Mark PetersonSupervisor of Operations Engineering
TechAdvantageMarch 5, 2014
Ron SchmitzManager of Information Services
Agenda
Great River Energy OverviewBackground on SCADABackground on IT FunctionsAlignmentLessons LearnedConclusion
Great River Energy Overview
28 member cooperatives1.7 million people
4th largest G&T in the nation$3.7 billion total assets$2.8 billion total debt$921.2 million revenue
880+ employeesMN and ND
3,619 MW generation468 MW wind
4,600+ miles transmission
SCADA Functions
Drivers for SCADA Support
Data CenterChanges
2007
Metering and
SCADA IPConversion
2008
EMSReplacement
2008
BackupControl Center
2009
OrganizationalChanges
2011
IT Functions
Drivers for IT Support
IT DivisionCreated
2003
Data CenterChanges
2007
IPNetwork
2008
OrganizationalChanges
2011
2011 & Beyond: Time for Alignment
DataCenter
Changes
IPConversion
EMSReplacement Backup
ControlCenter
IT DivisionCreated
2003 2007
IPNetwork
2008
OrganizationalChanges
20112004 2005 2006 2009 2010
I T F U N C T I O N T I M E L I N E
O P E R A T I O N S F U N C T I O N T I M E L I N E
DataCenter
Changes
OrganizationalChanges
2003 2007 2008 20112004 2005 2006 2009 2010
START OFCONVERGENCE
ALIGNMENTOCCURREDAPPROX 4 YEARS
Incident responseCyber security
Before Alignment
Change managementDatabase supportServer supportStorage supportTelecommunications
Project engineeringApplication engineeringData management
RESPONSIBILITIES FOR SCADAIT DEPARTMENT
SYSTEM OPERATIONS
FIELD SERVICESEquipment deployment & support
Application supportSoftware development
Incident responseCyber security
Factors Driving Alignment
PEOPLEChanging Workforce
Factors Driving Alignment
TECHNOLOGYCommunications Convergence
Factors Driving Alignment
INFORMATIONEnterprise Availability of Data
Factors Driving Alignment
FINANCIALSReducing overall costs
Factors Driving Alignment
REGULATORYComplying with Increased Cyber Security Requirements
Actual GREComplianceSpecialist
Past Shortcomings
• Minimal standardization of configurations and technology
• Minimal change control for data or technology changes
• Minimal process documentation• Effort to hold onto the past
– New SCADA Vendor features were not incorporated.– Legacy displays still have masked issues.– Enhanced SCADA database tools not utilized.
Challenges
• Loss of control of the SCADA (perception)– EMS asset owned by Transmission
department
• Mistrust of IT in general (they’re taking over the world!)
• Legacy employees resistant to change– Prior internal department was hands-
on, IT more structured with job scope– Job functions changed, reduced
scope in some cases.
Overcoming Challenges
• Clearly defined roles and responsibilities
• Created trusting relationships– Deliver on commitments– IT leadership and staff need to
understand importance of energy management
• Gained understanding of functions– IT: system support, operational
procedures– OT: CIP, SCADA, 24/7 operation
Alignment Goals
• Better alignment with existing IT support functions– Service desk– System administration
• Formal on-call policy– Former structure relied on the person who lived in
town to address critical issues after hours.– Processes created for escalating issues
• Clearly defined roles– Staff can focus on their areas of expertise– Excitement for clean up and standardization
Incident responseCyber security
After Alignment
Change managementDatabase supportServer supportStorage supportTelecommunications
Project engineeringApplication engineeringData management
RESPONSIBILITIES FOR SCADAIT DEPARTMENT
SYSTEM OPERATIONS
FIELD SERVICESEquipment deployment & support
Application supportSoftware development
Incident responseCyber security
Another Example
Metering– IP connectivity drove change– Operator visibility of the electric system
increased– Meter callout/interrogation improved– Data management and reporting improved
Metering support is split the same as SCADA
Other Areas of Alignment
• Custom Applications• Distribution Automation• Load Management
Lessons Learned
1. TEAMWORK IS KEY– Projects– Support– Vendor management– Staff meetings
2. Make incremental changes3. Build trusting relationships4. Cohesive support for energy management,
metering, load management
Conclusion
Started IT/OT alignment with IP convergenceMultiple factors drove alignmentAddressed shortcomings and challengesImproved situational awarenessWill continue to grow and adapt …
TEAMWORK IS KEY!
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