ISGF Advanced Distribution

R-APDRP STUDY REPORT - ADDENDUM

ISGF ADVANCED DISTRIBUTION

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R-APDRP STUDY REPORT - ADDENDUM

Introduction
This addendum is to provide clarifications to some of the points raised by stake holders after
submission of the R-APDRP Study Report to the Ministry of Power.

1. Readiness of Stakeholders
The overall opinion is that the utilities, consultants and especially the implementation agencies
were not ready to implement R-APDRP in terms of manpower capacity and domain knowledge.
While utilities lacked IT knowledge and IT savvy manpower, most ITIAs and ITCs had very poor
knowledge of power distribution business.

“They did not know it was impossible, so they did it”

Nothing can capture the fait accompli of the electricity distribution companies (Discoms) that
are implementing the R-APDRP Part-A projects than the quote above! It is indeed the first of a
kind nation-wide IT implementation project in the world that covers 63 electricity distribution
utilities, xxxxxx employees and xxx million consumers, to be implemented in 18 months and all
packed in one contract per state.

Whilst all R-APDRP Part A IT projects have faced some challenges, the levels have varied from
some projects experiencing huge difficulties to some with negligible issues. It is widely recognised
that the biggest challenges facing are with the implementation of GIS and AMR/MDM/MDAS
and these were mainly due to the capacity of the utilities and implementing agencies and the
time frames permitted for completion of the project. The capacity issues can be attributed to
the mass deployment ‘big-bang’ strategy for the project, which seriously depleted the very
limited resources of the supply chain in the country.

When compared to similar projects globally, nowhere has such a large-scale project
implementation been attempted. Only as part of the post WWII reconstruction did Europe and
the US experience such an immense infrastructure development and since then most
technology upgrades have been as a result of privatisation or regulatory evolution and the
general need to improve profit through better performance. In addition, technology upgrades
have usually been single product focussed such as utility-wide SCADA or ERP implementation
and not full business process reengineering, IT, SCADA implementation and equipment upgrades
all in one go.

Considering the European Smart Meters initiative, the EU has allocated 7 years for implementing
approximately 300 millionmeters by 2018. For GIS, Europe and the US are in various stages of GIS
implementation according to their need. Some utilities are in a process of or have migrated from
traditional CAD based environments with graphical and alphanumerical data dispersed over
several files, towards a database-centric GIS are in a similar position to India - starting from

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scratch. Projects are however phased and they focus on integrating data where it exists already
or mapping new data when it doesn’t and then integration with all other business processes
from IT to SCAD and Workforce and Asset Management. Typically these projects take no less
than 3 years to implement and in the case of some of the ‘best’ mapped utilities these processes
have evolved over 2 decades.

Enterprise-wide billing systems and CRM normally take around 2 years to implement when
considering migration of all existing data as well as capturing new data and SCADA/DMS
implementation from concept to completion takes no less than 2 years.

Details of IT implementation at some of the Indian Utilities are given below:

DETAILS OF IT & AUTOMATION SYSTEMS IMPLEMENTED IN INDIAN UTILITIES

Tata Power BSES Rajadhani, New

NDPL Reliance Bombay
Systems/ Bombay Delhi
Applications
implemented
(485 Sq KM; 2.7 (750 Sq KM; 1.7 million (520 Sq KM; 1.2 (384 Sq KM; 2.3
lakh Customers) Customers) million Customers) million Customers)

July 2004 to June

2008 (60 months)
Completed in April 100*2mbps , 1 year (started
IT Infra: LAN,
1998; and 150*512Kbps , from 2003; main
WAN, Data 115 offices - 1 Year
upgraded many 105*128Kbps , data center in
Center
times 126Grid 2005, DR in 2011)
Locations*2mbps , 2
Data Centres

2005 – 2010
Indexing of 2.7 lakhs
2007 onwards; still 1.2 million
Customers and
going on. Assets consumer indexing
Asset mapping
Customer mapping up to DT – 2 years; 3.1 lakhs 2.3 million
completed in 26
Indexing and level is completed on poles, feeder pillar customers – 4 years
months (Feb 2010 to
Asset Mapping GIS; Consumer etc- 1 year; GIS- (April 2004 to
March 2012). GIS
on GIS indexing is done on SAP-FAR March 2008)
integration with
Oracle – yet to be integrated Asset
other enterprise
mapped on GIS. Management on
systems in progress.
GIS – 6 months

SAP based Billing

Home grown
system covering all
systems developed
consumers
SAP ISU/CCS – 2 since 2003; SAP
implemented in
Billing System years (July 2009 to ISU/CCS – 15 1 year
April 2001 to
May 2011) months
October 2003 (31
(completed in Feb
months); upgraded
2011)
to ISU/CCS in 2007.

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BSES Rajadhani, New

Tata Power Bombay NDPL Reliance Bombay
Delhi

CIS implemented in
Customer 2004 (5 months).
Information New CRM system Part of ISU/CCS Part of ISU/CCS 2 years
System/CRM under
implementation.

Mailing System - 5 months 2 months (2003) 1 year

Customer
4 months (2010) Nov-2009 2 months
Portal

For Industrial &

Commercial
consumers: 1500 5850 consumers, 1500 50,000 meters – 1 45,000 meters in 2
AMR
meters - 10 months Grid AMR – 2 years year years
(Nov 2010 to August
2011)

70 Grid points; old

Siemens system
implemented in
SCADA was 68 Grid points, 450 2002 (34 months)
implemented 10 42 Grid points – 2 FRTU, 450 FPI : was modernized
SCADA/DMS
years ago; DMS to years SCADA-3 Years, with ABB system in
start in 2012 DMS- 4 Years 2006 in 14 months;
DMS covering 846
11kV S/Stns under
progress since 2007

Energy
Accounting/A 3 months (in 2005) Ongoing 6 months -
uditing

27 months (includes
weather
Load
Not implemented 6 months 1 year forecasting
Forecasting
integrated load
forecasting)

Outage
Management Not implemented Not implemented 31 months 25 months
System

Mobile Crew
Planned for 2013-
Management Not implemented -­‐
2014
System

Distribution 4000 RMUs (C&I on

Not implemented Not implemented
Automation 450 RMUS): 2 years

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The above Discoms are much smaller than the average size (> 5 million consumers) of the 63
Discoms executing R-APDRP; and these ones being privately owned and located in Metros have
better access to resources – both their own and contracted. Still they have taken about a
decade to have implemented all the systems covered under R-APDRP.

However in some states the implementation was less of a challenge because they had realised
the importance of manpower capacity and a strong organisational structure, at the project
conception and immediately took action by carrying out a training and capacity building
needs assessment, devised a communication and awareness strategy plan and prepared a
DPR/applied for a loan under R-APDRP Part C accordingly. Also some ITIAs took the initiative (at
their cost) to carry out training and communication programmes themselves. All of this had a
positive impact on the project. The project timelines (18 months for implementation) was highly
ambitious – drawn out of total ignorance of what it takes to deliver such complex
transformational programs.

Coordination and responsibility have also been identified as challenges, however there have
also been extremely successful initiatives, which have taken place to manage these issues, such
as the formation of core teams at a Discom HQ and field levels and well-structured project
charters. These initiatives have been recognised as best practices and included in the revised
implementation strategy as discussed in the Study Report.

Whilst all parties have faced huge challenges to be where they are today, those challenges are
not foreseen to be any different to similar projects deployed on such a large scale. Having
learned from the past experience, the inclination now appears to be more towards
collaboration among all the parties to leverage the investments in built capacity and greater
understanding of the project processes and benefits.

All of these activities will require additional capacity in organisations whether in the form of
additional manpower or training.

In conclusion what has been attempted under R-APDRP is hugely ambitious but given the less
advanced starting point compared to utilities on a global scale, completely necessary in the
Indian context. What is critical now is ensuring that what has been done already is leveraged
and is made sustainable; which means: Discom-wide deployment of all IT systems and processes
for maintenance of analysis data and evolution to the next level of performance through smart
grids.

2. Implementation in states having more than 1 DisCom

Based on feedback from the field and to ‘pave the way’ for future private sector participation in
DisComs, whether in the form of managed contracts or franchises, it is recommended that
where there is more than 1 DisCom present in a state, that DisCom should have it’s own systems
and applications including data centre facilities. It is not necessary for there to be any additional
cost associated with such strategies as hosted services can provide an economical alternative.

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3. Organisational Structure: DisComs

The following diagram describes the recommended organisation to be formed at the utility
level. The project team(s) is to be governed by a management committee with the ultimate
responsibility lying with the chairman of that committee.

The diagrams below shows the project teams to be formed at central and field (town) levels:

The utility/project owner should form a multidisciplinary Core Team at the central and field
(town) levels. These teams shall consist of representatives from the various key areas (IT, GIS,
Engineering, Metering, Automation, HR, Finance, Quality etc.) to anchor the project in their
respective areas. The core team members report directly to the management committee and
ultimately the Managing Director of the utility.

The Study Report also refers to specific training and capacity building requirements for the
formation of such a team.

4. SRS and MTS

There is no suggestion in the Study Report that any software application should be changed.
However, In order to build on what has already been done, the Study Report does provide
recommendations on how some functionality could be enhanced and processes improved.

Regarding specifically the MTS, the Study Report provides some suggestions on what should be
amended, however based on feedback from experts since submission of the report to the MoP,
it is strongly recommended that further work is done in this area to make the distribution system
more advanced and the ISGF can provide experts to manage this task accordingly.

Should instances arrive where implemented software applications are not working properly, then
it is the responsibility of the ITIAs and SIAs to replace them with an alternative functioning solution.

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5. SCADA & Part B Implementation

One certainty is that all equipment specified under Part B should be SCADA ready and whilst it
has been requested that some DPRs are revised to suit it should be made compulsory that all
Part B DPRs meet this criteria.

To further support coordination, the Study Report recommends the following revised
implementation model:

6. Strengthening Capacity of Nodal Agency

Programme monitoring at a central level is a key aspect to ensure the success of the R-APRDP
program and these processes need to be strengthened to ensure smoother implementation and
resolution of issues and sharing of best practices. It is critical that the monitoring team has
specific DisCom and IT expertise.

The Study Report also recommends a monitoring methodology at a National Level to:

• Provide overall governance for the entire R-APRDP program at National Level.

• Ensure that the R-APRDP program guidelines are strictly adhered to by the utilities.

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• Provide sufficient guidance and support to the utilities to execute the R-APRDP projects
successfully.

• Promote best practices across the utilities.

It is recommended that the monitoring is managed by the Nodal Agency and that they form a
monitoring team with representation from:

1. MoP
2. Regulators
3. CEA for Standards
4. Utilities
5. ITIA/SIs
6. TPIEAs
7. OEMs

7. Part A additional requirements to deploy State-wide

1. Section offices will manage all new connections so will need access to all the necessary
data and applications therefore the scope needs to include for:
• Connectivity to Section Office: Secure link to Data Centre
• Hardware: computer, printer
2. All new meters to have communication modem so that they can immediately communicate
with IT and automation systems.
3. Contract conditions on how incumbent ITIAs should interact with incoming ITIAs for
management of GIS data/training/complaints etc.
4. Specific contract management training for DisComs to enable them to handle multiple
contracts.
5. An assessment of capacity of installed hardware to handle up-scaling and provision for any
required hardware upgrades. An assessment of licence capacities (no. users etc)/software
sizing and provision for any required upgrades.

8. R-APDRP upgrade for Smart Grids

In line with the smart grid roadmap envisioned by ISGF for India, the following items have been
included in the revised scope of the Study Report:

• SCADA DMS with an ‘enhanced’ Network Planning Tool.

The current SRS mentions the following for Network Planning and GIS:

o G.3.5 Network Management ([Link]. 116/584)

o (G.3.5.4) Abilities of Network Management: The application supports tracing
operations to perform complex network analysis functions within a utility network.
o (G.3.5.9) Network Analysis functionality: The ability to perform network analysis along
with the display of its result shall be supported.

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o (G.3.5.13) Export of network analysis product: The system allows the export of network
analysis product to third party modeling packages.

For various reasons this tool is not being embraced by the DisComs. As Network Planning will
become a critical element of planning for smart grids, it is suggested that there should be
more specific descriptions of the Network Planning requirements and more emphasis given
to this tool.

• Outage Management Systems (OMS):

o At the core of OMS is a detailed network model of the distribution system. GIS is
usually the source of this network model. By combining the locations of outage calls
from customers, a rules engine is used to infer the locations of outages.

o The outage calls are usually taken by the call centre utilising a customer information
system (CIS). Customers are typically linked to the transformer serving their premises .
It is important that every customer is linked to a device in the network model so that
accurate statistics are derived on each outage.

o More advanced Automatic Meter Reading (AMR) systems can provide outage
detection capability and thus serve as virtual calls indicating customers who are
without power, thereby obviating the need for the customer to call and report the
outage.

o Outage Management Systems are also commonly integrated with SCADA systems,
which can automatically report the operation of monitored circuit breakers; and also
with GIS to locate the outage on the GIS map.

• Condition Monitoring for DTs

• Integration with ERP (minimum HR & Finance)

• Substation Automation

• Integrated Volt/VAr Control

• AMI for all customers with loads >20 kW

Note: Where AMR or AMI is mentioned then MDMS (in addition to MDAS) is to be considered.

• Fiber connectivity for all substations 33kV and above (fiber network connecting 250K
Panchayats to be leveraged)

• Smart or Smart Ready Meters for all new connections

9. Database
SRS. ([Link].44/ 584) Sf.13: Central data storage:

Data shall be stored at central data centre. The Data acquisition server located at Sub division
will acquire the meter data and store in it’s own local database and upload to central
database at periodic interval as agreed between owner and bidder during implementation
stage.
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10. Conclusions
In conclusion it is reiterated that R-APDRP is a mission that is well timed and required for Discoms
in India. The timelines contemplated were highly ambitious. As explained in Section-1 above,
poor preparedness of all stakeholders resulted in under estimation of time as well as cost. The
projects are in various stages of progress and the utilities and implementation agencies may be
granted another 18-24 months for successful completion of the project and appropriate cost
escalation may be allowed. The payment terms in R-APDRP being back loaded all projects are
suffering from cash flows which is pushing implementation agencies to cut corners and to a
“somehow finish the project” mode which may not be in the interest of the utilities.

It is recommended to appoint a high power committee to examine the case for time extension
and cost escalation and make appropriate recommendations to GoI. This committee may
consist of members from:

1. Planning Commission
2. Dept of IT
3. NASSCOM/IEEMA
4. ISGTF/ISGF
5. IIT/IIM

The big bang project implementation efforts have now created massive capacity in the country
which could be leveraged for export of know-how and services which will have huge benefits
for the country in the coming years.

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