

Warehouse Logistics

Function to improve warehouse logistics.

Materials Management

A list of materials in store and materials needed for projects.

Address

Adress of owned premises

Source substation

Probably some sort of register over substations. I have really no idea what this refers to

Meter information

Information about the meter, not the data in the meter.

Right of ways, easements, grants

Deals with permits of various kinds.

Real estate management

All aspects of owning and operating real estate. What "management means in this context has not been made clear. Nor is it obvious what "real estate" refers to, a piece of land? Buildings?

Equipment Characteristics

A function to present characteristics of all components in the network. "Characteristics" refer to a set of properties, some of which may change over time, the combined set of all these properties are refered to as the equipments "condition".

Connectivity Model

Complete description of all kinds of electrical connections within the network.

Substation Display

Application that shows the states of substations throughout the network. This includes among other things showing breaker states.

Telecontrol Database

Telecontrol refers to a system which gives a master system the capacity to obtain information from outstations in the distributed system.

Network Displays

Probably an application to display the network (i.e. the distribution network) and how its current status. How this is related or separated from "Connectivity Model" is uncertain.

Premises (PRM)

Records and asset management

Substation and network inventory (EINV)

Geographical Inventory (GINV)

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Asset Investment Planning (AIP)

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Cartographic Maps

An application with functionality to show geographic ("planimetric and/or topographic") maps which together with the network display function can be show the networks spatial distribution.

Maintenance Strategy

This function stores and implements the decided maintenance strategy on the daily operations. This means that it gives some decision support regarding how to prioritize maintenance activities.

Life Cycle Planning

This functions calculates the optimal life cycle for any asset with respect to the total cost of maintenance, cost of operation and future replacement.

Reliability Centered Analysis

This function calculates the reliability of the network in its current state. The analysis uses information about the components in the network and their reliability and aggregates this from the component level to the network level.

Engineering and design standards

Within a corporation or a country or an industry there are standards that specify how things are to be built. The standards are save in a database which can be accessed by engineers and work crews.

Performance Measurements

Function to store data related to the "performance" of assets. Performance means how well an asset is able to operate, this probably has something to do with condition based maintenance.

Risk management

Risk management means the process or function to handle probabilistic occurences. It involves assigning monetary value to consequences of events which occur with estimated probabilities. Not all risks can be avoided and it is therefore necessary to prioritize the biggest risks.

Enviromental management

Management of environmental issues of a local nature such as avoiding oil spills or preventing hazardous materials to contaminate nature.

Decision Support

In the context of "Asset Investment Planning" Decision Support is assumed to collect the information from the other abstract components in the business subfunction and use it to decide whether or not to invest i new assets.

Budget Allocation

This functions gives a planner opportunity to plan how to best use allocated funds. This in order to achive best possible financial performance of assets.




maintenance and inspection (MAI)

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Maintain Work Triggers


Asset Maintenance Groups (lists)

Unknown, probably some way to group assets according to type and/or geographical location.

Asset Failure History

Previous malfunctions for both specific components and component types.

Asset Financial Performance

This function gives some value of the cost and benefit of each component.

Thermal ratings of network equipment and lines

Functions which contains information regarding the temperature limits of all assets

maintenance program management

A maintenance program is an operationalized maintenance strategy, i.e. the strategy is used to plan a set of maintenance activities.




Unknown, probably some way to group assets according to type and/or geographical location.

manage inspection readings

Function to handle the data collected from an inspection

Asset Maintenance history

Archives notes on earlier maintenance activities on specific assets and/or groups of assets.


Previous malfunctions for both specific components and component types.

work order status tracking work order closing

financial control Refurbishment processing (S)

Construction and design (CON)

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Function to enable control over the progress of work. Function to close a work order, i.e. archive and put the order in inactive mode. Function to keep control over costs related to the construction work in question. Function to manage changes in the database due to refurbished parts

Inspection [1]

Function to manage the process of inspection of the facilities.

work initation

Initiates work, i.e. creates a work order.

work design

A function to create a design for the work which is to be carried out. A drawing if you will. ("beredning")



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work cost estimation

Estimates cost of doing the work.

work flow management

Templates for the order in which work is to be carried out. Action B is subsequent to action A and so forth. (this description will be subjec to change, the flow is taken to represent the work flow between contractor and owner of the network, and specifies details as interfaces between the processes at respective party)

work order status tracking work order closing

financial control Project planning and scoping (1)

work scheduling (SCHD)

Field recording and design (FRD)

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Function to enable control over the progress of work. Function to close a work order, i.e. archive and put the order in inactive mode. Function to keep control over costs related to the construction work in question. Function for easy planning and design of projects

Phase-in Equipment (1)

Function to store data about newly installed equipment in the asset repository. It also deals with the procedure of making the installed equipment operational and ready to use.

Asset Scrapping (1)

Function to manage the process of scrapping phased out equipment

Phase out equipment (1)

Function manage the process of phasing out equipment

Document Management [1]

Function to facilitate the management of documents, i.e. the ability to share different types of documents across the organization and so on.

work task planning

A function to make detailed plans of the work which is to be carried out.

crew management

Function to keep track of work crews, their current and future activities, their knowledge and so on.

vehicle management

Function to

Equipment management

Function to handle all equipment necessary to perform the requested work. This could involve items such as tools and/or physical assets in the network.


Material probably means things like wood needed for building other things. This is a function to coordinate materials needed to construct something.

Permit management

Permits are needed to do work on some instances. Work on some voltage levels demands that the crew has an adequate training, some substation are not to be entered because of security implications.

Field design

When an asset is refurbished or replaced some of the planning is made on site "in the field". This functions allows the crew to record the design out of office.

Field inspection results

A function to store data collected during an inspection.



Work dispatch (DSP)

Customer Support

Operational Planning and optimisation

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Trouble Call Management

Switch action scheduling/work scheduling (SSC)

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Crew time entry

Function to manage work crews time entries, i.e the time they have spent on actual work.

Actual materials

Function to keep track of where materials are stored, could have something to do with automated tracking.

Field status tracking

Function to track what takes place in the field, i.e crew movements and so on.

Real time communication

Real time communication, used for communication with field crews.

Weather monitoring

Function to manage data from weather forecasts and to schedule work accordingly.

Outage calls

Function to process outage calls from customers.

Power Quality

Function to measure power quality.

Planned outage notifications

Function to automatically notify those affected by planned outages

Media communications

This function keeps a record of procedures and such used when dealing with media during outages.

Performance Indices

Probably the same as "quality index analysis".

Restoration projection/confirmation

Function to notify customers about when power is likely to be restored

Outage history

Record kept of all outages. Often required by authorities.

Release/Clearance remote switch command scheduling

Most work on electrical equipment cannot be done when power is on. Therefore a function to schedule and coordinate when power is to be off and when to do work is needed. "Clearance" is the same thing as giving someone permission to work on deenergized cables.

Field Crew loading analysis and work order scheduling

The meaning of the word "load analysis" remains unclear, it could refer to an analysis of how high the load is on some specific line, or it could refer to "work load" of a work crew. Since this component lies in the business function "switch action" it seems reasonable to assume that what is refered is not work load but rather "electrical load".

Customer outage analysis and information

A function to determine what the consequenses of deenergizing a line would be in terms of number of affected customers. This analysis enables the work planner to schedule work on lines with as little impact as possible on the companies customers, and to notify those affected about the outage.



Network Extension Planning

Network Calculations

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Load forecast

A load forecast functions predicts the hourly system load. The forecast is done with two time-frames: hours and days. The former is carried out with the objective of creating a real-time prediction of the current hour, this is done using actual historical data of system load combined with up to date weather information. The latter uses historic data and aims at predicting system load up to a week ahead.

Power flows computation

A load flow calculating function which shows where (in which lines) power flows given certain loads and certain breaker positions in the network. This enables an optimal and automated switching of breakers.

Contingency analysis

This function studies the effect of a failure of a system component. This information can be used to determine how to restore power to customers who are affected by an outage. Also this function is used to analyse effects of loss of generation and transmission facilities. This analysis, which is done on a regular basis, determines the resulting voltages and power flows given some contingencies. This function needs data from a load flow application.

Short circuit analysis

A short circuit analysis is used to determine the short-circuit currents given failure modes in various parts of the system. This is used to protect equipment from being overloaded and (?) to help set fuse breakers. (???????)

Optimal power flow

An extension of the power flow function. This is used to determine where the power ougth to flow in order to reduce costs and minimize stress on equipment.

Energy Loss calculations

This abstract component helps calculate the energy lost in lines in different operating conditions

Feeder voltage profiles

A record of voltage levels in the network.

Table 11: The theoretical functional reference model.

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Appendix 3 – The validated functional reference model Below is an overview of the functional reference model. The three top levels are included. The measurement points are too many to include in this report, but are avalible electronically. Table 12 shows the model for electric distribution and Table 13 the model for generation. Descriptions of Business SubAbstract Business Function abstract Function Component components E1

External to DMS


Procurement

E2


E3

Warehouse Logistics

E4


E5

Premises (PRM)

Address

E6

Source substation

E7

Meter information

E8

Right of ways, easements, grants

E9


E10

E11

Document Management


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Function to facilitate the procurement of services from contractors [E4] This function keeps track of legal and other issues regarding written contracts. Contracts may deal with material goods or services. [E4] Function to manage warehouse logistics [E4] Function to manage of materials in store and materials needed for construction and maintenance. [E4][V3] Function to record and display adresses of customers and adresses of premises owned by the utility [E10-14] Function to keep track of which substation feeds which node in the electrical network, this is especially important when locating causes of outages. [E10-14] Information about the meter, not the data in the meter. [E1014] This function deals with the legal aspects of running and extending an electrical network. This includes, but is not limited to, agreements with land owners on whose property the lines are built. [E4] Function to manage all aspects of owning and operating real estate. [E10-14] Function to facilitate an easy management of the various types of documents needed in the daily operations of a power company. This includes the easy access, distribution and changing of documents. [E1014] A function to present characteristics of all objects in the asset repository. "Characteristics" refer to a set of properties, some of which may change over time, the combined set of all these properties are refered to as the



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equipments "condition". [E1014], [E10,11][V5]

E12

Connectivity Model

E13

Substation Display

E14

Telecontrol Database

E15


Cartographic Maps

E16

E17

Network Displays



E18

Life Cycle Planning

E19


E20


E21


E22

Performance Indices

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Complete description of all kinds of electrical connections within the network. [E10,11] Function to show a more detailed view (electrical and otherwise) of substations within the network. [E10-14] Function to store and display information about the communications equipment installed in the network. [E10,E11] Function to display the network on a geographical map. [E10,11] An application with functionality to show geographic ("planimetric and/or topographic") maps which together with the network display function can be show the networks spatial distribution. [E10,11] This function stores and implements the utility's maintenance strategy on the asset investment planning for the utility. Guidelines outlined in the strategy regarding what triggers investments and similar things are operationalized in this function. This function does a LCCanalysis for different investment alternatives. [E6] This function calculates the reliability of the network in its current and future state. The analysis uses previous information about the reliability of the components in the network together with probabilistic methods, and aggregates the reliability from the component level to the network level. [E6] Function to store and display standard design solutions when planning new investments. [E6] Function to give an overall picture of an assets performance. Performance refers to dynamic characteristics, such as the condition of a certain component and the quality of operation, rather than static properties such as year built etc.[E6][V7] Function to calculate required performance indices for the reliability of the network.[E1,E2]



2006-02-13

E23

Risk management

E24


E25

Decision Support

E26

Budget Allocation

E27


E28


E29


E30


Per Närman

Risk management means the process or function to handle probabilistic occurences (with negative consequenses). It involves assigning monetary value to consequences of events which occur with estimated probabilities. In this business sub-function "Risks" refer to probabilities of events that are harmful to humans or property. Also, this function imports environmental risks from "Environmental Management" and operational risks from "Reliability Centered Analysis" to provide an overview over all risks. Function to manage environmental issues of a local/global nature such as avoiding oil spills or preventing hazardous materials to contaminate nature. [E6][V6] Function to collect and analyse all available relevant data (regarding risks, environment, financial situation and so on) and based on this prioritize investment alternatives. [E6][V6] Function to allocate budgetet funds for investment projects (short term) and to budget funds for future investment projects (long term) [E6] Work triggers decide when to act. A trigger can be some level of performance of an asset which when it is too low automatically triggers a maintenance activity. This function ensures that these levels are in sync with the overall maintenance plans and that they are set optimally.[V7][V2] Function to group assets according to preferred criteria (geographic location, functional specification etc.) This is done to get an overview and to simplify investment planning. [E6] Function to store, analyse and display previous failures of components and component types. [E6][E10,11] Function to break down the total financial performance of the business unit down to plants, to systems to components. If such a breakdown is possible it serves as valuable input to asset investment planning. [E6]



2006-02-13

E31

Thermal ratings of network equipment and lines

E32

Load forecast

E33

Power flows computation

E34

Contingency analysis

E35

Short circuit analysis

E36

Optimal power flow

E37

Energy Loss calculations

E38

Feeder voltage profiles

Per Närman

Functions which contains information regarding the temperature limits of all assets. The temperature limit on lines determines the ammount of energy they can transfer. [E10-14]. A load forecast function predicts the system load. The forecast is done with a timeframe of about a year ahead. To do this historic data of load is used in conjunction with probabilistic methods and predicted extensions of the network, due to new loads. [E8,9] Function to calculate the voltages of all nodes in the network, and the power flow through different lines. Also known as load flow analysis.[E8,9] This function studies the effect of a failure of a system component. This information can be used to determine how to restore power to customers who are affected by an outage. Also this function is used to analyse effects of loss of generation and transmission facilities. This analysis, which is done on a regular basis, determines the resulting voltages and power flows given some contingencies. This function needs data from a load flow application.[E8,9] Function to do a short circuit analysis. A short circuit analysis is used to determine the short-circuit currents given failure modes in various parts of the system. This is used to protect equipment from being overloaded and to help set fuse breakers. [E8,9] Function to calculate the optimal power flow with respect to energy losses and switching/design scenarios. [E8,9] Function to calculate the energy losses in the network. [E8,9] Function to keep track of feeder profiles which means the voltages in different nodes of the network. The voltage intervals these nodes belong to and so on. [E8,9]



E39


2006-02-13



E40


E41

Asset Maintenance Groups (lists) manage inspection readings Asset Maintenance history

E42

E43

E44


E45

work order status tracking

E46

work order closing

E47

financial control

E48

Refurbishment processing (1)

Per Närman

Function to manage the maintenance program. A maintenance program is an operationalized maintenance strategy, or maintenance plans on a long- and short term basis. In the maintenance program intervals inspection and preventive maintenance activities are broken down and specified. Also included in this function is a decision support function, co-ordinating the maintenance activities with the network extension planning and other investment projects. [E10,11] Work triggers decide when to act. A trigger can be some level of performance of an asset which when it is too low automatically triggers a maintenance activity. This function ensures that these levels are in sync with the overall maintenance plans and that they are set optimally.[V7][V2] Function to group assets according to preferred criteria (geographic location, functional specification etc.) This is done to get an overview and to simplify investment planning. [E6] Function to handle the data collected from inspections and other sources of information (sensors etc.) [E10,11] Archives notes on earlier maintenance activities on specific assets and/or groups of assets. [E10,11] Function to store, analyse and display previous failures of components and component types. [E6][E10,11] Function to track and follow up issued work orders for maintenance and inspection, with respect to both the technical and financial aspects.[E10,E11] Function to support the closing of a work order. This involves both updating the asset repository as well as the technical and financial follow up. [E10,11] Function to manage the financial issues of maintenance and inspection, involves managing payment of invoices etc. [E10,11] Function to manage the process of refurbishing components in the network, including the necessary changes in the asset repository, the replacement of refurbished parts in their



2006-02-13

functional locations, and the financial issues involved (due to the changed value of the network). [E10-14]

E49

Inspection [1]

E50

work initation

E51


work initation

E52

work design

E53


E54


E55


E56

work order closing

E57

financial control

E58

Project planning and scoping (1)

E59


E60

Asset Scrapping (1)

E61


E62


crew management

E63

Per Närman

work task planning

Function to plan the process of inspection of the facilities. [E10,11] Function to create a work order. [E7] Function to create a work order. [E7] Function to facilitate the creation of the work design needed to perform required work. [E7] Function to estimate cost of doing work. [E7] Function to plan work other than projects. This includes making the choice of who is to perform the work (contractor or in-house crews). [E15] Function to track and follow up issued work orders for maintenance and inspection, with respect to both the technical and financial aspects.[E10,E11] Function to support the closing of a work order. This involves both updating the asset repository as well as the technical and financial follow up. [E10,11] Function to manage the financial issues of maintenance and inspection, involves managing payment of invoices etc. [E10,11] Function for easy planning and design of projects[E7] Function to store data about newly installed equipment in the asset repository. It also deals with the procedure of making the installed equipment operational and ready to use. [E10-14] Function to manage the process of scrapping phased out equipment. This includes both financial and environmental aspects.[E1014] Function manage the process of phasing out equipment from the network. [E10-14] A function to make detailed plans of the tasks that are part of the work order.[E7] Function to keep track of work crews and their activities. This includes keeping track of current and future activitites, knowledge training and so forth. [E7]



2006-02-13

E64


E65


E66

Permit management


E67

Field design

Function to handle all equipment necessary to perform the requested work. This could involve items such as tools and vehicles. [E10,11] Function to coordinate material supply for construction work. [E7] Permits are needed to do work on some instances. For instance, work on some voltage levels demands that the crew has an adequate training and some substation are not to be entered because of security implications. [E7] When an asset is refurbished or replaced some of the planning is made on site "in the field". This functions allows the crew to record the design, or parts of the desing out of office. [E10-14] A function to store and transmit data collected during field inspections. [E3] Function to manage work crews time entries, i.e the time they have spent on actual work. Function to keep track of delivered material, in the field and in stores. [E7]

E68


E69

Crew time entry

E70

Actual materials

E71

Actual Equipment [E10-14]

Function to keep track of equipment in the field. [E10-14]

Field status tracking

Function to track what takes place in the field, i.e crew movements and so on.[E7]

E73

Real time communication

Real time communication. [E7]

E74

Weather monitoring

E72

E75

Work dispatch (DSP)

Customer Support

Trouble Call Management

Outage calls

E76

Power Quality

E77

Planned outage notifications

E78

Media communications

Per Närman

Function to incorporate weather forecasts, and actual weather into the planning and dispatching of work crews. [E7] Function to process outage calls from customers. [E1,E2] Function to process calls from customers related to power quality issues such as voltage dips and so on. Also included in this function is the management of trouble calls related to other issues related to flaws in the network, not falling under either the cathegories "outage" or "power quality". (E.g. a leaning pole). [E10-14] Function to support the automatic or manual notification of those affected by planned outages [E1,E2] Function to support the necessary media communications during an outage.



2006-02-13

E79

Restoration projectio/confirmat ion

E80

Outage History

E81


Switch action scheduling/work scheduling

Release/Clearanc e remote switch command scheduling

Customer outage analysis and information

E82

Function to estimate time needed for the restoration of power to affected customers and to notify these customers of projected restoration times. [E1,E2] Record kept of all outages. Often required by authorities. [E1,E2] Most work on electrical equipment cannot be done when power is on. Therefore a function to schedule and coordinate when power is to be off and when to do work is needed. "Clearance" is the same thing as giving someone permission to work on deenergized cables. Also entails notifying operations control when work is performed on energized cables. [E1], [E10-14] A function to determine what the consequenses of deenergizing a line would be in terms of number of affected customers. This analysis enables the work planner to schedule work on lines with as little impact as possible on the companies customers, and to notify those affected about the outage. [E1]

Table 12: The validated functional reference model for distribution companies. Three top levels included. Business Function

Business Sub-Function

Abstract Component

Description after validation process.

External to DMS


Procurement

Function to facilitate the procurement of services from contractors [V3]

V2


This function keeps track of legal and other issues regarding written contracts. Contracts may deal with material goods or services. [V3] [E5]

V3

Warehouse Logistics

Function to manage warehouse logistics. [V3]

V4


Function to manage of materials in store and materials needed for construction and maintenance. [E4][V3]

V1

V5

Premises (PRM)


Function to manage all aspects of owning and operating real estate. [E10-14]

V6



Function to facilitate an easy management of the various types of documents needed for construction.


A function to present characteristics of all objects in the asset repository. "Characteristics" refer to a set of properties, some of which may change over time, the combined set of all these properties are refered to as the equipments "condition". [E10-14], [E10,11][V5]

V7


Per Närman




2006-02-13

Cartographic Maps

An application with functionality to show geographic ("planimetric and/or topographic") maps. [V4]


This function stores and implements the utility's maintenance strategy on the asset investment planning of the utility. Guidelines outlined in the strategy regarding what triggers investments and similar things are operationalized in this function.

Life Cycle Planning

This function does a LCC-analysis for different investment alternatives. [E6]

V11


This function calculates the reliability of the power plants. The analysis uses information (statistics) about the components in the plant and probabilistic methods and aggregates this from the component level to the network level. [E6]

V12


Function to store and display standard design solutions when planning new investments. [E6][V7]


Function to give an overall picture of an assets performance. Performance refers to dynamic characteristics, such as the condition of a certain component and the quality of operation, rather than static properties such as year built etc.[E6][V7]

V14

Risk management

Risk management means the process or function to handle probabilistic occurences (with negative consequenses). It involves assigning monetary value to consequences of events which occur with estimated probabilities. In this business sub-function "Risks" refer to probabilities of events that are harmful to humans or property. Also, this function imports environmental risks from "Environmental Management" and operational risks from "Reliability Centered Analysis" to provide an overview over all risks.

V15


Function to manage environmental issues of a local/global nature such as avoiding oil spills or preventing hazardous materials to contaminate nature. [V6]

Decision Support

Function to collect and analyse all available relevant data (regarding risks, environment, financial situation and so on) and based on this prioritize investment alternatives. [E6][V6]

V8

V9

V10

V13

V16

Per Närman





2006-02-13

Budget Allocation

Function to allocate budgetet funds for investment projects (short term) and to budget funds for future investment projects (long term) [E6]

V18


Work triggers decide when to act. A trigger can be some level of performance of an asset which when it is too low automatically triggers a maintenance activity. This function ensures that these levels are in sync with the overall maintenance plans and that they are set optimally.[V7][V2]

V19


Function to group assets according to preferred criteria (geographic location, functional specification etc.) This is done to get an overview and to simplify investment planning. [E6]

V20


Function to store, analyse and display previous failures of components and component types. [E6][E10,11]


Function to break down the total financial performance of the business unit down to plants, to systems to components. If such a breakdown is possible it serves as valuable input to asset investment planning. [E6]


Function to manage the maintenance program. A maintenance program is an operationalized maintenance strategy, or maintenance plans on a long- and short term basis. In the maintenance program intervals inspection and preventive maintenance activities are broken down and specified. Also included in this function is a decision support function, coordinating the maintenance activities with the network extension planning and other investment projects. [E10,11][V5]

work initation

Function to create a work order. [E7]

V24


Work triggers decide when to act. A trigger can be some level of performance of an asset which when it is too low automatically triggers a maintenance activity. This function ensures that these levels are in sync with the overall maintenance plans and that they are set optimally.[V7][V2]

V25


Function to group assets according to preferred criteria (geographic location, functional specification etc.) This is done to get an overview and to simplify investment planning. [E6]

V17

V21

V22



V23

Per Närman



2006-02-13

V26

manage inspection readings

Function to handle the data collected from inspections and other sources of information (sensors etc.) [E10,11]

V27

Asset Maintenance history

Archives notes on earlier maintenance activities on specific assets and/or groups of assets. [E10,11]

V28


Function to store, analyse and display previous failures of components and component types. [E6]

V29


Function to track and follow up issued work orders for maintenance and inspection, with respect to both the technical and financial aspects.[E10,E11]

V30

work order closing

Function to support the closing of a work order. This involves both updating the asset repository as well as the technical and financial follow up. [E10,11]

V31

financial control

Function to manage the financial issues of maintenance and inspection, involves managing payment of invoices etc. [E10,11]

V32

Refurbishment processing (1)

Function to manage the process of refurbishing components in the network, including the necessary changes in the asset repository, the replacement of refurbished parts in their functional locations, and the financial issues involved (due to the changed value of the network). [E10-14]

V33

Inspection [1]

Function to plan the process of inspection of the facilities. [E10,11]

work initation

Function to create a work order. [E7]

V35

work design

Function to facilitate the creation of the work design needed to perform required work. [E7]

V36


Function to estimate cost of doing work. [E7]

V37


Function to plan work other than projects. This includes making the choice of who is to perform the work (contractor or inhouse crews) [E15]

V38


Function to track and follow up issued work orders for maintenance and inspection, with respect to both the technical and financial aspects.[E10,E11]

work order closing

Function to support the closing of a work order. This involves both updating the asset repository as well as the technical and financial follow up. [E10,11]

V34

V39

Per Närman




2006-02-13

V40

financial control

Function to manage the financial issues of maintenance and inspection, involves managing payment of invoices etc. [E10,11]

V41

Project planning and scoping (1)

Function for easy planning and design of projects[E7]

V42


Function to store data about newly installed equipment in the asset repository. It also deals with the procedure of making the installed equipment operational and ready to use. [E10-14]

V43

Asset Scrapping (1)

Function to manage the process of scrapping phased out equipment. This includes both financial and environmental aspects.[E10-14]

V44


Function manage the process of phasing out equipment from the network. [E10-14]

work task planning

A function to make detailed plans of the tasks that are part of the work order.[E7]

V46

crew management

Function to keep track of work crews and their activities. This includes keeping track of current and future activitites, knowledge training and so forth. [E7]

V47

vehicle management

Function to manage the fleet of vehicles used for work. [E7]

V48


Function to handle all equipment necessary to perform the requested work. This could involve items such as tools and vehicles. [E10,11]

V49


Function to coordinate material supply for construction work. [E7]

Permit management

Permits are needed to do work on some instances. For instance, work on some voltage levels demands that the crew has an adequate training and some substation are not to be entered because of security implications. [E7]


A function to store and transmit data collected during field inspections. [E3]

V52

Crew time entry

Function to manage work crews time entries, i.e the time they have spent on actual work.

V53

Actual materials

Function to keep track of delivered material, in the field and in stores. [E7]

V54

Actual Equipment [E10-14]

Function to keep track of equipment in the field. [E10-14]

V45


V50

V51

Per Närman




V55


2006-02-13

Switch action scheduling/work scheduling

Release/Clearance remote switch command scheduling

Some maintenance and construction activities in hydropower plants require that the plant is taken out of use, i.e. that that production is stopped and that water is spilled. Furthermore there is often a need to deenergize the electrical parts of the plant. [V4]

Table 13: The validated functional reference model for hydropower generation.

Per Närman



2006-02-13

Appendix 4 - Contact list In Table 14 are contact information to almost all respondents. Also provided is a cathegorization of the experts together with information about what part of the model they validated, see Table 15. Name

Company

Börje Eriksson

IFS

Östen Westman

IFS

Göran Wikström

Powel

Johan Andersson

Swedpower

Torbjörn Weinestål

Swedpower

Benny Norlin

phone

mobile

e-mail

073-345 4 815

[email protected]

036-34 49 12

0705-87 49 12

[email protected]

Vattenfall Business Service

08-739 74 28

070-5641207

[email protected]

Erik Biberg


08-739 69 05

070- 539 69 05

[email protected]

Anders Gustafsson

Vattenfall Eldistribution

Christer Ericsson


013-37 64 43

070-6507741

[email protected]

Claes Wange


070-6027178

Einar Hellman


Fredrik Brändström


[email protected]

013-37 65 46

070-618 16 86

[email protected]

08-739 67 75

070-6294935

[email protected]

Hans Andersson


Hans Broström


[email protected]

Lars Thorin


Magnus Wennerholm


Mats Hallström


013-37 64 12

070-650 77 51

[email protected]

Patric Franzen


08-623 28 22

070-25 72 780

[email protected]

Richard Jonsson

Vattenfall Service

0918-31132

[email protected]

Sivert Rutgersson

Vattenfall Service (syd)

0520-88 750

Magnus Nilsson

Vattenfall Vattenkraft

Irene Engvall


Per-Olof Ferm


Per-Ove Lööv


Thomas Sjödin


0918 – 311 12 0920 – 771 69

070-5801007 070 - 626 61 40 070 – 228 11 66 070 – 661 53 47 070 – 312 69 77 070 – 374 07 99 070 – 377 76 63

Tommy Enmark


0918-311 13

070- 688 39 67

[email protected]

0920 – 772 03 08 – 739 53 47 026 – 837 20

[email protected] [email protected] [email protected] [email protected] [email protected] thomas.sjö[email protected]

Table 14: Contact information to respondents. Not all contact information is available unfortunately.

Interviewees

Company

Role

Scope

1

Per Ove Lööv


Works in a hydropower command and control center in Norsjö. process Previously involved with performer/manager Vattenkraft's old asset management system

2

Per Olof Ferm


Is in charge of the asset management of process performer/manager hydropower plants in middle Sweden

Per Närman

Nature

Relation

Area of validation

Business

user

MAI, EINV, GINV, CON,

Business

user

MAI, EINV, GINV, CON,



2006-02-13

3

Irene Engwall


Chief technical officer generators

process performer

Business

user

MAI, EINV, GINV

4

Thomas Sjödin


Jobbat m. UH i sex år, numera kontrollutrustningar

process performer/manager

Business

user

DSP, SC, PRM

5

Tommy Enmark


Underhållschef

Business unit

Business

user

Entire model

6

Magnus Nilsson


Chief technical officer turbines

process performer

Business

user

AIP

Business unit

Business/IT

user

CON, DSP, FRD, SCHD, SC

7

Sivert Rutgersson

Vattenfall Service

Works with IT-issues at Vattenfall service, notably with the "mobility project" in cooperation with Vattenfall Eldistribution

8

Richard Jonsson

Vattenfall Service

Project manager for the project of maintaining the hydropower plants.

process manager

Business

user

CON, SCHD, FRD

process manager

Business

user

Entire model

9

Claes Wange


Project manager, Vattenfall Eldistribution's asset managementapplication project

10

Anders Gustafsson


Asset managementanalyst,

process performer

Business

user

MAI, EINV, GINV

11

Einar Hellman


Asset managementanalyst,

process performer

Business

user

MAI, EINV, GINV

12

Patrik Franzen


Works with network extensions

process performer

Business

user

SC, PRM

13

Christer Eriksson


Works with network operations

process performer

Business

user

SSC, TCM

14

Lars Thorin


Works with trouble call management

Process performer

Business

user

TCM

15

Mats Hallström


Works with the process of optimising asset investment and maintenance

process performer/manager

Business

user

AIP

process manager

Business

user

CON, SCHD,

16

Hans Broström


In charge of the process of executing the planned maintenance and investment activitites

17

Fredrik Brändström


Works with network calculations

process performer

Business

user

NCLC

18

Magnus Wennerholm


Works with network calculations

process performer

Business

user

NCLC

19

Hans Andersson


Principal at Vattenkraft Eldistribution.

Business unit

Business/IT

user

entire model

20

Benny Norlin


Data Architect with previous experience of functional evaluation

Group

IT

user

Sample

Per Närman



21

Erik Biberg

2006-02-13


Contact person, developed the APAmethod, knows functional evalutations

Group

IT

user

Sample

process performer

Business

User

entire model

22

Johan

Swedpower

In Vattenfall Eldistribution's project group for asset management system

23

Torbjörn

Swedpower

In Vattenfall Eldistribution's project group for asset management system

process performer

Business

User

entire model

24

Göran Wikström

Powell

Project leader implementation of NetBas Maintenance Module at Vattenfall

Business unit

Business/IT

vendor

Entire model

Business unit

Business/IT

vendor

Entire model

Process Business/IT manager/performer

vendor

Entire model

25

Börje Eriksson

IFS

Representative for vendor of asset management system, IFS

26

Östen Westman

IFS

Expert at asset management at IFS

Table 15: The respondents, which company they worked for, their approximate classification according to the framework developed and which part of the model they evaluated.

Per Närman



2006-02-13

Appendix 5 – List of functions from vendors This is a list of functions used when developing the theoretical functional reference model. First are the SAP business processes, below are also functions from Poweland Oracle. The columnt where the words “har använts” appear is used to indicate that the process step/function was included in the theoretical functional reference model. Business Scenario Group

Business Scenario

Processes

Supply Operations

Grid operation and maintenance

Preventive Maintenance

har använts


Corrective Maintenance

har använts


Phase-in Equipment

har använts


Phase-in Equipment


Phase-in Equipment

har använts


Phase-in Equipment

har använts


Phase-in Equipment


Phase-in Equipment


Phase-in Equipment

Create Partners


Phase-in Equipment

Create Classification Information


Phase-in Equipment

Create Fleet Information (If Required)


Phase-in Equipment

Create Warranty


Phase-in Equipment

Create Permit


Phase-in Equipment

Create Serial Number Information


Phase-in Equipment

Install in Functional Location or Equipment


Reliability Centered Maintenance

har använts



har använts



har använts



har använts



har använts



har använts


Work Clearance Management

har använts



har använts



har använts



har använts



har använts



har använts



har använts



har använts



har använts


Refurbishment Processing

Create and Process Refurbishment Order



Plan and Schedule Order

Per Närman

Process Steps:

Create /Add Documents

Create Maintenance Plan har använts



Per Närman

2006-02-13



Put order in process and Print





Post External Services



Post Goods Reciept for Refurbished Parts



Confirm Time



Process Measurement Document



Settle And Complete Order



har använts



har använts


Inspection

har använts


Inspection


Inspection


Inspection


Inspection

har använts


Inspection

har använts


Inspection


Inspection


Inspection

Post External Services


Inspection

Confirm Time


Inspection


Inspection


Inspection

har använts


Inspection

har använts


Inspection


Inspection


Change And Configuration Management

Create Change Notification



Process Change Notification



Create Engineering Change Request (Change master record)



Process and Release engineering changes



Process Order Changes



Manage Product Configuration


FMEA

Import and keep in sync Technical Object Hierarchy


FMEA

Extract Catalouge codes to XAPP


FMEA

Extract Damage Analysis Information


FMEA

Determine Critical Equipment


FMEA

Perform FMEA


FMEA

Adjust Maintenance Plan


FMEA

Report on Change in FMEA (Closed Loop)


Maintenance Cost Budgeting

har använts

Generate Worklist for Inspections har använts Determine Optimum Route for Inspection Round

Put order in process and Print or Download to Mobile Device har använts

har använts Modify Technical Object Structure

Create/Process Historical Order har använts



Per Närman

2006-02-13

har använts

Grid engineering and construction

Investment Planning


Project Planning and Scoping (obs finns en annan variant

Create Project from Project Template



Define Project Structure



Set up Project Schedule



Assign Documents to Projects



Define Quality Objectives per Phase



Up/Download Project to MS Project (optional)



Structure Project Into Subprojects (optional)



Create Snapshot of Project (optional)



Link Business Objects to Project (optional)


Resource and Time Management


Project Execution


Procurement of Assets


Document Management

Create Document


Document Management

Save Files


Document Management

Approve Document


Document Management

Convert Files


Document Management

Use and View Document


Document Management

Change Document


Document Management

Distribute Document

har använts

har använts


Project Accounting

Decommisioning

Phase-out-Equipment

Set Equipment Inactive

Decommisioning

Phase-out-Equipment

Review and Close Outstanding Orders

Decommisioning

Phase-out-Equipment

Set Maintenance Plan Inactive

Decommisioning

Phase-out-Equipment

Archive Master Data

Decommisioning

Asset Scrapping

Analyse Asset Condition

Decommisioning

Asset Scrapping

Create/Process Order

Decommisioning

Asset Scrapping

Decommisioning

Asset Scrapping

Place Reusable Parts in Store

Decommisioning

Asset Scrapping

Send Unusable Parts to Scrapping

Decommisioning

Asset Scrapping

Inform Asset Accountant (if Applicable)

Decommisioning

Asset Scrapping

Inform EH & S (if applicable) ???

Connections management

Device inspection and retirement


Offering appointments


Managing meters and devices


Supply connections and service locations


Installing meters and devices


Dispatching/Scheduling work

Meter and Device Management

Prepare Meter Readings


Consumption Data Determination


Reading Meters


Validating Meter Readings


Monitorin Meter Readings

har använts


har använts har använts

har använts


Energy capital management

Selling of Energy and Services

Per Närman

2006-02-13


Managing Business Process Exceptions


Scheduling Billing

Energy Data Management

Load Profiling


Calculating Formulas


Settling Energy

Energy Forecasting

Forecasting Energy Procurement

Energy Forecasting

Forecasting Energy Consumption

Energy Ledger/Portfolio Management

Monitoring of Energy Procurement and Sales


Managing Risk


Analyzing Profitability

Energy Trading

Trading Cockpit

Energy Trading

Deal Capture Management

Energy Trading

Managing Expenses

Energy Trading

Managing Financial Risk

Campaign Management

Marketing Planning and Budgeting

Campaign Management

Campaign Planning and Execution

Campaign Management

Segmentation

Campaign Management

Campaign Monitoring and Analysis

Interaction Center-Marketing

Surveying Customers With Interaction Center

Interaction Center-Marketing

Lead Processing

Sales Management for Residential Customers (single contract)

Processing Utility Qoutations In IC


Managing and analyzing Interaction Center Operations


Utility Sales Analysis


Processing Utility Contracts In IC


Help Desk

Sales Management for Industrial Customers (single Contract)

Analyzing Utility Contracts


Opportunity Analysis


Processing Utility Quotations in People Centric UI


Opportunity Processing


Activity Processing


Processing Utility Contracts in People Centric UI.


Lead Processing

Account and Contact Management

Account Processing


Activity Processing




har använts


Customer Service Management

Per Närman

2006-02-13


Sales Performance Analysis

Integrated Sales Planning and Analysis

Sales Pipeline and Funnel Analysis

har använts


Contract Analysis

har använts


Sales Planning and Forecasting


Sales Quotation and Order Analysis


Activity Analysis


Sales Analysis by Territory


Opportunity Analysis

Service Order Management with ERP Billing

Billing


Service Contract and Quotation Analysis


Service Order Processing




Service Order Quotation


Service Order and Quotation Analysis


Service Confirmation Processing

Customer Service Processes

Help Desk


Identifying Account for Utility Service Processes


Changing Account Data and Business Agreement Data


Managing Financial Inquiries in Interaction Center


Master Data Overview (Account, Business Agreement, Consumption)


Processing Move-In


Processing Move-Out


Processing Move-in/out for Account


Processing Move in/out for Premise


Entering Meter Reading


Changing Budget Billing Plan


Bill Information/Bill Correction


Processing Open Items for Interactive Collections Management


Creating Installment Plan


Malfunction Notification/Service Notification


Activity Processing

Service Contract and Entitlement Management

Service Order Escalation


Service Confirmation Processing


Service Contract and Quotation Analysis


Product and Warranty Registration


Billing


Warranty Analysis




Service Contract Processing



2006-02-13

Complaints and Returns Management

Complaint and Return Analysis


Complaints Processing


Inbound Processing and Reciept Confirmation


Outbound Processing


Billing


Credit Memo Processing


Billing of Energy and Services

Per Närman

Electronic Customer Services

Moving Out


Electronic Bill Presentment and Payment


Meter Reading Entry


Moving In


Acount Processing


Activity Processing




Sales Performance Analysis

Billing for Residential Customers

Managing Tariffs


Converting Technical Quantities


Scheduling Billing


Simulation


Billing/Third Party Billing


Budget Billing


Convergent Invoicing


Printing Bills


Outsorting


Reversal




Billing Analytics

Billing for Commercial and Industrial Customers

Managing Tariffs




Scheduling Billing


Simulation


Complex Billing




Budget Billing


Converting Invoicing


Printing Bills


Outsorting


Reversal





Customer Financial Management

Per Närman

2006-02-13


Billing Analytics

Billing of Unmetered Services

Managing Tariffs




Scheduling Billing


Simulation


Complex Billing




Budget Billing


Converting Invoicing


Printing Bills


Outsorting


Reversal




Billing Analytics


Billing Waste Water


Billing Lighting Units


Billing Unmetered Services (Flat Rates)

Billing of Services

Billing

Recievables and Collections Management

Creating Business Items


Managing Cash and Non-Cash Sequrity Deposits




Paying Cash at Desk


Processing Incoming Payments


Processing Direct Debits and Credits


Managing Outgoing Checks


Processing Returns


Monitoring Clarifications


Clarifying Open Items


Dunning


Managing Deferrals and Installment Plans


Interacting with External Collection Agencies


Handling Doubtful and Irrecoverable Plans


Distributing Revenues


Credit Management


Dispute Resolution

Reconcilliation and Closing

Processing Daily Reconciliation

Reconcilliation and Closing

Performing Closing Operations

Auditing

Improving IS-U Extracts into The Evaluation System

Auditing

Deleting Index Tables for Extraction of IS-U and Billing Documents

Auditing

Extracting Tax-Relevant IS-U Data from the Productive System

Auditing

Delete IS-U extracts in the evaluation system



Collaborative Services and Intercompany Data Exchange

2006-02-13

Auditing

Displaying/Creating IS-U Extracts in The evaluation System

Supplier Switch

Changing Supplier

Supplier Switch

Registratiing for Supply Termination Processing

Enterprise Management & Support

Per Närman

Reconcilliation and Settlement

Settling Energy


Determining Overtake and Undertalke Amounts


Managing Schedules

Payment Processing

Incoming Payment of Distributor

Payment Processing

Outgoing Invoice of Distributor

Payment Processing

Outgoing Payment of Supplier

Payment Processing

Incoming invoice of Supplier

Analytics

Strategic Enterprise Management

Legal And Management Consolidation

Analytics


Balanced Scorecard

Analytics


Analytics


Management Cockpit

Analytics


Strategic Planning

Analytics


Value Based Management

Analytics


Financial Statement Planning

Analytics


Investment Planning

Analytics


Stakeholder Relationship Management

Analytics

Financial Analytics

Financial and Management Reporting

Analytics

Financial Analytics

Financial Planning Budgeting and Forecasting

Analytics

Financial Analytics

Profitability Management

Analytics

Financial Analytics

Product and Service Cost Management

Analytics

Financial Analytics

Overhead Cost Management and ABC/M

Analytics

Financial Analytics

Payment Behavior Analytics

Analytics

Financial Analytics

Working Capital and Cash Flow Management

Analytics

Operation Analytics

Procurement Analytics

Analytics

Operation Analytics

Analytics

Operation Analytics

Manufacturing Analytics

Analytics

Operation Analytics

Transportation Analytics

Analytics

Operation Analytics

Sales Analytics

Analytics

Operation Analytics

Customer Service Analytics

Analytics

Operation Analytics

Program And Project Management Analytics

Analytics

Operation Analytics

Quality Management Analytics

Analytics

Operation Analytics

Analytics

Workforce Analytics

Strategic Alignment

Analytics

Workforce Analytics

Reporting and Benchmarking

Financials

Financial Supply Chain

Credit Management

Financials



Financials


Collections Management

Financials


Dispute Management

Financials


In-House Cash

Financials


Cash and Liquidity Management

har använts

har använts

har använts



Per Närman

2006-02-13

Financials


Treasury and Risk Management

Financials

Financial Accounting

General Ledger

Financials


Accounts Recievable

Financials


Accounts Payable

Financials


Financials


Bank Accounting

Financials


Cash Journal

Financials


Financials


Tax Accounting

Financials


Accrual Accounting

Financials


Fast Close

Financials


Financial Statements

Financials


Parallell Valuation

Financials

Management Accounting

Profit Center Accounting

Financials


Cost Center and Internal Order Accounting

Financials


Project Accounting

Financials


Investment Management

Financials


Product Cost Accounting

Financials


Profitability Accounting

Financials


Revenue and Cost Planning

Financials


Transfer Pricing

Financials

Corporate Governance

Audit Information System

Financials


Management of Internal Controls

Financials


Business Risk Management

Financials


Whistle Blower Complaints

Financials


Transparency for Basel II

Human Capital Management

Talent Management

Recruiting


Talent Management

Succession Management


Talent Management

Enterprise Learning


Talent Management

Performance Management


Talent Management

Compensation Management


Workforce Process Management

Employee Administration



Organizational Management



Global Employee Management



Benefits Management






HCM Service Delivery

Manager Self Service



Employee Self-Services



Interaction Center



Alternate Delivery Channels


Workforce Deployment





Retail Scheduling

Corporate Services

Travel Management

Travel Request and Pre-trip approval

Corporate Services

Travel Management

Travel Planning - Online Booking

Corporate Services

Travel Management

Travel and Expense Management

har använts

har använts

har använts Payroll and Legal Reporting

har använts Call Center Staffing



2006-02-13

Corporate Services

Travel Management

Mobile Self Service - Anytime and Anywhere

Corporate Services

Travel Management

Global Travel Policy Compliance

Corporate Services

Travel Management

Travel and Expense Management

Corporate Services

Environment, Health and Saftey

Product saftey

Corporate Services


Corporate Services


Corporate Services


Corporate Services


Corporate Services


Corporate Services


Corporate Services

Incentive and Comission Management

Corporate Services

Incentive and Comission Management

Incentive Processing

Corporate Services

Real Estate Management

Property Acquisition and Disposal

Corporate Services


Corporate Services


Corporate Services


Corporate Services


Operations Support

Life Cycle Data management

Operations Support


Operations Support


Recipe Management

Operations Support


Specifiation Management

Operations Support


Change and Configuration Management

Operations Support

Project Portfolio Management

Project Planning

Operations Support


Resource and Time Management

Operations Support


Project Execution

Operations Support


Project Accounting

Operations Support


Prototyping and Ramp Up

Operations Support


Development Collaboration

Operations Support

Quality Management

Operations Support

Quality Management

Quality Assurance/Control

Operations Support

Quality Management

Quality Improvement

har använts har använts har använts har använts har använts har använts Incentive Plan Maintenance

har använts har använts har använts har använts har använts Product structure management

har använts

Operations Support

Quality Management

Audit Management

Operations Support

Indirect Procurement

Self Service Requisitioning

Operations Support


Operations Support


har använts har använts har använts har använts

Operations Support


Operations Support

Global Trade Services

Operations Support


Operations Support


Trade Preference Processing

Operations Support


Export - Compliance Management

Operations Support


Export - Customs Management

Operations Support


Export Restitution Handling

Import -Customs Management

ORACLE

ORACLE

Flexibility to Support Your Business

User defined look-up codes for assets, work requests and work orders


Provide/restrict access to eAM ti approved company organizations


Per Närman


har använts


2006-02-13


Open architecture for easily exporting information


har använts


har använts


har använts


Intuitive waeb-based interface


Graphical views and "Drag and Drop" functionality


Integrate with key applications Oracle Financials, Advanced Planning/Scheduling, Purchasing, iProcurement, Projects

Asset management

User defined look-up codes for asset category codes, sets, groups, attributes and asset numbers.

Asset management

Ability to create templates for asset groups and attributes useful for same type assets

Asset management

Four methods to enter new assets into eAM… har använts har använts

Asset management Asset management Asset management

Associate assets with production equipment

Asset management

Associate assets with Oracle fixed assets

Asset management

Associate assets with Oracle property management

Asset management

The ability to view production work orders and resources associated with the asset.

Asset record

Asset bill of materials (BOM) har använts har använts har använts

Asset record Asset record Asset record Component management

Component tracking

Component management

Serialization

Component management

Rebuild asset activity har använts har använts har använts

Component management Work Management Work Management Work Management

Pre-planned work

Work Management

Audit trail har använts har använts har använts

Work Management Work Management Work Management Work Management

Maintentance Workbench (Oraclespecifikt…) har använts

Work Management Work Management

Automatic creation of work orders based on meter readings, runtime intervals and calendar days.

Work Management Work Management Work Management Work Management Work Management Work Management

Per Närman


har använts har använts har använts har använts har använts har använts


2006-02-13

har använts har använts har använts

Work Management Work Management Planning and scheduling Planning and scheduling

Integration to Plant operation Schedules

Planning and scheduling

Mass release and Mass completion of Work Orders


Direct Link to work requests


Work Order forecasting tools.

NETBAS

NETBAS

NETBAS

NETBAS

Taken from Vattenfalls documentation of NetBas which is written in Swedish. The NetBas product fact sheets uses a different notation when they describe the same components, the Vattenfall documentation because it describes the functionality better.

Module

Functional areas

Function

Archive

Documentation


Documentation Documentation Calculation

Calculation

Load flow

Calculation

Short circuit analysis har använts

Calculation

Grid design

Calculation

Breaker analysis

Calculation

Engine start-up calculations (motorstartsberäkningar???)

Calculation

Grid analyzer engine (massberäkning???)

Calculation

Power supply quality calculations (calculates voltage dips and so on)

Project scoping and design

Life Cycle Costs


Imports cost catalouges from ERP systems and other sources har använts


Project management


Supports utility specific templates for design


Updates asset repository database har använts har använts

Project management Project management Project management

Manages and stores project document templates har använts har använts

Project management Project management

DarWin

Maintenance

Project management

Function to share information about current projects with rest of the enterprise and customers

Outage and interruption statistics

Records outages


Reports recorded outages to authorities


Calculates quality indices (SAIFI, CAIDI and so on) har använts har använts

Maintenance administration Maintenance administration Maintenance administration

Manages maintenance tasks

Maintenance administration

Incorporates previous experiences

Maintenance administration

utilizes condition based analysis har använts har använts har använts

Maintenance administration Maintenance administration Maintenance administration Maintenance administration

Per Närman

Corrective maintenance activities



2006-02-13

Maintenance administration har använts har använts har använts har använts har använts har använts har använts har använts

Work orders Work orders Work orders Work orders Historical records Historical records Inspection activities Inspection activities Inspection activities

Maintenance/inspection routines har använts

Condition monitoring Condition monitoring

Inspection readings

Condition monitoring Condition monitoring Condition monitoring

Per Närman



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