SmartGrids - fra tanke til handling

Transcription

SmartGrids - fra tanke til handling
g
Temadag om fremtidens elsystem 2025
November 2008
Hvorfor 'SmartGrid' ?
2
Hvad er 'SmartGrid' ?
3
Hvad er 'SmartGrid' – i internationalt perspektiv ?
The 'Smart Grid' – is an electrical power system:

Made up of automated transmission and distribution systems
all operating in a coordinated, efficient and reliable manner
• That
Th t handles
h dl emergencies,
i
is
i ‘self-healing’,
‘ lf h li ’ and
d is
i responsive
i
to energy-market and utility business needs
• That involves millions of customers and has a communication
infrastructure enabling a timely, secure and adaptable information flow
to provide reliable and economic power to the evolving digital economy
"The Integrated Energy And Communication Systems Architecture",4 EPRI and Electricity Innovation Institute 2003
'SmartGrid' – dimensioner & eksempler
SmartGrid
Domænet
Proaktivt
Condition
monitoring
Dynamic
y
rating
g
(New DMS)
Fault
anticipation
Network planning
(SmartPIT)
År
Uger
Autonomous
MV/LV stations
(SACSe)
State estimation
(SmartPIT)
Demand Side Management
(Loads, storage, EV, Gensets)
Timer
Protection
Systems
Minutter Sekunder
Hændelse
Automated
MV/LV stations
(Discos)
Sekunder Minutter Timer
Pre-fault
Post-fault
SCADA
Contingency
Planning
Outage
Planning
Load shedding
S h d li
Scheduling
OMS
Field Crew
Management
Customer
Call Centre
Reaktivt
5
Aktuelle SmartGrid projekter
Discos
Formål
Fjernovervågning og –styring af 10/0,4 kV stationer
Faciliteter Skalérbarhed, anvendes på såvel nye som ældre typer anlæg
Status
250 stationer installeret, 106 i drift
SmartPIT
Formål
Kontinuert state-estimation af hele 10 kV nettet, bedre udnyttelse af nettet
Faciliteter Udnyttelse af ægte og 'syntetiske' målinger, automatisk genereret netmodel
Status
I drift
drift. Evaluering af produktionssystem
produktionssystem.
SACS
Avancerede, autonome 10/0,4 kV stationer
Formål
Faciliteter Hurtig lokal fejlbortkobling og netomlægning
Status
Koncepttest i lab godkendt. 4 pilotstationer installeret mhp. prøvedrift
Nyt DMS
Formål
Erstatte eksisterende DMS (Distribution Management System)
Faciliteter Basis for SmartGrid: IT-integration, komm. med netstationer, målere etc.
Status
Analysefase. Trinvis idriftsættelse 2010 - 2011
Formål
Moderne elmåler & gateway
SmartRead Faciliteter Fjern- (SMS/GPRS) og lokalkommunikation (Zigbee), netovervågning, mm.
Status
På hold, afventer afklaring om omkostningsdækning
6
Hvad er forudsætningerne for
at bygge et SmartGrid?
- IUN Coalition
- SmartGrid Maturity Model
Intelligent Utility Network (IUN) Coalition
MEMBER UPDATE
A TRULY GLOBAL COALITION
Seven leading utilities have joined the coalition:
Serving 46 mio. Electric & Natural Gas Consumers
–
–
–
–
–
–
–
CNP………………………………………...Q1 ’07 / USA
PHI ………………………………………... Q2 ’07 / USA
Sempra …………………………………… Q4 ’07 / USA
Country Energy ………………………….. Q4 ’07 / Australia
Progress Energy ………………………….Q2 ’08 / USA
DONG Energy …………………………….Q2 ’08 / Denmark
NDPL ………………………………………Q3 ’08 / India
DONG
Energy
PHI
PGN
Sempra
CNP
NDPL
Country
Energy
Two final members will join in late 2008 / early 2009:
– 1 SW Europe ……………………………… Q4 ’08 / Q1 ‘09
– 1 China/Japan/Asia Pacific ………………. Q4 ’08 / Q1 ‘09
COALITION DEVELOPMENT PROJECTS
COALITION KNOWLEDGE TRANSFER
Jointly developing thought leadership projects:
Formal knowledge sharing sessions organized
covering key topics:
–
–
–
–
Business Models of the Future
Embedded & Distributed Generation
Messaging
Smart Grid Maturity Model
–
–
–
–
Deliverables and assets will likely be shared with
industry as appropriate
Fault Location
Automated Metering
Business Benefits Repository
Demo Centers
Advanced collaboration tools enable members to
present and share their expertise
- Smart Grid Maturity Model already made available to industry
8
Maturity levels / modenhedsniveauer
Level 5:
Innovating –
Next wave of
improvements
p
New business, operational, environmental and
societal opportunities present themselves, and the
capability exists to take advantage of them.
Level 4:
Optimizing –
Enterprise
Wide
IUN functionality and benefits realized.
Management and operational systems rely on and
take full advantage of observability and integrated
control across and between enterprise functions.
Level 3:
Integrating –
Cross
Functional
IUN spreads. Operational linkages established
between two or more functional areas.
Management ensures decisions span functional
interests, resulting in cross functional benefits.
Perpetual Innovation
Self-healing operations
Autonomic business
Innovators
Transformation
Real time corrections
Broad reuse
Victors
Systemization
Repeatable practices
Shared information
Cross LOB Champions
Level 2:
Functional
investing
Making decisions
decisions, at least at functional level
level.
Business cases in place, investments being made.
One or more functional deployments under way
with value being realized. Strategy in place.
Strategy
gy
Level 1:
Exploring and
Initiating
Contemplating IUN transformation. May have
vision, but no strategy yet. Exploring options.
Likely evaluating business cases and technologies.
Might have elements already deployed.
Vision
© Copyright APQC 2008. All Rights Reserved
9
Proof of Concepts
Missionaries
Experiments
Prophets, Heroes
Domæner og niveauer udgør tilsammen 'the Maturity Model'
Black text = Requirements
The Smart
Th
S
t Grid
G id
Maturity Model
5
Innovating
Next Wave
Improvements
4
Optimizing
Enterprise
Wide
3
Integrating
Cross
Functional
2
Functional
Investing
1
Exploring
and
Initiating
Blue text = Descriptive characteristics or desired traits
Strategy,
Management
& Regulatory
R
l
Organization &
Technology
Structure
Grid
Societal &
p
Environmental Operations
- Overall strategy expanded due to SG
capabilities
- Optimized rate design/regulatory policy
(most beneficial regulatory treatment for
investments made)
- New business model opportunities
present themselves and are implemented
- Collaboratively engage all stakeholders
in all aspects of transformed business
- Organizational changes support new
ventures and services that emerge
- Entrepreneurial mind set, Culture of
innovation
- Autonomic computing, machine
learning
- Pervasive use and leadership on
standards
- Leader and influence in conferences
and industry groups, etc…
- Leading edge grid stability systems
- Actualize the "triple bottom line“(financial, environmental and societal)
- Customers enabled to manage their
own usage (e.g. tools and self-adaptive
networks)
- Tailored analytics and advice to
customers
- Managing distributed generation
- SG drives strategy and influences
corporate direction
- SG is a core competency
- External stakeholders share in strategy
- Willing to invest and divest, or engage in
JV and IP sharing to execute strategy
- Now enabled for enhanced mkt driven or
innovative regulatory funding schemes
- Integrated systems and control drive
organizational transformation
- End to end grid observability allows
organizational leverage by stakeholders
- Organization flattens
- Significant restructuring likely occurs
now (tuning to leverage new SG
capabilities and processes)
- Data flows end to end (e.g. customer
to generation)
- Enterprise business processes
optimized with strategic IT architecture
- Real world aware systems - complex
event processing, monitoring and control
- Predictive modeling and near real-time
simulation, analytics drives optimization
- Enterprise-wide security implemented
- Collaboration with external stakeholders
- Environmentally driven investments
(aligned with SG strategy)
- Environmental scorecard/reporting
- Programs to shave peak demand
- Ability to scale DG units
- Available active mgmt. of end user
energy uses and devices
- Completed SG strategy and business
case incorporated into corp. strategy
governance model deployed
p y
- SG g
- SG Leader(s) (with authority) ensure
cross LOB application of SG
- Mandate/consensus with regulators to
make and fund SG investments
- Corp. strategy expanded to leverage
new SG enabled services or offerings
- SG is driver for org. change (addressing
aging workforce, culture issues, etc.)
- SG measures on balanced scorecard
- Performance and compensation linked
to SG success
- Consistent SG leadership cross LOBs
- Org. is adopting a matrix or overlay
structure
- Culture of collaboration and integration
- SG impacted business processes
aligned with IT architecture across LOBs
g
- Common architectural framework e.g.
standards, common data models, etc.
- Use of advanced intelligence/analytics
- Advanced sensor plan (e.g. PMUs)
- Implementing SG technology to
improve cross LOB performance
- Data comms. detailed strategy/tactics
- Active programs to address issue
- Segmented & tailored information for
customers – including
g environmental and
social benefits
- Programs to encourage off-peak usage
- Integrated reporting of sustainability and
impact
- Synthesize triple bottom line view
across LOBs
- Integrated vision & acknowledgement
- Initial strategy / business plan approved
- Initial alignment of investments to vision
- Distinct SG set-aside
set aside funding / budget
- Collaboration with regulators and
stakeholders
- Commitment to proof of concepts
- Identify initial SG leader
- New vision influences change
- Organizing more around operational
end-to-end processes (e.g. breaking silos)
- Matrix teams for p
planning
g and design
g of
SG initiatives across LOBs
- Evaluating performance and
compensation for Smart Grid
- Tactical IT investments aligned to
strategic IT architecture within a LOB
- Common selection process applied
- Common architectural vision and
commitment to standards across LOBs
- Conceptual data comms. strategy
- IED connectivity and business pilots
- Implementing information security
- Developing first SG vision
- Support for experimentation
- Informal discussion with regulators
- Funding likely out of existing budget
- Articulated need to change
- Executive commitment to change
- Culture of individual initiatives and
discoveries
- Knowledge growing; possibly
compartmentalized (i.e. in silos)
- Exploring strategic IT arch. for SG
- Change control process for IT for SG
- Identifying uses of technology to
improve functional performance
- Developing processes to evaluate
technologies for SG
Work & Asset
Management
g
Customer
Management
g
& Experience
Value Chain
Integration
- Grid employs self-healing capabilities
- Automated grid decisions system wide
(applying proven analytic based controls)
- Ubiquitous system wide dynamic control
- Optimizing the use of assets between
and across supply chain participants
- Just in time retirement of assets
- Enterprise-wide abstract representation
of assets for investment decisions
- Customer management of their end to
end energy supply and usage level
- Outage detection at residence/device
- Plug-n-play customer based generation
- Near real-time data on customer usage
- Consumption level by device available
- Mobility and CO2 programs
- Coordinated energy management and
generation throughout the supply chain
- Coordinated control of entire energy
assets
- Dispatchable recourses are available for
increasingly granular market options
(e.g. LMP – Locational Marginal Pricing)
- Integration into enterprise processes
- Dynamic grid management
- Tactical forecasts based on real data
- Information available across enterprise
through end-to-end observability
- Automated decision making within
protection schemes (leveraging increased
analytics capabilities and context)
- Enterprise view of assets: location,
status, interrelationships, connectivity and
proximity
- Asset models reality based (real data)
- Optimization across fleet of assets
- CBM and predictive management on
key components
- Efficient inventory management utilizing
real asset status and modeling
- Usage analysis within pricing programs
- Circuit level outage detection/notification
- Net billing programs in the home
- Automated response to pricing signals
- Common customer experience
integrated across all channels
- Recent customer usage data (e.g. daily)
- Behavior modeling augments customer
segmentation
- Energy resources dispatchable/tradable,
utility realizes gain from ancillary services
(e.g. power on demand)
- Portfolio optimization modeling
expanded for new resources and real
time markets.
- Ability to communicate with HAN (Home
Area Network), incl. visibility and control
of customer large demand appliances
- Sharing data across functions/systems
- Implementing control analytics to
support decisions & system calculations
- Move from estimation to fact-based
planning
- The customer meter becomes an
essential grid management “sensor”
- New process being defined due to
increased automation and observability
- Component performance and trend
y
analysis
- Developing CBM (Condition Based
Mgmt.) on key components
-Integrating RAM to asset mgmt, mobile
work force and work order creation
- Tracking inventory, source to utilization
- Modeling asset investments for key
components based on SG data
- High degree customer segmentation
Two-way
way meter
meter, remote disconnect &
- Two
connect, and remote load control
- Outage detection at substation
- Customer participation in DR enabled
- New interactive products/services
- Predictive customer experience
- Integrated resource plan includes new
targeted resources and technologies (e.g.
DR DG
DR,
DG, volt/VAR)
l /VAR)
- Enabling market and consumption
information for use by customer energy
mgmt systems
- New resources available as substitute
for market products to meet reliability
objectives
- Established energy efficiency programs
for customers
- “Triple bottom line" view – (financial,
environmental and societal)
- Environmental proof of concepts
underway
- Consumption information provided to
customers
- Initial distribution to sub-station
automation projects
- Implementing advanced outage
restoration schemes
- Piloting remote monitoring on key assets
(RAM) for manual decision making
- Expanding and investing in extended
communications networks
- Developing mobile workforce strategy
- Approach for tracking, inventory and
event history of assets under
development
- Developing an integrated view of GIS
and RAM with location, status and nodal
interconnectivity
- Piloting AMI/AMR
- Modeling of reliability issues to drive
investments for improvements
- Piloted remote disconnect/connect
- More frequent customer usage data
- Assessing impact of new services and
delivery processes (e.g. HAN)
- Introducing support for home energy
management systems
- Redefine value chain to include entire
eco-system (RTOs, customers, suppliers)
- Pilot investments to support utilization of
a diverse resource portfolio
- Programs to promote customer DG
- Awareness of issues and utility’s role in
addressing the issues
- Environmental compliance
- Initiating conservation, efficiency,
“green”
- Renewables program
- Exploring new sensors, switches,
comms. devices and technologies
- Proof of concepts / component testing
- Exploring outage & distribution mgmt.
linked to sub-station automation
- Building business case at functional
level
- Safety & physical security
- Conducting value analysis for new
systems
- Exploring RAM (Remote Asset
Monitoring), beyond SCADA
- Exploring proactive/predictive asset
maintenance
- Exploring using spatial view of assets
- Research on how to reshape the
customer experience through SG
- Broad customer segmentation (e.g.
geography, income)
- Load management in place for C&I
- Reactive customer experience
- Identified assets and programs within
value chain to facilitate load management
programs
- Identified distributed generation sources
and existing capabilities to support
- Develop strategy for diverse resource
portfolio
Includes: Vision, strategic
Strategy,
planning, decision making, strategy
Communications, culture,
Management
a age
e t & executionIncludes:
Organization
and discipline
discipline,
structure Includes: Information, engineering,
regulatory, investment
process
Regulatory Technology
integration
of information
and
Includes:
Conservation
and green
Societal and
technology,
standards,
initiatives,
sustainability,
economics
Includes:
Advanced
grid
Gridoperational
Environmental
and
business
analytics
tools
and
ability
to
integrate
alternative
Includes:
Optimizing
observability
&
advanced
grid the assets
The mission, vision, strategy,
and Asset
Work and
Operations
and
distributed
energy
and
l and
d
t l quality
litd resources
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dIncludes:
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theManagement
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Grid
can
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ability options
theinorganizational
structure
must
Includes:
Enabling demand and
Value
Chain
A cohesive
technology
strategy
through a
successful
Smart
Grid
advancedsupply
services
and
visibilitydistributed
into
and
Experience
for
a
utility,
and
society,
to
make
promote and
reward
cross
management,
must connect andAsupport
the foundation of intelligent
solid
core
Integration
transformation.
utilization
quality,
and
performance
and take
functional planningchoices
and design
and advantage of
generation, load management,
innumerable data sources
and
Operating
maintaining assets
grid components
andand
operational
energy
alternatives
and
efficiencies
efficiencies,
operations
operations,
but
still
allow
for
leveraging market opportunities
users, that
th t make
k up
a
Smart
S
t
Grid,
G
id
based
on
up to and
date, fact based
design,
using
technology
regarding
both
production
and
empowered
decision
making.
today and into the automation
future.
performance
data,
enabling
fused Through
with enterprise
Smart
Grid,the
the customer
consumption.
from
preventative
and
processesevolution
becomes
a
holistic
Smart
becomes Extending
empowered
to make their
automation
beyond
reactiveown
to predictive
and self their use
Grid.
choices
regarding
traditional boundaries, and across
healing and
for more
use of
cost efficient
of
energy
theenergy.
entire value chain, opens
resources.
opportunities for innovation and
efficiencies.
Score inden for hvert domæne plottes ind
- Eksempel
p
Black text = Requirements
The Smart
Th
S
t Grid
G id
Maturity Model
5
Innovating
Next Wave
Improvements
4
Optimizing
Enterprise
Wide
3
Integrating
Cross
Functional
2
Functional
Investing
1
Exploring
and
Initiating
Blue text = Descriptive characteristics or desired traits
Strategy,
Management
& Regulatory
R
l
Organization &
Technology
Structure
Grid
Societal &
p
capabilities
investments made)
innovation
learning
standards
networks)
customers
corporate direction
to generation)
governance model deployed
p y
- SG g
to SG success
structure
g
g environmental and
customers – including
social benefits
impact
across LOBs
- Integrated vision & acknowledgement
- Distinct SG set-aside
set aside funding / budget
stakeholders
- Matrix teams for p
planning
g and design
g of
discoveries
improve functional performance
technologies for SG
Current Score
Work & Asset
g
Management
Customer
Management
g
& Experience
Value Chain
Integration
assets
proximity
key components
segmentation
time markets.
planning
y
analysis
- Two
Two-way
way meter
meter, remote disconnect &
DR DG
DR,
DG, volt/VAR)
l /VAR)
mgmt systems
objectives
for customers
underway
customers
automation projects
restoration schemes
development
interconnectivity
- Piloting AMI/AMR
management systems
- Initiating conservation, efficiency,
“green”
linked to sub-station automation
level
systems
- Exploring proactive/predictive asset
maintenance
geography, income)
- Load management in place for C&I
programs
portfolio
… og hvordan stemmer det med vores egen fornemmelse ?
9 Fleste aktiviteter ikke nødvendigvis i overensstemmelse med vision
9 Fleste aktiviteter isoleret inden for ét forretningsområde
9 Initiativer drives ofte af 'prophets & missionaires'
9 I nogle domæner ingen incitamenter til forbedring
9 Kun svag kobling mellem kundebehov og initiativer – udover leveringssikkerhed
12
SmartGrid Maturity
y Model
- Hvordan udvikler man sit selskab til opgaven ?
Nogle bemærkninger om niveauer …
Ikke alle behøver – eller
ønsker – at gå til niveau 5
Aspekterne i niveau 5 ændrer
sig sandsynligvis over tid
5 Innovating
4 Optimizing
Niveau 2
Mål
Kan være
e en enkelt
end-to-en
nd funktion
(f.eks. AM
MM)
1 Exploring
1 Exploring
0 Traditional
H d er JJeres S
Hvad
Smartt G
Grid
id mål
ål
… det idéelle slutstadie
14
Funktionel integrattion på
tværs af
a organisatiionen
kunne være
v
ultima
ativt mål
2 Investing
Niveau 3 Mål
Typisk profil i
branchen i
dag
Muligv
vis overstige
er omkostninger
eller risiko gevins
sten ved at gå
g til
næste
e niveau
3 Integrating
Niveau 4 Mål
Én mulig
fremtidig
profil
Hvordan udvikler man sit selskab til opgaven ?
Trin 1 – vælg
g de mest relevante domæner
Strategy,
Management
& Regulatory
Organization
Technology
• Fælles SG Vision
Societal and
Grid
Work and
Asset
Management
Customer
Value Chain
Management
& Experience Integration
• Dialog med branche
og myndigheder
• Større
St
udbredelse
db d l aff
automatisering
• Kundernes
K d
iinteresser
t
– og udbytte?
• Bedre støtteværktøjer
• Ledelsesansvar for
SG initiativer
• DSM for kunder,, elbiler
& produktionsenheder
• Behov for enkle
løsninger!
• Fastholde - vigtig
g
forudsætning
• Følger efter
Strategy & Mgmt
• Middel
– ikke mål
• I dag ingen
incitamenter
15
• Interessant men
begrænset pga.
lovgivning
Trin 2 – udforsk hvad det kræver
Ønske
Nuværende
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F.eks. Niveau 3, domæne 'Organization':
"B:
B: Indgår SmartGrid initiativer i ledelsesopfølgningen (f.eks.
(f eks Balanced Score card)?"
card)?
16
Trin 3 – match kravene med ambitionerne - eksempel
p ((3 – 5 års horisont))
Current Score
The Smart Grid
Maturity Model
5
Innovating
Next Wave
I
Improvements
t
4
Optimizing
Enterprise
Wide
3
Integrating
Cross
Functional
2
Functional
Investing
1
Exploring
and
Initiating
Strategy,
gy,
Management
& Regulatory
Organization &
Technology
Structure
Grid
Societal &
capabilities
investments made)
innovation
learning
standards
networks)
customers
t
corporate direction
to generation)
- SG governance model deployed
to SG success
structure
customers – including environmental and
social benefits
impact
across LOBs
- Integrated
g
vision & acknowledgement
g
- Distinct SG set-aside funding / budget
stakeholders
g
- Matrix teams for planning and design of
g
discoveries
i
improve
ffunctional
ti
l performance
f
technologies for SG
Work & Asset
Management
Aspiration
Customer
Management
& Experience
Value Chain
Integration
assets
proximity
key components
segmentation
g
time markets.
planning
analysis
- Two-way meter, remote disconnect &
DR, DG, volt/VAR)
mgmt systems
objectives
for customers
underway
customers
sub station
automation projects
restoration schemes
development
interconnectivity
- Piloting AMI/AMR
management systems
- Initiating
I iti ti conservation,
ti
efficiency,
ffi i
“green”
linked to sub-station
sub station automation
level
systems
- Exploring
E l i proactive/predictive
ti / di ti assett
maintenance
geography, income)
- Load
L d managementt iin place
l
ffor C&I
programs
portfolio
?
17
Hvordan har vi brugt the Maturity Model strategisk – indtil nu ?
Til at skabe et fælles billede af the SmartGrid forløbet
Til at kommunikere vores SmartGrid vision, internt og eksternt
Som strategisk beslutningsværktøj
Til at tilpasse eller supplere nuværende strategier
Til at tilrette forretningsmæssige mål og investeringer
I planlægningen af teknologisk og organisatorisk parathed
Til benchmarking og læring af andre
18
Hvordan har vi brugt the Maturity Model taktisk – indtil nu ?
Til at udvikle et SmartGrid roadmap
Til at lave en kommunikationsplan for SmartGrid aktiviteter, internt og eksternt
Til at måle nuværende projekter og projektmuligheder
Som beslutningsværktøj
Til at udvikle business cases og investeringsplaner
Til at opstille en konkret plan for at flytte sig fra ét niveau til et andet
I målingen af fremdrift
Til at vurdere krav til organisation og kompetencer
19
SGMM Contact Information
For overall questions about the model, its development, content, and data collection from APQC:
Jeff Varney
Program Director, Energy and Utilities Initiatives, APQC
jvarney@apqc org
[email protected]
1 512 670-1939
If you want to participate by completing the survey and getting your reports from APQC:
Rebecca Thibodeaux
Smart Grid Survey Support, APQC
[email protected]
1 713-685-725
For advice on taking action based upon model results, understanding the model or taking the survey, or
opportunities from IBM:
Cary Harmon,
IBM Global Business Services, Associate Partner, Strategy & Change
[email protected]
h
@ ib
1 703-568-1252
For questions about stewardship, the model, its development, content, plans, intent or any other issues,
from IBM:
Ray Jones,
IBM, Energy & Utilities, Maturity Model Program Executive
[email protected]
1 877-244-1086
© Copyright APQC 2008.
All Rights Reserved
20
Hvordan kommer vi videre med SmartGrid ?
State estimation i distributionsnettet
GHO03 - 543
- Belastning
g af linier og
g transformere
GHO03 - 5484
0%
2860
GHO03 - 1049
2306
47 %
49 %
GHO04
2%
4805
2497
35 %
16 %
71
6%
3197
1356
531731
%
34 %
6160
1179 32 %
24 %
40 %
53 %
6109
395
1%
393205
%
18 %
1736
4937
16 %
14
% 2891
228
8%
5113
3 % 2243
4%
GHO05 - 5573
1
19 %
1885
8%
4990
HOL17 - 3994
- Belastning
g af linier og
g transformere
GHO03 - 5484
0 MW
2860
GHO03 - 1049
2306
1,457 MW
GHO04
0,026 MW
4805
2497
71
1,212 MW
0,551 MW
1,395 MW
0,405 MW
3197
1356
1,572
1731MW
1,945 MW
6160
1179 1,825 MW
0,341 MW
2,356 MW
1,595 MW
6109
395
0,046 MW
3205MW
2,272
0,533 MW
1736
4937
0,478 MW
2891
0,426
228 MW
0 23 MW0,0842243
0,23
5113
MW
0,14 MW
GHO05 - 5573
1
0,268 MW
1885
0,113 MW
4990
HOL17 - 3994
Komplet netmodel hver 10 minutter
… linier,, stationer,, belastninger
g og
g produktion
p
Station 6160
Discos målinger
State Estimator resultat
Skabelonbelastninger
og fjernaflæste målere
Lokale
kraftvarmeenheder
Snapshot 17. October 2008 08:00
- Spændingsprofil,
p
g p
, fordeling
g af belastning
g og
g produktion
p
- Belastningshistorik
g
El-biler som lager for vindkraft
- SmartPIT er nøglen
øg
til aktuel kapacitet
p
i distributionsnettet
Dynamisk
belastningsgrænse
Kontinuert
belastningsgrænse
Kapacitet
K
it t ved
d
ukontrolleret opladning
Kapacitet ved
'intelligent' opladning
Eksempler på andre projekter - på vejen til fremtidens elsystem
Dynamisk netdrift
Mål
Optimal brug af nettet med dynamiske lastgrænser
og fuldt overblik over loadflow, strømme og spændinger
Opgaver Fuldt bestemt net i realtid, målinger, termiske modeller
Prognoseværktøjer & operatørstøtte
Demand Response & Mål
integration af elbiler
Bedre udnyttelse af vedvarende energi
og det øvrige produktionssystem og net
Opgaver System tjenester, for eksempel Vehicle-to-Grid
Prognoseværktøjer, kommunikation, styring & afregning !
AMI
Fault anticipation
Mål
At udvikle elmåleren fra mål til middel
Opgaver
Review af funktionsomfang & kommunikationsløsning
Dataintegration henover selskab og branche, 'Data Marts'
Mål
Identificere høj-risiko komponenter
Opdage tendenser, målrette vedligehold og reinvesteringer
Opgaver
Statistisk modellering
Større datagrundlag, herunder udnyttelse af driftdata
Screening programmer, forebyggelse
!
Fælles udfordringer ?
Fordele
p
på tværs af
selskaber og
områder
'Gateway' til
kunderne
Udbrede
timemarked
Integration af el
biler
el-biler
udover netområdet
Ens grænseflader
overfor Energinet.dk
Demand response,
celleprojekter
EU-anbefalinger,
andre initiativer
29
Bedre udnytte
vedvarende
energi
Bedre udnytte
produktionssystem
og net