Network Planning for SmartGrid Communication

There are a number of factors that drive the plans and programs of a SmartGrid implementation; these include:

• Economic Pressures,
• Cyber Security,
• Overall System Reliability,
• Energy Efficiency, and
• Customer Participation

However, one can argue that none of these factors is more important to overall success than the manner in which an electric utility incorporates communications into its Smart Grid plans.

Developing a “SmartGrid” Communications Road Map

The effective integration of the various smartgrid applications requires an overall strategy and plan that addresses the following:

• Desired Function and Value: Recognizing that most electric utilities have a hybrid of equipment and technologies already on their grids that require specific separate proprietary networks that, by their basic nature cannot communicate with each other, the focus needs to shift beyond the current technology and needs, to short- and long-term requirements and the anticipated value to be derived in satisfying these requirements.
• Strategic View: Since effective communications planning is the backbone of SmartGrid, each electric utility should look at its enterprise from a holistic viewpoint, accounting for its existing resources (finances and personnel), required applications and security requirements. In order to cut redundant capabilities, control spending and maximize the benefits normally attributed to SmartGrid, the traditional silo approaches of the past need to be purged, and a strategy focused on an integrated network, centralized management and security, maximizing deployment of common equipment, and ensuring the proper amount of redundancy across the system.
• Composition of Implementation Team: In order to achieve the aforementioned criteria (i.e. remain focused on function and value within a predefined strategy), an implementation team consisting of representatives from all internal departments responsible for communications (and varying levels of employees ranging from technicians to engineers and mid-level executives) should be assembled to ensure all perspectives are represented, but that the “final” solution does not reflect seemingly sporadic or incremental approaches. In addition to possessing the requisite knowledge to add value to the development of this road map, the members of this team (including outside consultants) need to be committed to an enterprise-wide solution (i.e. take a corporate view) and understand to importance of favoring an end-to-end system solution over a specific product offering. The best implementation teams tend to:
  • Build on current utility assets (enhancing their value and minimizing incremental increases in operating costs).
  • Reflect a focus on capabilities of applications and their intended uses with rigorous cost-benefit analysis to support improved investment decisions.
  • Establish credible expectations regarding anticipated value and estimated costs.