CIGRE

576
IT Strategies for Asset

Management of Substations General Principles
Working Group
B3.06 TF05
April 2014
IT STRATEGIES FOR ASSET

MANAGEMENT OF SUBSTATIONS GENERAL PRINCIPLES
WG B3.06 TF05
Members
J. Smit, Convenor (NL), N. Barrera, Secretary (CH),
Alan Wilson (UK), Nicolaie L. Fantana (DE), Jan Bednarik (IRL), Ravish Mehairjan(NL), Paul Leemans
(BE), Iliana Portugues (UK), Paul Myrda (USA), Gerd Balzer (DE), Jan Bruinenberg (NL), Gilles
Buffire (FR), Paulino Aparicio (ES), Bente Bakka (NO), Hylco E. Hoekstra (NL), Serge Laederach,
TF05 convener (CH), Thomas Melkersson (SE), Arthur Mackrell (UK), Tatsuru Kobayashi (JP), Qikai
Zhuang(NL), Zhao Ma (UK), Ferenc Bodrogi (HU), Petr Spurn (CZ), Cawir Ginting (IDN), Dagmar
+
Kopejtkov (CZ), Ph. Wester (NL)
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reproduction of the publication for use other than personal and transfer to a third party; hence
circulation on any intranet or other company network is forbidden.
Disclaimer notice
CIGRE gives no warranty or assurance about the contents of this publication, nor does it accept
any responsibility, as to the accuracy or exhaustiveness of the information. All implied warranties
and conditions are excluded to the maximum extent permitted by law.
ISBN: 978-285-87327-15
IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES
ISBN: 978-285-87327-15
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IT STRATEGIES FOR ASSET MANAGEMENT

OF SUBSTATIONS - GENERAL PRINCIPLES
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Table of Contents
EXECUTIVE SUMMARY ........................................................................................... 7
INTRODUCTION ................................................................................................. 12
IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES13
Information strategy to support utility asset management .............................. 13
Decision making with regard to stakeholder oriented risk management ......... 14
Data management Intelligent hub ................................................................ 14
Survey on Practical Application of Asset Management Information Strategies . 15
Conclusions .................................................................................................... 16
INFORMATION STRATEGY TO SUPPORT UTILITY ASSET MANAGEMENT .............. 17
Asset Management Functional Model .............................................................. 18
Asset Management Processes ......................................................................... 19
Step 1: Determine/adjust vision and goals ................................................... 20
Step 2: Determine/adjust strategy and policy ............................................... 21
Step 3: Planning............................................................................................ 21
Step 4: Realisation ........................................................................................ 21
Decision Process ............................................................................................. 22
Risk/condition assessment ........................................................................... 23
Decision flow ................................................................................................ 23
Information Requirements .............................................................................. 25
Data Categories .............................................................................................. 26
Technical data category ................................................................................ 27
Economic data category ................................................................................ 27
Social data category ...................................................................................... 28
Information Pyramid ....................................................................................... 28
Front information systems data input layer.............................................. 29
Data warehouse data integration layer ....................................................... 29
Analysis tools data analysis layer ............................................................... 30
Decision support decision layer ................................................................. 30
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Conclusions .............................................................................................. 31
IMPLEMENTATION OF INFORMATION STRATEGY TO SUPPORT UTILITY ASSET MANAGEMENT
......................................................................................................................... 32
Decision making with regard to stakeholder oriented risk management ... 33
Stakeholder orientation .......................................................................... 33
Risk balancing using a scenario approach............................................... 34
The intelligent hub ................................................................................. 36
Asset oriented model .............................................................................. 37
Dimensional model ................................................................................. 39
Processing data ...................................................................................... 40
The architectural overview ...................................................................... 40
Conclusions and further outlook .............................................................. 42
IMPLEMENTATION OF INFORMATION STRATEGY TO SUPPORT UTILITY ASSET MANAGEMENT
- DECISION MAKING WITH REGARD TO STAKEHOLDER ORIENTED RISK MANAGEMENT
......................................................................................................................... 44
Decision making with regard to stakeholder oriented risk management ... 45
The decision process considering various scenarios ............................... 45
Requirements ........................................................................................... 50
Stakeholder Requirements ...................................................................... 50
Information requirements ....................................................................... 52
Key performance indicators (KPIs).......................................................... 55
Combining different KPIs (indexing) ...................................................... 57
Conclusion ............................................................................................... 58
SURVEY ON PRACTICAL APPLICATION OF ASSET MANAGEMENT INFORMATION STRATEGIES
......................................................................................................................... 59
Experiences .............................................................................................. 59
Access to data and conversion into information ....................................... 60
Software tools to support decision making ............................................... 60
Data Sources............................................................................................. 61
Recording of primary and secondary equipment ..................................... 62
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Outage, performance and failure data .................................................... 63

Maintenance and repair data................................................................... 64
Diagnosis and Monitoring data ............................................................... 65
Data collection and systems used ........................................................... 66
Data processing and data warehousing .................................................. 68
Systems in use ........................................................................................ 69
Data processing from source to data warehouse .................................... 71
Synchronizing of data ............................................................................. 71
Data quality and validation ..................................................................... 72
Data requirements .................................................................................. 72
Information requirements ....................................................................... 74
Scenario approach and risk balancing ....................................................... 75
Strategy, depending on the type of equipment ....................................... 77
Applied philosophy for maintenance strategy, depending on the type of equipment
............................................................................................................... 79
Use of risk assessment ........................................................................... 81
Decision and control ................................................................................. 82
Decision Policy based on IT support systems .......................................... 83
Economic criteria .................................................................................... 84
Technical criteria .................................................................................... 84
Social criteria .......................................................................................... 85
Risk criteria ............................................................................................ 86
Conclusion ............................................................................................... 87
FINAL CONCLUSIONS .......................................................................................... 88
REFERENCES ....................................................................................................... 92
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EXECUTIVE SUMMARY
Background of the Technical Brochure
The importance of establishing a well-considered information strategy within transmission

and distribution utilities as a basis for decision making was recognized early by CIGRE. In
the year 2000 the Joint Working Group (JWG) B3/C2-14/15 was requested to initiate the
work regarding information strategy. During the period following the commencement of
the JWG, utility organisational structures have changed immensely resulting from the
liberalisation and separation of independent market and system operators (hence the
coming into existence of the asset manager/ service provider business environment).
Therefore, the work of the JWG, which continued and was finalized by WG B3-06, has
concentrated on the information strategy as applicable in one of the separate functions of
a utility. This Technical Brochure (TB) describes an information strategy pertinent to the
asset management function with emphasis on substation asset management.
Introduction
According to CIGRE WG C1-01, asset management involves the centralisation of key

decision-making for the network business to maximise long term profits, whilst delivering
high service levels to customers, with acceptable and manageable risk. In this context, risk
management is seen as a mainstream regime to enable asset managers to translate
corporate business values and requirements into a comparable, measurable and
manageable dimension, namely Risk. Although the concepts of asset management have
existed for over twenty years, utility asset managers still need to settle for a less than ideal
condition regarding asset information to support risk-based decision making. This TB
shows that this is mainly due to the on-going strong focus on technical data and less on
economic and social data. Risk-based decision making, however, requires data in mixed
strategies and matching technical, economic and social requirements from a holistic point
of view. Succeeding in filling this gap is the first step in obtaining better decisions in the
field
of
asset
management.
The work of JWG B3/C2-14 followed by WG B3-06 instigates in filling the gap between
data management, through information strategies, and the link with risk based decision
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making. This TB establishes general principles for the information strategy for asset
management and in particular, for substation asset management.
Description of the TB
In chapter 1, a brief introduction is given of this TB describing the reason for initiating a
joint working group between the substation and system committees to consider the topic
Information Strategies from an asset management point of view. The contents of the
remaining chapters are explained as well as the contributions which were derived from
each subsequent chapter.
Chapter 2 starts with the hourglass model. A model which is described in this TB is as an
information strategy that, essentially, consists of two parts. These are:
The risk management in a business relevant environment: this helps in utilizing and
addressing the requirements on asset data
The data management: this supports the decision making process through
constructing a system to acquire, warehouse and transmit data.
The linkage of the above mentioned two parts is the critical connection. This connection,
named intelligent hub in this TB, aligns the translation of the information requirements
from the risk management side to the requirements understandable by the data
management side. In the remainder of the TB this conceptual hourglass model will be
used to describe the information strategy process.
With the goal to determine the status of current information strategy practices, an
international survey was carried out. The survey comprises 19 utilities from Europe, North
America, Middle East and Australia. The main results are highlighted in chapter 2, showing
that within utilities the focus of data management is more on the technical level and less
on economic and social data. While, a multi criteria decision making process needs
matching technical, economic and social data.
In chapter 3 the role of information strategy within asset management is defined. This
asset management regime is based on the generic asset management functional model,
which contains three domains, namely operation, maintenance and management. These
domains are used to structure the asset management decision process. Moreover,
decisions are supported by information in three categories, which are:
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the technical category, which specify the condition for individual component and
offers solution scenarios;
the economic category, which assesses the benefit of technical scenarios on

reliability;
the societal category, which assesses the benefit of technical scenarios on risks and
make the final decision.
The information pyramid is presented and describes a framework to realize the multilevel
and categorized information model, which can be used to support decision processes in a
stakeholder oriented risk management regime.
In chapter 4, a practical approach of implementing an asset management information
strategy was outlined using the hourglass model to explain the transition from risk
management into data management. The value of the different stakeholder groups are
used for the process of risk management, which is in line with stakeholders needs with
regard to the three earlier mentioned information categories. Furthermore, the intelligent
hub is utilized to explain methods and approaches to transform information requirements
into data requirements. This information process can be regarded as one of the most
important features for asset managers. In relation to the requirements of data, the
processing methods (data extraction from existing data bases), usually referred to data
warehousing, is described. The described information process has an iterative character
with a lead line coming from the business relevance instead of, nowadays still often
feasible, technical relevance.
An information strategy focussed on stakeholder oriented risk management is described in
chapter 3. In chapter 4 a data architecture design applicable for substation replacements is
given. Chapter 5 makes the link by describing an implementation of an information
strategy to support utility asset management. This chapter firstly expands the decision
making process of chapter 3 into a complete information flow model. The model
enumerates the available technical, economic and societal information source at
component, network and corporate level, respectively. Based on a set of simplified
scenarios of substation replacement, a detailed key performance indicator (KPI) dictionary
is given as a general guideline for further design of database and software.
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The content explained through chapters 3 till 5 is considered to be in advance of the

practice of todays utility companies. Hence, the necessity is to reveal the implementation
requirements of information strategies within utilities. For this purpose, as briefly
highlighted in chapter 2, the WG distributed an international survey in the year 2006/2007
to get more information about the applied asset strategies and their related data
management. The questionnaire, of which the detailed results are discussed in chapter 6,
was focused on elucidating the current experiences, practices, support of information
technology tools, and applied data management methodologies. In general, the results
indicate that a majority of utilities own a large volume of digital records regarding daily
operation and maintenance on a wide range of substations components. However, when it
comes down to data processing the focus is mainly on technical aspects. Consequently,
decisions on maintenance strategies are much better supported than those on
replacement.
In chapter 7 comprehensive final conclusions are drawn. Overall, the TB presents an
overview of the methodology used for defining IT-strategies for AM and generic guidelines
for initiating information strategies. In general, based on the study and survey of the WG,
the following conclusions are drawn:
The decision making process needs a holistic approach in the field of replacement,
renewal and maintenance strategies. The results indicate that mixed strategies are
common in most of the utilities, depending on the type of the components.
By following the hourglass model, which is described in this report, the right
information should be extracted from the huge amount of available data with the
focus to support asset management decisions.
The survey results indicate the remarkable need for enterprise resource planning
(ERP) systems in the utilities, with the purpose of integrating the existing raw, or
rather unprocessed data.
Accordingly, the hourglass model shows that there is a need to link information
requirements with data requirements. In order to obtain such a link, it is necessary
to have integrated data containing technical, economic, social information, and a
well-defined enterprise-wide data model.
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Technical data is found to stand supreme in comparison to economic and social data in
existing models at utilities. But then again, the decision making processes require data
models that describe data needed in mixed strategies, and match technical, economic and
social requirements from a holistic approach. Succeeding in closing this gap is a
prerequisite for obtaining superior decisions in the field of asset management.
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INTRODUCTION
The importance of asset management information strategies was recognized early in
CIGR. An initial working group was started as joint work between substation and systems
committees in the year 2000 to consider Information Strategies from the asset
management point of view. This work was then continued in WG B3-06 on Substation
management.
In a first step the asset management business, the decision process and the information
requirements have been analysed. The results of this work are published in a scoping
paper in Electra which is reproduced in Chapter 3.
In a second step the study went more into details. Stakeholder orientation and business
relevance were leading to a risk management approach which balances economic,
technical and societal aspects. Also important issues of work were the data management
to allocate and to share raw data and the intelligence to translate data into the necessary
information. A summary of this work has been published during the A3 & B3 joint
colloquium 2005 in Japan and it is reproduced in Chapter 4 [1].
Additional studies were done to consider in more detail the business relevance for risk
based asset management decision making process as well as for information requirements
and data modelling. The results of these studies are given in Chapter 5.
During the process it became clear, that the work should be followed by investigations into
the present status of application practice. These investigations focused on skills and tools
as applied in utilities. A survey was initiated with the task to report about practical
application of asset management information strategies. The survey results are presented
in Chapter 6.
The brochure closes with a conclusion and an outlook in Chapter 7.
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IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS GENERAL PRINCIPLES

Information strategy to support utility asset management
The information strategy is based upon a functional model. This model describes the
different accountabilities of the asset management function. A generic data model
illustrating the various items and categories of data is presented as well as information
architecture to support asset management decision making. It was concluded that all asset
management decisions should cover both technical and economic consequences of
decisions as well as the potential societal and strategic impacts. Models for the decision
processes, requirements and data categories show the complexity of the process.
As asset management is a synonym for risk management a model from risk to data
management (Fig. 1) is used. It recognizes the essential differences between: risk
management in a business relevant environment and data management support for the
decision making process. The model expresses the need to align the translation of data
into information according to the risk based decision process. This process takes into
account all relevant areas as social, technical and economic.
Following this hourglass model, setting a business point of view will be described in
Chapter 4.
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RISK MANAGEMENT
Information based
Business relevance
decision + control
scenario approach
+ risk balancing
informa on
requirements
Data based
Technical relevance
Intelligent hub
data
requirements
data processing +
warehousing
data system PQ
cost/ economic data
asset performance data
data sources
DATA MANAGEMENT
Figure 1: From risk to data management
Decision making with regard to stakeholder oriented risk

management
The key success factor for electricity supply in general and for an asset manager is to
satisfy all stakeholder requirements. As stakeholders' interests are different and possibly
conflicting the asset management decisions are always the result of a trade-off. A
sustainable asset management process has therefore to consider technical, economic as
well as social and environmental aspects and must find a balance between all stakeholder
values and requirements. Risk management is seen as one of the most important
instruments of asset management as it enables the asset manager to translate those
values and requirements into one comparable dimension: risk.
Data management Intelligent hub

In the data management part of the brochure the intelligent hub is described. It shows
methods and approaches to transform information requirement into data requirements.
This transformation process can be regarded as one of the most important features for
asset managers. Related to the data requirements data processing methods (data
warehousing) are described that provide data extraction from existing data bases. A
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description of the specific data sources for this data processing concludes the data
management chapters. It is emphasized that the described process has an iterative
character and it is mainly driven by the business relevance and not by the technical
relevance.
Survey on Practical Application of Asset Management Information

Strategies
The goal of the survey was to determine the status of current practices, how and which ITtools can support asset management and which methodologies are being used. The survey
comprises the results from 19 utilities from Europe, North America, Middle East and
Australia. The main results are highlighted in the following:
About integration: The decision making process in the field of replacement/renewal

and maintenance strategies needs a holistic approach. The results show that the
majority of the utilities use mixed strategies depending on the type of equipment.
Decisions are mostly based on both technical and economic criteria.
About data: Primary equipment is mostly stored in enterprise-wide databases, but

this is less common with secondary equipment. The information is mostly recorded
on asset level. Due to its importance failure, outage, performance and maintenance
data is recorded by most companies. In addition there is a high degree of recording
diagnosis (offline) data. Most of this data is still being collected by hand.
About IT-systems: Utilities have a remarkable need for enterprise resource planning
systems (ERP) and the integration of basic data. Integration of technical systems
(e.g. SCADA, GeoIS, EAM) and non-technical systems (e.g. CRM, ERP) are not
common in the branch. Asset management strategies identify the need for data
integration and results show that many utilities are only at the beginning of this
integration, starting to buy and to implement enterprise-wide systems and
introducing solutions such as data warehousing as an attempt to integrate data.
About modelling: The survey shows that enterprise-wide data models do exist.
Nevertheless the survey shows that data models from source systems are not
sufficient in the asset managers' need of a holistic modelling approach.
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Summing up, results show that existing models within the utilities themselves remain
strongly focus on technical data and less on economic data. Social data is only present in
some models. The decision-making process on the other hand requires data models
describing data in mixed strategies and matching technical, economic and social
requirements from a holistic point of view. Succeeding in filling this gap is the first step in
obtaining better asset management decisions.
Conclusions
Based on analysis of the total asset management process, the requirements of the different
stakeholders need to be considered. In this connection it makes sense to define various
key performance indicators (KPI) depending on defined scenarios and to perform a risk
assessment. This procedure requires a significant amount of data with suitable quality.
This data needs to be up to date, an appropriate data model should be used and
furthermore a master data set has to be maintained. Finally the survey provides an
overview of currently used strategies and information systems in the area of power supply
companies.
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INFORMATION STRATEGY TO SUPPORT UTILITY ASSET

MANAGEMENT
In 2000 the JWG B3/C2-14, covering the area of maintenance and reliability, was
requested to begin work regarding Information Strategy for utilities. A task force was
established based on a terms of reference document [2]. These terms mentioned the
extreme strategic importance of setting up a well-considered Information Strategy within
utilities as a basis for decision making in the application of Information Systems. The
Information Strategy should focus on how utilities hold and manage data and information
on their facilities. Decisions that may involve substantial investment in Information
Technology must be based on an analysis of the business processes of the utility and its
needs.
During the period following the initiation of the work mentioned above, liberalisation of
utility processes has continued and this has had a major influence on utilities
organisational structures. As such, a separation between independent market and system
operators and asset managers and service providers has been recognised. The separation
between these functions, even to the level of complete independent corporations, has
directed the work of the task force to concentrate on the Information Strategy as
applicable in one of the separated utilities functions. This paper describes an information
strategy applicable to the asset management function. Service provider functions will
generally focus on satisfying the information needs of the asset management function.
According to the Cigr Working Group C1-01 on Asset Management 3, with which
agreement this work is published, the asset management responsibilities of a transmission
or distribution business operating in an electricity market involves the centralisation of key
decision making for the network business to maximise long term profits, whilst delivering
high service levels to customers, with acceptable and manageable risks.
The asset managers processes should guarantee the satisfaction of the stakeholders (e.g.
customers, shareholders, employees, the assets owners, asset operators and the
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regulator), who will be benchmarking performance against other utilities 3, 4. The asset
managers function can thus be placed in context and further details are explained in
Chapter 3.
Asset Management Functional Model

Organisational differences and differing asset management philosophies and priorities
have resulted in significant disparity across different companies with respect to asset
management strategy and implementation.
This
diversity
makes
it
difficult
to
analyse
and
compare
asset
management
implementations and their relative efficiencies. Therefore, to support the understanding of

asset management implementations, a generic functional model for asset management,
illustrated in Fig. 2, as well as a description of the asset management accountabilities,
shown in Fig. 3, is given.
Figure 2: Functional model for asset management

The purpose of the functional model is to present a structured functional approach to the
asset management process. The accountabilities are described to form a basis for the
investigation of information requirements for particular units within a utility. Chapter 2.4
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explains the procedures and associated data/information requirements related to the main
asset management process steps:
Vision and goals,
Strategies, policies, standards,
Planning,
Implementation, realization.
Figure 3: Overview of accountabilities
Asset Management Processes

A comprehensive understanding of the asset management process is important in defining
data/information requirements and a consequent strategy. A model for asset management
processes was developed that reflects responsibilities regarding optimisation of decisions.
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The asset management function must be flexible enough to respond to the changing
demands and expectations of stakeholders, regulators/legislators and customers.
Accordingly, an iterative and evolving process must be defined as illustrated in Fig. 4. This
indicates where and how data and information relating to the process is used within each
of the main process steps.
Figure 4: Asset management process - main functional steps and data/information

requirements
Step 1: Determine/adjust vision and goals
Based on the requirements and objectives of the main stakeholders, regulators/legislators
and clients, the organisation determines its vision and goals. This is normally initially
achieved via a business plan, which is subsequently reviewed on an iterative basis.
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Adjustments are often made based on changing demands and feedback from the
organisations performance.
Step 2: Determine/adjust strategy and policy
The next step in the process is to determine the organisations strategy and policy. This is
based on environmental and regulatory scenarios. The use of scenarios will give the
necessary flexibility. Per scenario the expectations which are related to the different
aspects of the asset management function, are stated and answered by actions and
reactions; thus stating policies. The policies (e.g. investment in LV, MV or HV networks,
application of FACTS devices etc.) that facilitate the majority of scenarios (e.g.
(de)centralised generation) should be prioritised. Following on from strategy definition, it
is necessary to translate the strategy into planning and realisation directives.
Step 3: Planning
The planning step is normally concerned with the production of a detailed annual activity
plans. To accomplish this, a long term planning exercise (typically 5-7 years) is needed.
This plan is based upon forecasts (that take both load and non-load related issues into
account) with regard to maintaining system functionality. When problem areas are
identified, the asset management function must define one or more solutions (design,
building and/or maintenance) for each issue while maintaining a system-wide perspective.
The chosen resolutions form the basis of an annually-reviewed long-term plan (containing
estimates on start/end dates and costs). The forthcoming year of this plan is annually
extracted and forms the initial workload for the service provider(s) to the asset
management function.
Step 4: Realisation
The plan is executed in an ongoing fashion by the service provider on behalf of the asset
manager, who is responsible for monitoring and auditing the process. The results provide
the asset manager with essential knowledge for the future and are input to the long term
planning process.
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Decision Process
The asset management process as described in the previous section necessitates decision
support tools to choose the best option when presented with a number of alternative
options in a decision-making environment. This can effectively be viewed as a
continuously running decision process based upon technical, economic and social
information. Upon further analysis, this decision process can be seen as being comprised
of three separate levels, as illustrated in Fig. 5.
Figure 5: Asset management decision process

The asset information level consists of technical asset data/information and condition
assessment of components, bays, substations and networks. The financial information
level combines the economic and technical and risk data/information for these assets and
is mainly reliability-focused. The social information group applies the economic
data/information relating to the business; combined with social information, to make
decisions about risk which mainly have a corporate focus.
As a general approach to data/information processing, the decision-making process
proposed is directed at risk assessment:
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Risk/condition assessment
Based on the inputs the S3 (Safety, Social and System oriented) risks are evaluated.
Safety risks represent impact on personal and environmental safety.
Social risks represent impact on external bodies directly dealing with the company,
on the public and the environment, but also internal personal-related impacts
(change of work procedures, personnel reduction etc.).
System risks represent impact on technical parameters of the assets (system or

equipment reliability, operating conditions, risks of fatal failures etc.).
A framework for this S3 risk assessment is provided by external inputs, stating constraints
and basic conditions of system operation. The data analysed during the risk assessment
also includes financial data/information and asset data/information. Different scenarios
are obtained from the S3 risk assessment. By combination of these scenarios with outputs
from condition assessment and financial inputs the reliability of an asset can be controlled
with respect to adequate costs and sufficient levels of asset reliability. System risks related
to the particular level of asset reliability are also evaluated.
In this step technically/economically optimal management of the asset is obtained as a
result of reliability management. To make the process complete, the last two S (i.e. safety
and social) risks must be taken into account. On this level (Risk management), the overall
risk related to the final decision is evaluated and controlled. It concerns not only the
technical and financial aspects, but respects also the personal and environmental safety,
impact on external bodies, stakeholders demands and other social risks aspects as
described above.
Decision flow
The decision process as illustrated in Fig. 5 can be further explained by presenting it as a
decision flow diagram (Fig. 6). This details an overall view of the step by step decision
process. A detailed description of the different levels can be found in chapter 5.1.1.
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Level 1: Component (asset) level

The main task of the first level is the assessment of the condition of the equipment.
Condition assessment is provided based on technical asset data/information. As an output
of condition assessment the probabilities of assets expected behaviour modes are
obtained (probability of failure, expected life, system constrains etc.).
Figure 6: Asset management decision flow
Level 2: Network level

Combination of the scenarios technical data/information with relevant economic data
from underlying economic systems and the information on the grid will result in a
quantification of costs and benefits for each scenario. System risks related to the particular
level of asset reliability are evaluated.
Level 3: Corporate level

The costs and benefits of the scenarios are combined with the risks involved with each
scenario to reach the optimum decision regarding the external requirements (social
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information) with the best-managed risk. The social and economic data/information,
together with the reliability of the equipment inventory and network topology forms the
ingredients of the risks involved.
Information Requirements
Having analysed the asset management accountabilities and decision processes, the next
step is to extract the information required to support asset management decisions (Fig. 7).
Figure 7: Asset management information requirements

Asset management decisions applied in the processes described earlier employ different
levels of data processing, often provided by a plethora of existing IT systems. During the
last decade many commercially available IT tools have been developed. The available tools
may be grouped into three categories:
Enterprise Asset Management (EAM): Such tools are directed at asset data storage and
management, work flow management, monitoring & diagnostic systems, geographical
information systems.
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25
Enterprise Resource Programmes (ERP): These are directed at the support of business
process management, financial and spares control.
Asset Operation Systems: Directed at substation and network automation, customer

information systems, energy management systems.
High end and transactional information processing tools such as data warehouses and
expert systems are also available. These can provide support in the area of gathering and
processing data in order to provide decision support.
Data Categories
The changing market environment demands effective whole-of-life management of the
assets in order to optimise economic performance while ensuring that technical
performance and any risks associated with the assets are kept within acceptable limits.
Ultimately, asset managers will be judged on their ability to satisfy the needs of
stakeholders by minimising the necessary capital and operational expenses while
simultaneously managing environmental safety and quality (sustainability). This approach
necessitates having access to data and information relating to technical, economic and
social categories (Fig. 8).
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Figure 8: Data categories approach within asset management: event risk consequences
(example)
Technical data category
Data and information for decision support within asset management is dependent on
several asset-related parameters. Technical aspects cover condition assessment, aging
models, failure probability and its impact on the system, etc. However, data and
information relating to equipment inventory, new technology, network topology and
development, generation and demand levels, available spare parts, current maintenance
procedures, history of maintenance actions, history of failures, etc. are also covered by
this category.
Economic data category
Each technical data component should have associated financial data. Costs of condition
assessment
procedures
(and
tools)
and
life
cycle
costs
(investment,
operation,
maintenance and disposal) for equipment and spare parts are also contained within this
class of data/information. The costs related to a failure are dependent on the outage-
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27
related expenditure. Failures may result in major damage to network components and
their environment, which will lead to high maintenance and repair costs. The need for
economic data/information finds its origin in the requirements of operating a business.
For example, penalty costs from customer contracts, possible claims from customers,
costs associated with undelivered energy, damage to reputation/share price, etc.
Social data category
Risks are not only determined by economics. There are also social and environmental
aspects that must be considered, such as the impact on society of outages and failures.
Failure acceptability can be reflected as the degree to which a failure is acceptable from a
social perspective. The impact of failure depends on the criticality and number of
connections affected by a failure and is also dependent on the time taken to restore
supplies following a particular failure. The social impact of a utilitys policy is measurable
using two factors: public image and the perception of safety.
Information Pyramid
The practical implementation of IT tools to support the decision-making process is a
challenging problem as the final architecture of information systems can strongly influence
the processes and organisation of a utility.
A generic information processing architecture to support decision processes can be
identified. This is referred to as the Information Pyramid and is presented in Fig. 9. This
architecture allows open use of data together with high stability and a high degree of
integration. It reflects the descriptions of the decision-making processes (Chapter 2.3),
data categories and information requirements as described in this paper. Different levels
of the pyramid correspond to appropriate parts of the decision process.
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28
decision level
decision
decision input
data analysis level
analysis
analysis tools
security
consistency
continuity
ERP
data integra on
level
data models
data warehouse
EAM
assets
EOS
Masterplan
front
informa on
system
level
Figure 9: Information pyramid

Front information systems data input layer
The base of the pyramid is populated by various front information systems covering the
asset management accountabilities as presented in Fig. 3. Generally, this layer is a
compound of several different information systems. The interoperability and operational
quality of such systems strongly depend on the interfaces between particular systems. The
layer provides input data and information for the decision processes as described
previously. Data and information entering the asset related decision-making process can
be looked upon as being grouped into the three basic categories technical, economic and
social.
Data warehouse data integration layer
The next layer concerns data storage based upon tools for basic data integration. This
integration level ensures that the data in the system are unique; it allows the basic
verification of the data and also integrates multiple items of data and information to
facilitate use by functions requiring data from a diverse range of sources. Such structured
data-integration systems are commonly referred to as data warehouse systems.
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29
Characteristics of data warehouses include:

1. Enforcement of a consistent view of corporate information across all systems
concerned which facilitates explicit decision making.
2. Provision of historical data (this is useful as many transactional information systems
do not possess this functionality).
3. Presentation of a single transparent source for delivery of any available data with the
user remaining unaware of the complexity involved in achieving this function.
4. Facilitation of data quality assurance and control as shown in the quality loop of Fig.
9.
Referring to the decision process (Fig. 5), this layer allows organising, processing and
integration of data belonging to the three data categories. The data warehouse supports
the decision process level by ensuring quality, consistency and validity of data and
information.
Analysis tools data analysis layer
The decision process continues by using techniques such as condition assessment, S3 risk
assessment etc. (Chapter 2.3). For such analyses, aggregated values and global technical,
economic and social indicators are used. This use of data and information is the key tool
for the asset management process, as it delivers a basis upon which decisions are made.
Decision support decision layer
While commonly used analytical tools deliver general information about various business
areas based upon aggregation of measured values, other highly sophisticated decision
support tools are available and have been applied in a number of cases. Such tools may
combine the results of different analyses and data to deliver a result in the form of
decision recommendations. Therefore a specific category is assigned to this type of tool.
They are not yet commonly applied within power utility businesses.
Decision support should facilitate the final decisions to be made by the asset manager
through the provision of a list of ranked recommendations with explanatory information.
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30
The responsibility for the decision should always lie with a suitably qualified person the
user of the information system. It is therefore essential for the information delivered by
the system to be fully reliable, transparent and well understandable.
Conclusions
Sustainable asset management processes are directed at maintaining the functionality of
the system while respecting the (sometimes conflicting) expectations of the various
stakeholders. The information strategy should focus on how utilities hold and manage
data and information on their transmission and distribution plant and facilities. Based
upon the approach described in the paper, information technology should focus on the
provision of support for asset management decision-making processes. The task force
recommends the application of a layered methodology in order to organize the decision
process and application of specific IT tools to the different decision and control levels. This
focussing is necessary in order to minimise the costs involved in the design or purchase of
information systems.
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IMPLEMENTATION OF INFORMATION STRATEGY TO SUPPORT

UTILITY ASSET MANAGEMENT
As asset management is a synonym for risk management a model from risk to data
management Fig. 1 is used to format this brochure. It recognizes the essential differences
between:
a risk management approach in a business relevant environment; and
data management support for the decision making process.
The model expresses the need to align the translation of data into information according
to the risk based decision process and this process that takes into account all relevant
areas including social, technical and economic [2]. This chapter follows this hourglass
model; a business setting point of view will be described as well as further design of the
decision processes and data/information. The values of the different stakeholder groups
are used for the process of risk management. The process described will be in line with
stakeholders needs with regard to social, economic and technical values. In the data
management part a chapter intelligent hub will describe methods and approaches to
transform
information
requirement
into
data
requirements.
On
one
hand,
this
transformation process can be regarded as one of the most important features for asset
managers. On the other hand, it can assist data managers to construct the asset
databases. Related to the data requirements are data processing methods (data
warehousing) and these are described that realise data extraction from existing data
bases. A description of the specific data sources for this data processing finalizes the data
management chapters. It is emphasized that the described process has an iterative
character with a demand or lead line coming from the business relevance instead of,
nowadays still often feasible, the technical relevance.
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32

management
Stakeholder orientation
The context of an asset manager is quite complex. He has to satisfy requirements from
many different stakeholders. Fig. 10 shows the asset management context and the
different types of relevant stakeholders.
To satisfy all stakeholder requirements is of the highest priority and stakeholder
satisfaction is the key success factor for an optimal supply of electricity, which can be
regarded as a public service and a basic need for all customer groups.
The electricity market players generation, trading and sales, consumer, public and
environmental bodies as well as system operator, asset owner and service provider
should agree upon rules, quantification of service levels and payment and penalties.
Therefore the identification and quantification of the key indicators is necessary, and this
can be done by analysing the impact on the stakeholders. Most of the impact can be
expressed in monetary terms, for example: Direct costs or profits by means of additional
costs, losses, penalties, profits and indirect costs by means of costs of secondary defects,
losses through delays etc. Social and ecological impact as environmental loss, loss of
image, safety etc. can be difficult to quantify and to express in financial terms. They can
be measured by stakeholder satisfaction, e.g. a score card system. Transparency, an open
minded and honest attitude as well as respect and confidence are important factors to
increase satisfaction.
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33
Figure 10: Asset management context

Risk balancing using a scenario approach
Disturbances and planned outages have an impact on both the upstream and downstream
business processes of generation, transport, distribution and consumption. There may
also be an impact on individuals and in some cases on the environment. A sustainable
asset management process has therefore to consider technical, economic as well as social
and environmental aspects and must find a balance between all stakeholder values and
requirements, Fig.11. The responsibility is on a much higher level than just the substation
level or the system operation level. The characteristics of high-end asset management and
a good service level is the satisfaction of all stakeholders. However, the different
stakeholders often have different points of view and different expectations.
Nowadays, senior management faces a lack of well-prepared information, skills and
decision supporting tools. In some instances this may lead to polarized strategies, which
fail to satisfy the previously mentioned objectives of sustainability and overall stakeholder
satisfaction. Corrective measures, e.g. from regulatory or other bodies, become necessary.
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34
Risk management is seen as one of the most important instruments for asset
management. Considering the above mentioned aspects possible risks for all stakeholders
have to be identified and the impact has to be analysed.
Technical
Economic
Asset
Management
Process
Societal
Environment
al
Figure 11: Sustainable asset management process in which risk balancing of technical,
societal, economic and environmental aspects is of importance
Multiple scenarios can be found to demonstrate the influence performance at all three
levels: e.g. increasing or decreasing maintenance and inspection intervals, replacement or
refurbishment, changing the maintenance strategy. But also the combination of technical
information with relevant economic data and future system performance will result in
quantifiable benefits. Not exclusively to be expressed in economic terms but also in terms
of reliability. On the corporate level, balancing the cost and benefits of the scenarios with
the risk involved with each scenario will result in the strategic decision with the bestmanaged risk outcome. On this level, all stakeholders expectations can be taken into
account when they are formulated as business values, resulting in a set of performance
indicators to give expression to those expectations. The societal and economic
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35
information, together with the reliability of the equipment inventory and the system
performance form the ingredients of the risks involved. A balancing of the risks will lead to
the final decision.
The intelligent hub
From an information-oriented perspective, the risk management process can be thought
of as propagating in two directions.
The first direction is from the business risk/asset management strategy (i.e. high-level
decision-making processes) towards the data that is required to provide information for
decision making. In this top-down path the overall business objectives are leading to a
set of information requirements that can support decisions and can be considered as the
foundations of the risk management process. From these information requirements the
basic data requirements for the source systems can be derived. Those requirements also
include how and when data should be presented to the users and other processes. All
of these requirements influence data organization and architecture.
The second direction comes from the data sources towards the business risk/asset
management strategy. In this bottom-up path data is extracted from the operational
systems, transformed and stored in a data warehouse and finally presented as valuable
information, taking into account how and when the data should be used to support the
decision making in the risk management environment. The top-down path is the typical
view when designing the system and specifying the requirements. Sometimes there is a
misunderstanding that the information systems can deliver strategic recommendations by
themselves, which may lead to an underestimation of the necessary effort required in the
top-down part of the process. In fact, it is the top-down path of specification of
information requirements and key indicators resulting from the strategic goals, which form
the core know-how of the whole risk management process. The bottom-up path is then
used in day-to-day operations for translating data into information on the predefined
basis. This two way transition needs intelligent support provided by humans, software or
both. For further clarification this point is identified as the intelligent hub with the
structure and mechanisms proposed further in this chapter.
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Asset oriented model

An asset oriented data model forms the foundation of a system to support asset/risk
management. To position a component in the IT structure while maintaining a link to its
actual position within the system, such a model should take account of:
the hierarchical structure of equipment:

o enterprise;
o network/system;
o substation;
o bay;
o equipment/apparatus; or
o further break down of the equipment to sub-parts (e.g. parts of a circuitbreaker).
the exchange of asset data between different equipment and different stakeholders
within the enterprise having various objectives and data requirements.
The detail of hierarchical structure breakdown needs to be carefully defined with regard to
the required level of information detail. Too much detail information can sometimes
decrease effectiveness of its use. Essential to an asset oriented model is the separation
between functional objects and physical objects (equipment). This concept allows
connecting ERP, Geographic and SCADA type of information systems. An example of such
an object approach and tree structure is shown in Fig. 12.
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37
Figure 12: Example: Object approach tree structure

As stated previously standards in definition are very important. As such a standard, which
allows a differentiated approach, a dual asset description is proposed. In this model the
asset is described from two points of view:
Functional object approach involves the description of assets as non-material objects, i.e.
its function and relative position in the system. Thus, an object can be seen as a part of
the scheme with possibility to build a hierarchical structure of objects (see Fig. 12). Each
object can have a parent object and a successor object (e.g. network of given voltage,
substation, bay, generic position of a given instrument etc.). A functional object is system
inherent and doesnt change unless a reconstruction of a system or its part takes place.
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38
Specific component approach is a description of asset as a real piece of hardware,

occupying a generic position in a network, providing the required function and having
specific, well-defined properties. This approach does not permit a hierarchical description
of the network; however its simplicity is beneficial. Phenomena, such as change of
properties of component, which are independent on the components position, can be
studied separately from the network phenomena.
Both approaches are complementary and allow separate solution of complex problems. It
is not only a method of representing and processing asset data, but a philosophical
approach to the support of the asset management function. It also identifies the unique
assets for the key register as a part of the data warehouse.
Dimensional model
Another way of structuring data is with regard to its value for the asset manager. A
technique of dimensional modelling can be used to organize data in a manageable way. A
simplified example is added in the Fig. 13.
Figure 13: Dimensional model

This technique describes dimensions required and measures on a certain subject, each
with its own level of detail. Using this technique, results in a single A4 format paper can
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39
represent many different kinds of reports. Explanation of the diagram: two possible
reports or information needs are described.
In red: A manager is interested in quarterly costs per substation per main process
(e.g. maintenance) per department.
In blue: A business analyst is interested in a monthly report on hours on handling

outages (= as a selection of one of the sub processes) for the whole enterprise.
Many other information needs could be described this way. Adding one dimension (e.g.
location) or one measure (e.g. number of outages) reveals a whole new set of
information needs. This dimensional diagram is one of the principles of data
warehousing. Based on that concept, data is collected in the data warehouse from the
source systems and presented in a way set by the model set-up so that an asset manager
or asset analyst can easily navigate through the data.
Processing data
The asset manager is interested in the coherence between Technical, Economic and Social
data on three levels: Corporate, Network and Asset. The integration of information
therefore is essential in this point. The second issue of high importance is data quality in a
means of complete, correct and actual data. Experience shows, that assuring the data
quality can consume 10-50% of the total (information) project budget and is also the cause
of trespassing many deadlines.
The architectural overview
The diagram in Fig. 14 shows as an example an architectural overview from both technical
and organisational perspectives. Concerning data objects, we can consider any object or
entity of a technical relevance, such as circuit breaker, transformer or connection of
corporate relevance, such as a customer or contract etc. In the following figures a circuit
breaker is used as a practical example.
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40
Figure 14: Data management (technical and organizational)

In the figure above, the circle represents examples of present applications (ERPs,
Geographical Information System, Maintenance system etc.) that support the processes of
the asset manager. Organisations or departments are free to choose their own applications
as long as they refer to the key register. All systems then hold different information
(technical, financial, environmental, etc.) about the same data object (e.g. a circuit
breaker). The key part of the system placed in the centre is a key register. This register
synchronizes key data concerning the main data objects as defined in the former chapters.
The essential fact is that this register only contains keys, pointers to keys in connected
systems and a very limited number of data elements that identify the object in the real
world, so that data duplicity is avoided. As an example for a circuit breaker this can be
serial-number and manufacturer.
For analysis and reporting purposes relevant data of the circuit breaker [i.e. location (from
GIS), last date (from the maintenance system), costs (from ERP) etc. are periodically
extracted from the source systems and loaded into the data warehouse. This way data
history can be built for trend analysis.
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41
A presentation layer provides the end user with data in a readily usable way. Based on both
a pull and a push strategy one can analyse and report on data both from the warehouse
and from the key register. This way of presenting data is often referred to as BI or Business
Intelligence.
Since data has the tendency to degrade with time, data needs to have the constant
attention of the organization. Data monitoring and improvement related to the real world
is therefore needed. Audits can contribute to maintaining data quality. The organization
should also use the advantages of available techniques to maintain synchronization of the
systems and to support new systems with required data obtained via the data warehouse
from the source systems.
Benefits
This architecture offers the business the following benefits:
It offers the business one holistic view. This reduces search-time and work (typing)
for the user;
Better data quality by easily comparing data in different systems;
The key register offers a better time to market for data warehouses;
Systems can be disconnected without the loss of data;
Reduced time to market for new systems because they can be loaded with good
quality data;
New service providers can be easily attached even if they use different systems. This
principle also counts for decentralized business units; and
Service
providers
or
decentralized
business
units
can
choose
their
one
functionality/systems while central departments or the asset manager, as a spider in

the web, can keep the necessary data.
These benefits can be reached with minimal costs and without interrupting the operational
process as the present applications stay in operation.
Conclusions and further outlook
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42
A practical approach to implementing an asset management information strategy was

outlined using the hourglass model to illustrate the transition from risk management into
data management. The process of risk management needs to ensure satisfaction of
requirements of all stakeholder groups and relevant constraints with the final aim of
social, economic and technical issues fulfilment. Nowadays different scenarios are often
used to support a decision process. Each scenario should take social, economic and
technical consequences into consideration. For the scenario evaluation process, data
obtained from both system operations as other corporate processes need structured
design. This structure is referred to as the intelligent hub, a principal description of
transition from data into valuable information necessary for further processing. This hub
is an important part of the utilitys information processing and may be a keystone for a
successful information strategy and risk management philosophy. Data warehousing,
finally, is necessary to link different key data elements from different information systems
in order to support the data management process. This support must be given in a multidimensional and consistent approach.
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43
IMPLEMENTATION OF INFORMATION STRATEGY TO SUPPORT

UTILITY ASSET MANAGEMENT - DECISION MAKING WITH REGARD
TO STAKEHOLDER ORIENTED RISK MANAGEMENT
The first information strategy publication [2] as per chapter 3 concluded that Information
Strategy focuses on risk management, being the most important responsibility for the
asset management function. Risk management identifies all credible risks; ascertaining
and quantifying their potential impact and incorporating this information into all asset
management decision processes. Risk management takes into account all relevant
consequences from economic, technical and social perspectives. This risk-based decision
process is complicated by the fact that both short-term, day-to-day decisions and longerterm strategic decisions must be supported. Furthermore, there are several, sometimes
conflicting constraints and conflicting stakeholders requirements that must be taken into
account. The different activities should be executed in an order that depends on the
contribution to the quality of energy supply. It must, however, also satisfy the
requirements regarding economic added value and safety aspects. The asset manager is
thus facing a continuous process of decision-making based upon 5
forecasting of needs and system development;
consequences on system performance;
influence on (regulated) price, costs and profit; as well as
impact to safety and society.
Risk assessment also necessitates the comparison of different scenarios of system

development, maintenance and (re)investment strategies, major and minor failures (e.g.
probabilistic or deterministic) etc. 6, 7, 8. Risk assessment and related information
management form a very important part of the end-to-end process of asset management.
In many utilities, data is collected and stored in line with financial responsibilities and give
some basic information about the assets concerned. However, a common and structured
approach to the assessment of the risk associated with these assets is not applied.
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44

management
The decision process considering various scenarios
As a structured approach that assesses data into asset decision information follows from
the description of the three different decision levels as given in the publication [2] which is
summarized in the following Fig. 15.
Equipment
Inventory
1:
Maintenance and diagnostic evaluation,
scenario search and evaluation of
effectiveness & usability
Technical
information
(on assets)
asset level
Component level
Maintenance
Maintenance
rules
1: Maintenance and
diagnostic evaluation,
scenario search,
evaluation of their usability
Diagnostics
Failure cases
Economical information
(on assets)
Technical information
(on grid)
2:
Economical evaluation of scenarios,
creation of maintenance strategies,
calculation of non-delivered of energy
System level
network
level
Economical information
(on business)
Sociological information
3:
Risk management,
selection of optimal scenario,
and optimal strategy
Corporate level
System performance
Reliability
evaluation
Scenarios
Aging Models
Replace
Run to failure
Decision
corporate
level
Power qaulity
System development
Refurbish
Spare parts
CBM/TBM/CM
M/D modification
Investment costs
As Before
Monitoring
Maintenance costs
Diagnostics costs
Outage costs
Selection of relevant
economic data
2: Economical evaluation
of different alternatives,
Creation of maintenance
strategies, life curves
and life cost computation
Business Values
Customer contracts
Spare part costs
Regulator
Repair costs
Safety regulations
Figure 15: Information flow and processing for decisions
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45
Scenarios
with quantified
benefits or costs
Demanded
reliability,
availability and
quality;
Undelivered
energy price,
Claims, Fines
3: Risk
Management
Decision
Risk
Assessment
Level 1: Asset / component level

From a technical point of view, multiple scenarios can be used to illustrate influence on the
performance of assets. For example, scenarios could be increasing or decreasing
maintenance and inspection intervals, replacement or refurbishment, but also changing
the maintenance strategy from corrective maintenance to time based or condition based
maintenance.
The scenarios are found by analysis and combination of the equipment inventory, the
maintenance actions already performed on the equipment, the current rules that exist for
maintenance, and condition assessment, that results from diagnostics, in combination with
statistical evaluation of practical failure cases, reliability evaluation and ageing models
result. All these scenarios will have a different effect on the technical performance (in
terms of reliability and availability) of the asset. At this stage, scenarios should not be
excluded based on their effect on technical performance, because in the next levels, the
scenarios will be combined with other relevant data, which even may cause a scenario with
a negative effect on technical performance to be the most economic while having the
smallest risk. The stakeholders expectations for example will be taken into account at the
third level.
The decision to replace equipment by different scenarios may not only depend on the
increased failure rate but also for example on the acceptance of the used technique, the
know-how of the service department, availability of spare parts, or the current capability
of the considered equipment.
Level 2: System level

Technical information of the scenarios with relevant economic data is not exclusively
expressed in economic terms, but could also be expressed in other terms such as
reliability or expected lifetime.
The main aspects of the system performance such as network topology and development,
changing of the generation and demand and so on may influence the decision process
regarding the asset. Possible consequences and impacts on the system with different
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46
scenarios are obtained from reliability calculations (system reliability, operating conditions,
risk of fatal failures etc.). The reliability calculation of the non-delivered or supplied
energy at certain system nodes is an important result to assess the performance of the
system from the customer point of view (Delivery Point Performance or DPP). This will lead
to a reliability centred approach to maintenance for the complete system.
In this step of the decision-making process, modern methods of maintenance evaluation
and planning can be used (e.g. Reliability Centred Maintenance, Risk Based Maintenance
etc.).
For example, enlarging an inspection interval may cause a benefit in decreased
expenditures, but could have costs in terms of decreased reliability. On the other hand,
shortening the interval might have costs in increased expenditures, but could lead to
benefits in increased reliability.
Level 3: Corporate level

On the corporate level, balancing the costs and benefits of the scenarios with the risk
involved with each scenario will result in the strategic decision with the best-managed
risk. On this level, all stakeholders expectations can be taken into account when they are
formulated as business values, resulting in a set of performance indicators to give
expression to those expectations. To make the process complete, the safety and social
risks must also be taken into account. On this level (Risk management), the overall risk
related to the final decision is evaluated and controlled. It concerns not only the technical
and financial aspects, but respects also the personal and environmental safety, impact on
external bodies, stakeholders demands and other social risks aspects as described
above. Safety risks represent impact on personal and environmental safety. Social risks
represent impact on external bodies directly dealing with the company, on the public and
the environment, but also internal personnel-related impacts (change of work procedures,
personnel reduction etc.).
The societal and economic information, together with the reliability of the equipment
inventory and the system performance form the ingredients of the risks involved. A
balancing of the risks will lead to the final decision.
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The current used performance indicators were collected and summarised by the WG CIGR
1.11 and published in Brochure 367 Asset Management Performance Benchmarking
(2008) [9]. In this chapter the different Key Performance Indicators (KPI) are related to five
classes: finance/business, safety, reliability, customer and employee, which can be
allocated to the overall groups: technical (reliability); economic (finance/business) and
social (safety, customer, and employee) as mentioned in chapter 3.2.3 and 3.4.1 of this
brochure.
Example scenario approach
For every decision to be taken there are a certain number of possible scenarios [7]:
status quo by means continuing as before (1)
replacement of all equipment (2)
refurbishing the most critical equipment (3)
re-design the substation concept (4)
Some generic questions need to be answered to define which scenarios have to be

considered [10]:
Are there planned or intended changes in the electric power system?
Are there planned or intended changes in the organizational structure?
What is the technical relevance and importance of the substation or bay etc.
concerned?
What is the business relevance and importance of the substation, bay etc.
concerned?
To assess the risk each of the scenarios has to be checked on the mentioned key aspects
and the key performance indicators (KPIs). Which of the indicators is used depends on the
actual project and the corporate levels interest to achieve the target of the company, for
example in the area of social aspects. The information which should be used defining the
key performance indicators are listed in 5.2.3 and Table 1 shows an example.
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48
Scenario
Key
KPIs
aspects
Scenario 1
technical
KPI 1 (e.g. remaining life duration)
(e.g. extending life time)
KPI 2 (e.g. failure probability)
economic
KPI 3 (e.g. revision costs)

KPI 4 (e.g. life cycle costs)
social
KPI 5 (e.g. environmental impact)
Scenario 2
technical
KPI 6 (e.g. asset condition)
(e.g. renewal by replacement
KPI 7 (e.g. reliability)
of all equipment 1:1)
...
economic
KPI 8 (e.g. re-investment costs)

KPI 9 (e.g. business opportunity)
social
KPI 10 (e.g. safety)

KPI 11 (e.g. image)
Scenario 3
technical
KPI 6 (e.g. asset condition)
(e.g. renewal by refurbishment
KPI 7 (e.g. reliability)
of the most critical
...
equipment)
economic

KPI 12 (e.g. following reinvestment)
social
KPI 2 (e.g. failure probability)
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49
Scenario
Key
KPIs
aspects
Scenario 4
technical
KPI 13 (e.g. power supply quality)
(e.g. redesign the
KPI 14 (e.g. availability)
configuration of a substation,
i.e. reduce the number of
economic
busbars or eliminate the
KPI 4 (e.g. life cycle costs)
transfer bus)
KPI 9 (e.g. business opportunity)
social
KPI 15 (e.g. employee motivation)

KPI 11 (e.g. image)
Table 1: Example of different scenarios, the key aspects and relevant KPIs
Requirements
Stakeholder Requirements
The electricity market players generation, trading and sales, consumer, public and
environmental bodies as well as system operator, asset owner and service provider
should agree upon rules, quantification of service levels and payment and penalties.
Therefore the identification and quantification of the key indicators is necessary, which can
be done by analysing the impact on the stakeholders. Most of the impact can be expressed
in monetary terms:
Direct costs or profits by means of additional costs, losses, penalties, profits and
Indirect costs by means of costs of secondary defects, losses through delays etc.
Social and ecological impact as environmental loss, loss of image, safety etc. is difficult to
quantify and to express in financial terms. They can be assessed by stakeholder
satisfaction, e.g. using a score card system. Transparency, an open minded and honest
attitude as well as respect and confidence are important factors to increase satisfaction.
The following Table 2 shows the most important requirements of the particular
stakeholders. Economic aspects are of most importance for all stakeholders which are
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50
running a business in a competitive, privatized environment. Public owned companies,

probably with a monopoly, and public service providers (e.g. medical service, water &
energy supply, transport, broadcasting and communications as newspaper, radio, TV,
internet and telephone etc.) are more focused on technical requirements as quality and
reliability. The environment (air, vegetation, animal life etc.), represented by environmental
protection organisations, and the human being are practically purely social focused
(existence, safety, convenience and comfort, motivation, fun etc.). Political organizations,
legislator and regulator are balancing interests between market forces, public basic needs
and power consumer needs.
Stakeholder
Trader, sales
Economic
Technical
Social
- Max. profit
Private generator, IPP - Max. profit
- Availability
Public generator
- Reliability
- Green power
- Low risk
- Safety
Asset owner
- Profit
- Max. profit
- Availability
- Asset condition
Supply industry
- Max. profit
- Product,
quality/price
Service provider
- Max. profit
- Service level/price
System operator
- Profit
- Reliability
- Solidarity
- Power quality
- Cooperation
- Safety
Employee
- Salary
- Existence
- Motivation
Political
organisations
- Market
- Market justice
structure
- Political
- Fair prices
Regulator, legislator
- Controlled
prices
balanced
- As much as
necessary
- Benchmark
Private industry
- Max. profit
- Availability
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- Legal
conformity
Stakeholder
Public service
Economic
- Profit
provider
Private consumer
- Low prices
Technical
Social
- Reliability
- Safety
- Power quality
- Image
- Availability
- Safety
- Comfort
Public
- Low prices
- Availability
Environmental
- Safety
- Existence
- Safety
Table 2: Stakeholders and their requirements according to their values

The table shows the tendency from economic aspects of purely business driven
organisations towards the societal aspects of more public, human and environmental
oriented organisations. In any case, stakeholder satisfaction is directly proportional to the
fulfilment of his particular requirements and inversely proportional to the risk of not
fulfilling his particular requirements.
Information requirements
The aspects of information needed to support asset management decisions can be divided
in three main categories according to the described aspects of Fig. 11:
Technical aspects;
Economic aspects; and
Social aspects.
These different aspects are described in more detail below.

TECHNICAL ASPECTS
The technical aspects consist of two different parts: information about the single
equipment item as well as information about the system development.
Relevant information needed for asset management decision support is dependent on
several asset-related parameters, such as the insulation ageing characteristics of a
component and the probability of an over-voltage across a component or to earth, e.g. as
a result of switching activities. The component ageing is related to the operational age, the
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52
type, the history and the operating conditions of a network (sub) component. In order to
decrease the probability to a failure, condition assessment can be used. A combination of
diagnostic tools for condition assessment is chosen and applied, depending on the
different types and locations of insulation defects induced degradation sites.
The technical aspects cover amongst others, condition assessment, aging models, and
failure probability, but also information on the equipment inventory, the system
performance (quality of energy supply), the available spare parts, the current maintenance
procedures, the history of maintenance actions, the history of failures and the
manufacturer. Consideration of the equipment condition or the probability of outages is
the basis to evaluate the system performance by utilization of reliability calculations. In
principle there are two levels to perform reliability calculations:
Equipment approach: This can be called as outage-oriented criteria. That means the
probability of an equipment outage is evaluated on the basis for example on several
condition information.
System approach: Complementary to this there are the customer-oriented criteria.

In this case the frequency and duration of the interruption of supply at certain
system nodes is calculated (non-delivered energy), which is caused due to the
outage of equipment in the network. The result is that the non-delivered energy has
to be considered to determine if this situation is acceptable for the customer or not.
In the same way the non-supplied energy needs to be considered for example, that
a power plant is not able to feed the system.
In principle customer-oriented criteria are only useful to fulfil the requirements of the
customer as well as the utilities and therefore to apply certain maintenance measures.
ECONOMIC ASPECTS
As every technical aspect will have its financial counterpart, economic aspects include the
costs of maintenance, repairs and failures, but also the costs of condition assessment and
the investment costs for equipment and spare parts (life-cycle costs). These costs will be
called the economic information on assets.
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The costs related to a failure are dependent on the outage-related expenditure. Failures
mostly result in major damage to network components and their environment, which will
lead to high maintenance and repair costs. In case of major critical damages, professional
solutions are needed to restore the energy supply as quickly as possible, eventuating in
higher expenditures. In addition minor failures which are repaired during planned outages
have also to be taken into consideration, because they will also influence the costs.
Outages can result in customer compensation and responsibility claims in the form of
penalties. The need for economic information finds its origin in the fact of driving a
business, e.g. penalty costs from customer contracts, possible claims from customers and
the costs of undelivered energy. These aspects will be called the economic information of
the business.
SOCIAL ASPECTS
However, within the asset management decision process, technical and economic aspects
are not the only aspects to consider. As an example, risks are not only determined by the
economics. There are also some societal aspects that have to be considered, such as the
impact on society of outage and failures.
Failure acceptability can be reflected as the degree in which a failure is acceptable from the
social point of view. The failure impact is dependent on the criticality and number of
connections, which is further affected by the time to restore the particular failure. Even so,
frequent energy interruptions in a short period of time will not be acceptable from a social
point of view. For example, power losses related to buildings with a high social standard,
e.g. hospitals have a low acceptability level.
Furthermore, the social impact of utilitys policy is determined among others by two
factors: the image to the public and the feeling of safety. Power supply disturbances in
buildings with high public exposure e.g. shopping malls, congress centres; hotel office
towers, airports etc. have an impact on public opinion of safety.
Some of the societal aspects will be guarded by the regulator, which will translate these
aspects in proper regulation. This regulation will result in economic impacts such as
penalty costs. Other societal aspects such as the image of the power utility or the personal
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54
safety of its employees cannot be easy translated into economic aspects, but should also
be covered when investigating risk.
This societal impact can have very strategic consequences for an organisation. Customers
can show the tendency to change energy supplier so a successfully operating asset
manager (from the perspective of lower maintenance costs) can cause a utility large
damage (due to high failure rate).
Key performance indicators (KPIs)
The information and key parameters needed by the utility for supporting risk management
decisions and actions are related to the risk model presented in chapter 4.1.2. These key
parameters are based on some generic data, derived from the overall usable and available
data pool in the enterprise in a data processing and condensing process.
The key parameters for risk management purposes are typically the results of a previous
processing and combination of available information in a data condensing and information
extraction process based on human experience, artificial intelligence and software tools.
Also they may contain other decision relevant information, on the system, on the
environment, or social/legal context and which should help towards decision making. This
data or information is obtained from the real or virtual data warehouse of the enterprise.
As an example, the following information regarding the aforementioned aspects should be
taken into consideration when defining a key performance indicator, according to the
companys strategy 3, 11.
Economic information:
Life cycle costs
Costs (CAPEX, OPEX)
Liability costs due to third party damages
Prices
Direct loss of profit (business could not be made)
Indirect loss of profit due to delay of the business
Costs of non-delivered or non-supplied energy
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55
Penalties
Costs of secondary defects (e.g. environmental or medical defects)
External additional costs or loss of profit because third parties could not make
business
Business opportunities
etc.
Technical information:
Reliability, availability of the equipment
Failure probability, MTBF, MTTR (on system level)
(n-1) security
Outages planed, unplanned
Power
supply
quality
(Energy
not
supplied,
System
Average
Interruption
Duration/Frequency Index, SAIDI/SAIFI)
Service level
Asset condition
Remaining life duration
etc.
Social information:
Stakeholder satisfaction and customer satisfaction
Safety level, failure rate, accident rate
Damages of the property in case of an outage
Social aspects of the customer (interruption of supply)
Employee motivation
Environmental load and impact (land use, pollution, electrical and magnetic fields)
Attitude: open minded, honest and respectful and confidence
Image of the company
etc.
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Combining different KPIs (indexing)

All types of information should be weighted and brought in relation with other
information. E. g the condition index of an asset weighted with the importance index (Fig.
16a) gives the priority of investment or service activities. This example represents the
procedure in case of high voltage circuit-breakers according 12 (Fig. 16b).
100
Erneuerung
replacement
Zustand
condition
80
service
Instandhaltung
60
40
20
0
0
20
40
60
80
100
importance
Wichtigkeit
80
ranking
Dringlichkeit
60
40
priority 1
priority 2
20
circuit-breaker
Figure 16: Example of combining different KPIs for a group of equipment (A: Condition
and importance assessment. B: Prioritisation of the service activities).
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57
Conclusion
This part has in general a stakeholder orientation. The top down approach from all
stakeholder requirements to information and data requirements as well as methods
supporting risk assessment are discussed. Risk management has been concluded as core
business for sustainable asset management.
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58
SURVEY ON PRACTICAL APPLICATION OF ASSET MANAGEMENT

INFORMATION STRATEGIES
The task force distributed a survey in the year 2006/2007 to obtain more information on
the applied asset strategies and their related data management. The focus of the questions
was on:
Experiences, current practices,
How IT-tools can support?
Which methodologies are being used?
The questions are grouped as follows:
Data sources,
Data processing and data warehouse,
Data requirements,
Information requirements,
Scenario approach and risk balancing,
Decision and control.
This brochure presents the survey results from 19 utilities from Europe, North America,
Middle East and Australia. The answers in the diagrams are therefore always related to the
total number of respondents (19). To keep the survey within a manageable size, not all
fields of interest could be addressed in detail. The fields of interest covered and the results
obtained are presented in chapters 6.4 to 6.9.
Experiences
Experiences and usage of current software tools in a practical way are considered.
Related fields of interest:
Experiences with existing ERPs and EAMs,
Differences, strengths and weaknesses, pros and cons of the current systems used,
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What use do the suppliers claim to fulfil and how far do they actually fulfil the
utilitys requirements,
Perceived deficiencies.
Access to data and conversion into information

Different standalone systems are available nowadays which are more or less integrated in a
proprietary IT-environment. It is a strong requirement from asset managers to get easy
access to data and information of all systems, to avoid data redundancy and to have
information on a common platform for further applications. The following type of data and
information needs to be considered:
Structured technical information about assets and the system/grid (e.g. asset
condition, power quality, system availability etc.),
Structured economic (quantitative) information,
Unstructured social (qualitative) information (e.g. environmental impact, stakeholder

satisfaction etc.).
Technologies to share information (e.g. data warehouse),
Technologies to process data and convert them into usable information,
Technologies to access data (e.g. browser, interfaces with other systems,

presentation to the user).
Software tools to support decision making

As mentioned above, the utilities requirement is to obtain a reasonable management
information system (MIS) that allows the application of an asset and data management
methodology as well as easy software tools to simulate different scenarios.
What existing software tools can support in the different field of maintenance,
refurbishment and investment decision making?
What is necessary to allocate and to get access to the necessary structured and
unstructured information (e.g. data warehouse)?
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What management information systems (MIS) are available which are in line with the
requirements (focus on risk management and decision making)?
What is the reasonable functionality of software tools?
Data Sources
The survey covered data sources with a total of 18 questions (Table 3) regarding:
data recording of primary and secondary equipment (Q7- Q9)
outage and performance data (Q10 - Q13)
maintenance/repair and history (Q14 - Q16)
diagnosis and monitoring data (Q17, 18)
actual and planned data collection in IT systems (Q19, 20)
actual and planned front-end IT systems (Q21 - Q24)
Question Question
number
7
How do you register installed power equipment?
How do you register installed automation, control and protection

equipment?
How do you register details on location?
10
How do you record failures for power equipment?
11
How do you record failures for control and protection equipment?
12
How do you record operational data?
13
Do you use operational history for AM decisions?
14
Do you record maintenance and repair data?
15
Can you re-construct the maintenance/repair history from your records?
16
How long back can you re-construct the maintenance/repair history?
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17
Do you record diagnosis (off-line) data?
18
Do you record monitoring (on-line) data?
19
How do you collect data and enter it in your systems now?
20
How do you plan to collect data and enter it in your systems in the
future?
21,22
What front end systems do you use now?
23,24
What front end systems do plan to add in the future?
Table 3: Questions on data sources

Recording of primary and secondary equipment
For AM, especially in the high voltage power equipment field, various data sources are still
used (Fig. Q7 and Q8), in which basic as well as detailed information is registered.
Different media such as paper (excel) files and databases are used at local, departmental
and enterprise level. The enterprise-wide equipment database though is the most
predominant in the branch (79% of the respondents).
This is less distinct in the installed automation, control and protection equipment, for
which 63% of the respondents use the enterprise-wide equipment database. Registration
in other data sources is slightly higher than with high voltage power equipment.
The highest information detail is recorded at the substation (68%) and bay levels (74%).
Some utilities (32% of the respondents) register equipment location also using geographic
coordinates Fig. Q9.
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62
Q8: How do you regis ter ins talled automation, c ontrol and protec tion
equipment
Q7: How do you regis ter ins talled power equipment
paper
0,26
files
paper
0,26
loc al databas es
files
0,11
department databas e
0,16
detailed informaiton
0,53
0,4
0,32
enterpris e databas e
0,63
detailed informaiton
0,32
0,2
0,26
department databas e
0,79
0,42
loc al databas es
enterpris e databas e
bas ic information
0,26
0,42
bas ic information
0,6
0,8
0,26
0,2
0,4
0,6
0,8
Q9: How do you regis ter details on loc ation?
0,32
c oordinates
bay
0,74
loc ation s ubs tation
0,68
0,2
0,4
0,6
0,8
Still, a substantial part of recording is done outside the enterprise-wide database. This
raises questions on the data-integration, hence questions on data quality and decision
quality.
Outage, performance and failure data
In the survey only questions related to failure data have been addressed. A pretty detailed
failure recording in the high voltage power equipment and in the installed automation-,
control- and protection is used (Fig. Q10 and Q11), though in about 40% of cases failure
consequence is not recorded.
WG remark: Only 63% of respondents are reporting major failures according to CIGR
definitions. It is possible that companies use internal standards to define major failures,
which are not in compliance to CIGRs definitions. Most respondents (75%) record this
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63
kind of operational history data and use it for decision-making Q13. The kind of data used
is shown in Fig. Q12.
Q10: How do you rec ord failures for power equipment
fault rec ording
Q11: How do you rec ord failures for c ontrol and protec tion equipment
0,63
faulted item
ac tions after failure
0,63
failure c ons equenc es
0,63
0,79
ac tions after failure
0,68
failure c ons equenc es
0,58
time of failure
0,84
0,89
c aus e of failure
time of failure
0,84
c aus e of failure
0,84
failure des c ription
failure des c ription

minor failure (C IG R E )
0,63
major failure (C IG R E )
0,63
0
0,2
0,4
0,6
minor failure (C IG R E )
0,53
major failure (C IG R E )
0,8
0,58
0
0,2
0,4
0,6
0,8
Q12 How do you record operational data?

number of operations (where it applies)
operational events
time in operation
load pattern
peak values
not recorded
0
0,2
0,4
0,6
0,8
WG conclusion: Although only failure data have been considered in the survey, mainly due
to focus on asset issues, also system performance data, such as un-planed and planed
outages, and load optimization/balancing, are important to the asset manager. It is
therefore recommended to keep asset performance data and system performance data
separately with mutual links between related events to enable cause consequence
analyses. Another important issue is that besides the existence of an enterprise-wide data
source, departmental data sources for equipment also exists. This could lead to
inconsistent data within the same enterprise.
Maintenance and repair data
Maintenance and repair data seems very important for power equipment as well as
automation, control and protection equipment (Fig. Q14). An average of 76 % over all the
equipment is established. Information regarding work performed can be well reconstructed
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but time and worker information is less well traceable. Also, to know something about the
contractor is more important than knowing something about a "Worker" (Fig. Q15).
Maintenance
is
well
recorded.
From
the
respondents,
most
can
reconstruct
maintenance/repair history for more than 10 year back depending on type of equipment
(Fig. Q16). Respondent refer to digital and paper records.
Q15: C an you re-c ons truc t the maintenanc e/repair his tory from your
rec ords ?
Q14: Do you rec ord maintenanc e and repair data?

c ontrol/protec tion
0,63
detailed information
ins t. trans formers
0,58
0,74
overhead lines
0,79
G IS s ubs tation
0,79
c ables
worker
0,21
s ervic e work done
0,58
part repaired
0,58
0,74
trans former
0,79
c irc uit breaker

0
0,2
0,4
0,6
0,8
0,26
time only
0,84
1
0,2
0,4
0,6
0,8
Q16: How long bac k c an you re-c ons truc t the maintenanc e/repair
his tory?
more then 20
0,32
10-20 years
0,32
5-10 years
0,26
0-5 years
0,32
0,2
0,4
0,6
0,8
Diagnosis and Monitoring data

Two questions dealt with recording diagnostic (offline data) and monitoring data (online
data) as shown below in the combined Fig. Q17 and Q18. The answers show that the
offline data recording for power equipment is more common than online data recording.
There is a high degree of recording diagnostic (offline) data, especially in the case for
circuit breakers (95%) and transformers (89%). Transformer online monitoring is also well
represented (58%). Monitoring for cables and circuit breakers is less well represented (16%,
respectively 21%).
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WG remark: Information on the present condition and the trend of an asset is very
important. Both options diagnostics and monitoring are valuable and should be
considered. Future developments on intelligent grids will probably provide much more
valuable information about asset condition than obtained from present grids.
Q17: Diagnosis (offline) and Q18: Monitoring (online)
data for various type of equipment
for inst. transformers
0,63
for GIS
0,68
0,16
for cables
0,68
0,58
for transformers
0,89
0,21
for circuit breakers
0,95
0
0,2
Q17: Diagnosis (offline)
0,4
0,6
0,8
Q18: Monitoring (online)
Data collection and systems used

Many respondents (68%) collect data by hand. Some automatic data collection from an
asset is used by 42% of respondents. Most of this data is stored in a digital format,
although storage on paper is still used. This is definitely going to change according to the
respondents. As can be expected, there will be an increased automatic collection and
storage in digital format as on the other hand there will be a decrease on collection by
hand and on storage on paper (Fig. Q19 and Q20).
According to the survey results, the respondents intend to increase their data collection
actions in several ways: planned actions, time- and event triggered actions. However, the
answers also indicate that data-collection is not rapidly changing since there are no
significant differences between the how do you collect data now and how do you collect
data in the future questions.
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Q19/20: How do you collect data and enter it in your systems?
event triggered c ollec tion
0,47
0,58
0,42
0,37
time triggered c ollec tion

planned c ollec tion
0,47
0,58
s tore digital
0,79
0,21
s tore on paper
0,32
automatic
0,63
0,42
0,47
by-hand
0
0,2
Q19: Now
0,89
0,4
0,68
0,6
0,8
Q20: F uture
Questions were also asked on the usage of systems (Fig. Q21-Q24). The questions focused
on which systems utilities use nowadays and which systems utilities plan to implement.
Answers show that the whole range of (systems) functions commonly needed in the field of
asset management are used or are planned for. Since some utilities indicate that they plan
to add some of the systems it can be concluded that not all the utilities own the complete
range.
Answers also indicate that systems for Enterprise Asset Management, planning/scheduling
systems (not ERP), MS office and specific systems and proprietary databases are most
commonly (> 50% of the respondents) used. On Enterprise Resource Planning (ERP) a
significant increase on adding those to the existing system landscape can be seen.
WG remark: Many utilities have needs to integrate basic data. The integration of technical
and non-technical systems is not common in the branch. Evidence of this is also found in
the widely used dedicated systems and proprietary databases. Also, presently there is a
combination of ways how data is collected.
WG remark: Enterprise Asset Management highlights the need for data-integration. The
questionnaire indicates that many utilities are at the beginning of this integration. The
advice is not to focus on a point-to-point interface between systems, as one can end up
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with a spaghetti of interfaces. Best practice is to focus on aligning the data in the system
landscape based on a common data model and based on good data management. One
should focus for one single version of the truth for the most important business objects
(e.g. customer, substation, transformer, outage etc.). The asset manager is the owner of
the process and is in charge to set-up the IT system requirements. This calls for
collaboration between business and IT departments. A variety of technical solutions can
help to integrate on an automation level.
Q21-24: What front end systems do you use/plan?

Dedic ated, s pec ific
s ys tems
0,32
C ontent
Management
0,16
0,11
C us tomer
R elations hip
0,16
0,68
0,26
0,21
MS O ffic e
P lanning/s c heduling
s ys tems
0,63
0,26
E nergy
Management
0,11
0,68
0,32
E nterpris e A s s et
Management
0,26
G eographic
Information S ys tem
0,58
0,21
E nterpris e
R es ourc e P lanning
0,42
0,47
0,26
0
0,2
0,4
us e now
0,6
0,8
plan to add in the future
Data processing and data warehousing

The survey covered a subset of questions directed towards finding the current status
regarding processing and warehousing of data (Table 4). Items considered refer to:
Use of decision support systems, analytical and business intelligence systems for
processing of available data, (Q30),
Find if data is merged in data warehouse, and if yes what data is stored there, what
systems do contribute with data and how this is extracted (Q31 Q35),
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Find the current practice regarding the synchronization of data warehouse data with
the source systems like ERP, EAM, GeoIS, CRM etc. (Q36),
The current practices to ensure data quality and for validation of data (Q37).
Question Question
number
30
Do you use business-intelligence, analytical or decision support systems to

analyse your data?
31
Do you merge data in a data warehouse
32
What subjects are in the data warehouse
33
Is non structured data available for analyses purposes
34
What systems give input for the data warehouse
35
How is the data -needed for these data warehousing and decision support
systems- retrieved from the source systems
36
Do you synchronize data between source systems (SCADA, EAM, ERP, GIS
and CRM)
37
How often is data quality addressed or data validated
Table 0: Questions about data processing

Systems in use
The answers to Q30 to Q33 show that 37% of the respondents use business-intelligence,
analytical or decision support systems to analyse data, whereas 42% have plans on using
those systems in the future, some users have not answered this question.
58% of the respondents are merging data in data warehouse (DWH) and currently 25% are
reported as being operational. The subjects that are met in those data warehouses are
mostly technical (53%) and economic data (58%). With a 10% score the social data is not
well represented. Data warehousing is mostly used for analysing on structured data. Non
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structured data is only partly available for analysis purposes (47%) and not many
respondents are planning for it. According to the results above data warehousing and
decision support systems are not commonly used in the field of asset management.
Q30: Do you use business-intelligence, analytical or desicion support
systems to analyze your data?
Q31: Do you merge data in a data warehouse
No
No
Yes
Yes
0.2
0.4
0.6
0.8
0.2
0.4
0.6
0.8
Q33: Is non structured data available for analyzes purposes?
Q32: What subjects are in the data warehouse
For sociological data
No
For economical data
Partly
Yes
For technical data
0.2
0.4
0.6
0.8
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70
0.2
0.4
0.6
0.8
Data processing from source to data warehouse

The sources used for data warehousing are ERP, EAM, SCADA, GeoIS and CRM (Fig. Q34).
Q35: How is the data -needed for thes e datawarhous ing and dec is ion
s upport s ys tems - retrieved from the s ourc e s ys tems ?
Q34: W hat s ys tems give input for the data warehous e?

C us tomer R elation Management
S ys tem (C R M)
0,21
G eographic al Information S ys tem

(G IS )
A utomatic ally by
E TL
0,26
E nterpris e R es ourc e P lanning (E R P )
0,21
E nterpris e A s s et Management (E A M)
0,42
Manualy trans ferred
0,21
0,32
S C A DA
0
0,2
0,11
B y hand
0,21
0,4
0,6
0,8
0,2
0,4
0,6
0,8
42% of the data coming from these sources is handled with ETL tooling (Automated
Extraction, Transformation and Load into the data warehouse). 32% of the respondents
indicate that this ETL process needs human interference or data is entered by hand (Fig.
Q35).
Synchronizing of data
Respondents (42%) say that only part of the data is synchronized between source systems
(Fig. 36). For the working group this is a key point for data quality. Although a key point
for data quality, the problem is only partly recognized since only 20% plan to improve the
situation.
Q36: Do you s ync hroniz e data between s ourc e s ys tems (S C A DA ,
E A M, E R P , G IS and C R M)?
Q37: How often is data quality addres s ed or data validated
Never
0,05
0,37
No
L onger
P artly
Y early
0,42
0,26
Monthly
Y es
0,42
0,05
Daily
0
0,2
0,4
0,6
0,8
Page
0,32
71
0,2
0,4
0,6
0,8
However, most respondents indicate that they address data quality or data validation
aspects within a month (graph Q37). Results also show marginal synchronization of data
between sources systems and only some plan for improvement.
WG remark: Beside the synchronization among data sources, in the case of time series
data like from transient recorders, monitoring systems, protection, control system etc., the
time synchronization is important to insure a proper analysis.
Data quality and validation
Since data quality in source systems is an important issue for asset managers the working
group strongly advises to focus on improvement on the quality of data in the source
systems to the appropriate and measurable level. Mastering the most important data is the
key element here. By defining and maintaining one single version of the truth and
synchronize this truth all over the source systems data quality will rapidly improve. This
"single version of the truth" also serves as the most important source for data warehouse
and decision support systems since it connects different data (technical and non-technical)
in different source systems.
Data requirements
The survey covered decision and control with a total of 4 questions referring to data
modelling (Q26-Q29) are presented in Table 5.
Question Question
number
26
Do you have a data model that translated information requirements into data
requirements
27
Does the data model distinguish between the situation of today (AS-IS) and the
future (TO-BE)?
28
Is non-structured data included or used in the data model
29
Do the installed IT systems and applications match with the data model
Table 7: Questions on data requirements
Page
72
The data requirements are derived from information requirements and are made visible in
a data model. Both structured- and unstructured data are present in the utilities. Only in a
few cases unstructured data is modelled in a data model.
When it comes to data modelling of structured data 74% of the respondents answered that
IT systems or applications match at least in part with the data model (Fig. Q29). Also 48%
of the respondents say that unstructured data is part of their data model (Fig. Q28).
WG remark: Data model as used here is a reference model to translate information

requirements from an asset management / enterprise point of view to data requirements
at utility level and not to be understood as final data base model for an application.
Results for the differentiation between technical, economic and social data match the
expectations of the Working Group; there is a strong focus on technical data. The
economic aspects are less represented and data models for social data are not established
(Fig. Q26). Also around one fourth (26%) of the respondents say that they differentiate
between AS-IS and TO-BE data models (Fig. Q27).
WG comment: Results show that enterprise-wide data models exist but that data models
from source systems do not match. This is understandable since suppliers are developing
for a broad range of customers and customer requirements. Data models, once designed,
cannot be easily changed and are a well-kept secret among suppliers due to competition.
Cost of changing data models is high and full of risk in perspective of future releases and
this is not likely to change in the future.
Q26: Do you have a data model that trans lated information
requirements into data requirements ?
F or s oc iologic al
data
Q27: Does the data model dis tinguis h between the s ituation of today
(A S -IS ) and the future (TO -B E )?
0,05
No
F or ec onomic al
data
0,47
0,26
Y es
F or tec hnic al data
0,26
0,68
0,2
0,4
0,6
0,8
Page
73
0,2
0,4
0,6
0,8
Q28: Is non s truc tured data inc luded or us ed in the data model?
No
Q29: Do the ins talled IT s ys tems and applic ations matc h with the
data model?
0,32
No
P artly
0,32
Y es
P artly
0,16
0,2
0,58
Y es
0,4
0,6
0,8
0,16
0,2
0,4
0,6
0,8
WG remark: The management should keep full attention to master data and focus on
defining a basic mean and lean data model. This master data acts then as an integrator
for your system landscape. The data should not be modelled from the beginning but only
the part that is needed enterprise-wide. Standardization of business objects for master
data for main primary and secondary equipment is recommended. This master data
should be organized and managed in one database, as source for all other information
systems.
Information requirements
The survey covered information requirements with one question how issues of interest for
the asset manager are translated into information specification. The responses obtained
are shown in the Fig. Q25.
Q25 Are issues of assetmanagement translated into information specification.
What is the status?
yes - On decision and

Control
0,37
yes - On maintenance
strategy
0,79
yes - On risk
assessment/consequences
0,58
yes - On AM strategy
0,53
yes - Enterprise wide
0,11
0,2
Page
0,4
74
0,6
0,8
Half of the respondents have translated their asset management issues into information
requirements; the other half has plans to implement this. However, for the ones that
formulate their information requirements only about 11% are doing this on an enterprisewide basis. With a score of 79% positive answers, information requirements are formulated
for maintenance strategies. This is followed by a score between 50 and 60% showing that
information requirements are formulated also for AM-strategies and risk assessment.
WG remark: The specification of the information requirements, concerning the needs of

asset management, requires stronger attention, since this is the first step in getting the
ICT-department in the utility to understand the needs of the asset manager. Also, the
absence of a holistic approach is an indication that this area, although important, is not as
mature as recommended. This field of work needs serious attention. From a holistic point
of view invest in this area! A major focus is required on getting and accepting enterprisewide basic data definitions for assets and asset events, and information requirements for
the asset management needs. The overall effect will be that different data sources will
match better; hence the overall data quality of your system landscape will rise and reduce
access time and mistakes related to the data. Also, translating the issues of the asset
manager into information specification helps in understanding goals and improving the
necessary cooperation between AM and the IT-department.
Scenario approach and risk balancing

The survey covered scenario approach and risk balancing with 24 questions (Table 6). This
chapter presents the questionnaire results to the following question groups:
Applied philosophy for replacement / renewal strategy, depending on the type of

equipment (Q 38 Q 46),

(Q 47 Q 54),
Usage of risk assessment in utilities (Q 55 Q 62).
Page
75
Question
Question
number
38
What is the applied philosophy for a replacement/renewal strategy,

depending on the type of equipment ... --> this question is
subdivided and continues on following lines

39
.. is it - risk assessment
40
.. is it - condition assessment
41
.. is it - technical life time
42
.. is it - financial life time
43
.. is it - importance (e.g. non delivered energy)
44
.. is it corrective
45
.. is it mixed
46
.. is it - nothing, i.e. no strategy
47
What is the applied philosophy for the maintenance strategy,

depending on the type of equipment ... --> this question is
subdivided and continues on following lines

48
.. is it -risk assessment
49
.. is it -condition assessment
50
.. is it -fixed time (time based)
51
.. is it -importance (e.g. non delivered energy)
52
.. is it corrective
53
.. is it mixed
Page
76
54
.. is it -nothing/no strategy
55
Do you use the risk assessment? If yes, for which type of equipment?
56
Do you calculate the possible outage costs of equipment?
57
Do you calculate the possible maintenance/replacement costs?
58
Do you take into account for an outage consequences like ... --> this
question is subdivided and continues on following lines
59
.. like economic
60
.. like environmental
61
.. like quality of supply (non-delivered energy)
62
.. like image, public relations
63
Do you use the "risk map" to classify the consequences of an outage in

different types of groups, e.g. moderate, severe, catastrophic?
Table 8: Scenario and Risk

Strategy, depending on the type of equipment
Different strategies are used in utilities depending on the type of equipment, and in most
cases these are mixed strategies. A combination of various basic strategies as can be seen
in the graphs for question 39a/e-46a/e on the applied philosophy for replacement /
renewal strategy by equipment.
Page
77
Q39-46a: W hat is the applied philos ophy for a replac ement/renewal

s trategy on c irc uit breakers
nothing, i.e no s trategy
Q39-46b: W hat is the applied philos ophy for a replac ement/renewal

s trategy on pwr. trans formers
mix ed
0,74
c orrec tive
0,26
importanc e (eg non delivered energy)
0,11
tec hnic al life time
0,42
c ondition as s es s ment
ris k as s es s ment
0,42
0,2
0,4
0,6
0,8
0,2
0,21
0,16
0,4
0,32
0,32
0
0,26
0,6
0,8
0,58
0,37
0,8
0,32
financ ial life time
0,16
0,6
importanc e (e.g. non delivered energy)
0,26
0,11
0,4
c orrec tive
0,21
0,37
0,2
mix ed
0,53
0,37
Q39-46d: W hat is the applied philos ophy for a replac ement/renewal

s trategy on ins tr. Trans formers ?
0,05
mix ed
0,21
Q39-46c : W hat is the applied philos ophy for a replac ement/renewal

s trategy on c ables ?
c orrec tive
0,11
0,21
0,32
0,58
0,32
c orrec tive
0,32
mix ed
0,26
0
Q39-46e: W hat is the applied philos ophy for a replac ement/renewal

s trategy for G IS
mix ed
0,53
c orrec tive
0,26
0,32

0,11
0,16
0,32
0,37
0
Page
0,2
78
0,4
0,6
0,8
0,2
0,4
0,6
0,8
The most prominent philosophies applied to the equipment types are summarized as
follows:
Equipment Type
Decision Criteria
circuit-breakers:
risk / condition assessment
power transformer:
risk / condition assessment
cables:
condition assessment
instrument transformers:
technical lifetime (time-based) / corrective maintenance
gas insulated substation:
risk assessment
Table 9: Decision Criteria by Equipment Type

The risk, as well as the condition assessment, is often applied in case of replacement or
renewal strategies whereas the technical lifetime is off minor interest. The exceptions are
the instrument transformers, for which the time-based or the corrective maintenance are
the favourite strategies. The reason is that the condition based maintenance needs an
assessment of the technical condition, which will lead to further financial expenses and
these costs have to be compared to the investment costs of the considered piece of
equipment.
In principle a mixed strategy is often applied by the companies, meaning that different
types of strategies are used for the same asset group during the total useful lifetime of
equipment (Fig. Q48-54). For example, during the first period the time-based
maintenance can be applied and towards the end of the lifetime, a transition to a
condition-based maintenance is useful.
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79
Q48-54a: W hat is the applied philos ophy for the maintenanc e

s trategy on c irc uit breakers
Q39-46b: W hat is the applied philos ophy for a replac ement/renewal

s trategy on pwr. trans formers
nothing/no s trategy

mix ed
mix ed
c orrec tive
c orrec tive
0
0,63
0,16
importanc e(eg non delivered energy)
0,21

fix ed time (time bas ed)

0
0,2
0,4
0,6
0,8
0,37
0,32
0,32
0,4
0,8
0,42
mix ed
mix ed
0,6
Q48-54c : W hat is the applied philos ophy for the maintenanc e

s trategy on c ables
Q48-54b: W hat is the applied philos ophy for the maintenanc e

s trategy on pwr trans formers
0,2
0,58
c orrec tive
0,16
0,16
c orrec tive
0,16
0,16
0,37
0,26
0,2
0,4
0,6
0,8
0,26
0,2
0,32
0,32
0,32
0,21
0,21
0,6
0,8
Page
0,21
0,4
0,11
0,11
0,2
0,8
0,53
c orrec tive
0,05
0,6
mix ed
0,47
0,4
mix ed
0,26
Q48-54e: W hat is the applied philos ophy for the maintenanc e

s trategy on G IS
c orrec tive
Q48-54d: W hat is the applied philos ophy for the maintenanc e

s trategy on ins tr. trans formers
0,26
0,32
0
0,26
0
80
0,2
0,4
0,6
0,8
Also in this case mixed strategies are used. The most prominent philosophies applied to
the equipment depend on the type of equipment:
Equipment
Philosophy
circuit-breakers:
time-based
power transformer:
time-based
cables:
risk / condition-based / time-based
instrument transformers:
time-based
gas insulated substation:
condition-based / time-based
Table 10: Equipment Maintenance Philosophies

The answers show that the importance of the asset in the system influences the choice of
the replacement strategy followed, whereas for the maintenance strategies it is of less
interest.
Use of risk assessment
In general, the philosophy of risk assessment is widely used for the most expensive asset
group, such as power transformer (58 %), GIS (53 %) and circuit-breaker (84 %). For other
equipment risk assessment is not much applied, e.g. for instrument transformers (37 %)
and cables (47 %). This answer is in line with the decision making process in case of
replacement or renewal strategies.
For the risk assessment the overall cost of an outage as well as the cost for maintenance /
replacement to avoid the outage should be taken into consideration too. The responses
show that except in case of power transformers, the costs due to an outage are not widely
considered, whereas considerations of the maintenance/ replacement costs are often used
for all asset groups, mainly for the power transformers, circuit-breakers and GIS (Fig. Q56
- 57).
Page
81
Q57: Do you c alc ulate the pos s ible maintenanc e/replac ement
c os ts ?
Q56: Do you c alc ulate the pos s ible outage c os ts of an equipment?
G IS
0,21
G IS
ins trument
trans former
0,74
0,11
ins trument trans former
c ables
0,26
c ables
power trans formers
0,53
c irc uit breaker

0,2
0,53
power trans formers
0,89
c irc uit breaker
0,26
0
0,58
0,4
0,6
0,8
0,84
0
0,2
0,4
0,6
0,8
In many cases, the outage consequences (as per question Q58-62) are taken into account
for the decision making process by the utilities and the following point of views are
considered. In any case, the quality of supply plays an important role, followed by
economic aspects:
Economic
95 %
Environmental
74 %
Quality of supply (non-delivered energy)
100 %
Image, public relation
79 %
In theory it makes sense to apply a "risk map" to visualize the risk assessment, because
the risk is defined as a product of probability of an outage and its consequence. But the
answer on corresponding question (Q63 / no figure) show that this type of risk
interpretation is not frequently used (20 %)
Decision and control

The survey covered decision and control aspects with a total of 6 questions (Table 7).
Page
82
Question Question
number
64
Is your decision policy based on an IT support system (in addition to written

reports and demands)
65
Do you apply defined decision criteria
66
Have you defined measurable economic criteria and on what are they based
67
Have you defined measurable technical criteria and on what are they based
68
Have you defined measurable social criteria and on what are they based
69
Have you measurable risk criteria and on what are they based
Table 11: Decision and Control Questions

Decision Policy based on IT support systems
IT systems are at least partly used for decision support in addition to the commonly used
written reports and demands. Over 60% of the respondents indicated that their decision
policies are partly supported using IT systems, whereas only 11% of the respondents
indicate that they do base their decision policy on IT systems (graph Q64). More wideranging is the different criteria used for making decisions, which are somewhat evenly
spread throughout several considerations:
Technical,
Economic,
Condition assessment,
Risk assessment,
Social.
Page
83
Q65: Do you apply defined dec is ion c riteria
Q64: Is your dec is ion polic y bas ed on an IT s upport s ys tem (in

addition to written reports and demands )
partly
0,63
c ondition
as s es s ment
0,63
0,63
no
s oc iologic al
0,21
0,37
tec hnic al
yes
0,84
0,11
ec onomic al
0
0,2
0,4
0,6
0,8
0,74
0
0,2
0,4
0,6
0,8
It is noted that the decision policy is most commonly based on technical (84%) and
economic (74%) criteria than on other soft-skill considerations such as social (37%) criteria
(Fig. Q65).
Economic criteria
Almost all respondents, who base their decision policy on economic considerations (79% Fig. Q65), use economic criteria such as the net present value (NPV) and life cycle cost
(LCC) methodologies beyond the simple consideration of investment costs alone (Fig.
Q66).
Q66: Have you defined meas urable ec onimic al c riteria and on what
are they bas ed
minimum
inves tment c os ts
minimum life c yc le
c os ts (L C C )
0,37
net pres ent value

(NP V )
0,42
ec onomic al value
added (E V A )
0,2
0,4
0,6
0,8
Technical criteria
Decision making has historically been based on technical criteria, reflected on the amount
of responses obtained under this category. The respondents were asked to indicate which
from the following specific technical criteria was commonly applied:
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84
Reliability information,
Condition information,
Age information,
Availability of spare parts,
Availability of know-how.
All of the above mentioned criteria were represented in the survey responses, with a slight
lower percentage for the use of know-how availability (Fig. Q67).
Q67: Have you defined meas urable tec hnic al c riteria and on what are
they bas ed
other
0,05
availability of knowhow
0,37
availability of s pare parts
0,63
age information
0,74
c ondition information
0,74
reliability information
0,68
0
0,2
0,4
0,6
0,8
Social criteria
The respondents who consider social criteria in their decision policy mostly include
personal safety and environmental aspects (Fig. Q68): however, it must also be considered
that the measurability of these criteria is highly difficult and subjective and that the
regulatory bodies do have a strong influence in their application.
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85
Q68: Have you defined meas urable s oc iologic al c riteria and on what
are they bas ed
other
environmental
rec laim ris ks
0,74
power quality
rec laim ris ks
0,26
equipment s afety
ris ks
0,58
pers onal s afety

ris ks
0,79
0
0,2
0,4
0,6
0,8
Risk criteria
Another important criterion refers to the application of risk assessment regarding the
economic, technical and social aspects considered, and the definition and application of
corresponding measurable risk criteria to their own decision policy. From the total of
respondents, who include risk assessment criteria (84% according to 8.1) in their decision
policy, criteria including technical risks are predominantly used (79%), followed by the
inclusion of economic (53%) and social (47%) risks. A consolidation of the risks to define
measurable criteria is not commonly used, being adopted by only 21% of the respondents
(Fig. Q69).
Q69: Have you meas urable ris k c riteria and on what are they bas ed
c ons olidated ris ks
0,21
s oc ialogic al ris ks
0,47
tec hnic al ris ks
0,79
ec onomic al ris ks
0,53
0,2
0,4
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86
0,6
0,8
Conclusion
Utilities have a huge amount of raw data available, which needs to be managed to support
the decision making process. Quite a lot of front end data acquisition such as ERPs
(enterprise resource planning) and EAMs (enterprise asset management) systems are
available nowadays. From utility point of view to support decision making process all
available IT Systems should be integrated in an overall methodology.
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87
FINAL CONCLUSIONS
The report presents an overview of the methodology used for defining IT-strategies for
asset management based on the WG work and results from a survey on this topic. The final
goal of IT-strategies for AM is to obtain better decisions for asset management and for
that it needs to have a holistic point of view including technical, economic and social
aspects. The key aspects to be considered are grouped below:
About integration
The decision-making process requires a holistic approach in the field of replacement,
renewal and maintenance strategies. The results show that the majority of utilities use
mixed strategies, depending on the type of equipment. Decisions are mostly based on
both technical and economic criteria; social criteria such as safety and environmental
aspects are somewhat behind in the IT. But despite the huge amounts of present data
within the utilities and despite the broad range of functionality offered by vendors of
(enterprise) systems, the asset manager still lacks an integrated solution.
About data
To support asset management decisions a huge amount of data is available and the right
information should be extracted from it as shown in the leading model, Fig. 1. Primary
equipment is mostly stored in enterprise-wide databases, but this is less common with
secondary equipment. The level of detail of this information is mostly recorded on asset
level. It becomes clear that failure, outage, performance and maintenance data are very
important in the decision making process; this data is well recorded. In addition there is a
high degree of recording diagnosis (offline) data. Most of this data is collected by hand but
this is, with the migration to intelligent grids, definitely going to change according to the
respondents. Still a substantial amount of data is recorded outside the enterprise wide
database. From a data management point of view the utilities should focus on integrating
these existing datasets.
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88
About IT-systems
This survey further shows a remarkable need for ERP systems in the utilities and the
integration of basic data as described above. Integration of technical (e.g. SCADA GeoIS,
EAM) and non-technical systems (e.g. CRM, ERP) are not common in the branch. Asset
management strategies urge the need for data- integration and results show that many
utilities are only at the beginning of this integration, starting to buy and to implement
enterprise-wide systems and introducing data warehouse solutions in an attempt to
integrate data. From a utilitys point of view these systems are not sufficient to support the
decision making process since they are not integrated in an overall methodology. Thats
probably the reason why decision support systems are not commonly used in the field of
asset management.
About modelling
According to the leading model (Fig. 1) there is a need to link information requirements
with data requirements. To obtain that link it is necessary to have integrated data and a
well-defined enterprise-wide data model. The survey shows that enterprise-wide data
models do exist but that data models from source systems do not fully match. Source
systems therefore often do not match the requirements of the asset manager. But this is
only part of the gap.
In addition, results also show that existing models, within the utilities themselves, strongly
focus on technical data, less on economic data and social data is only present in some
models. The decision-making process, on the other hand, requires data models that
describe data needed in mixed strategies and matching technical, economic and social
requirements from a holistic point of view. So existing models within the utilities itself
often do not match the needed holistic approach. Succeeding in filling this gap is the first
step in obtaining better decisions in the field of asset management.
In the opinion of the Working Group and based on the responses of the survey it is
important to consider the following items.
From a business perspective:
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89
A methodology to evaluate and handle risks should be implemented.

o We hereby like to refer to the Cigr document Transmission Asset Risk
Management from Cigr working group C1.16.
Adopt a common information model to be used in the utility.

o Such a model is for example the Common Information Model for Utilities
(CIM)
recently
adopted
by
the
UCTE.
Also
the
model
has
to
be
adapted/extended to the specific needs of the enterprise, based on needs in

the decision making process (Fig. 15) and to cope with all relevant standards.
Define enterprise wide goals in terms of data quality, data management and data
integration. Information and Communication Technology (ICT) expertise on data
modelling can help here.
Select asset master data based on the reference model.

o Master data is defined as the key data attributes of the most important
business objects.
Initiate Data-Quality processes.

o Start a Data-Quality-Team on a (group of) business object(s). Within that
group, create and maintain master data based on well-defined KPIs. This
team should implement a process that governs the activities of creating,
updating and deleting master data during the whole lifecycle of a business
object. Best practice indicates that only a limited and dedicated group of
employees should change this master data. Business is responsible for the
content of master data; ICT is responsible for the structure of the master data
From the Information and Communication Technology perspective:
Support this concept of master data with needed functionalities.
Implement software tools to improve data quality and to support the Data-QualityTeam e.g. by dealing with issues like de-duplication, data cleaning, specialized
input tools, handling of missing and wrong data etc.
As soon as master data functionalities are implemented, extend to other data which
are not part of master data.
Synchronize master data all over the system-landscape.
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90
Take the master data source as a reference point. Use this reference point in all
related systems. System by system, and prioritized by the business relevance. This
synchronization varies with the complexity of the system landscape. It is therefore
also a natural incentive to clean the system landscape and to improve the quality
of the data.
Organize that every ICT-project and every system-change respect the defined set of
master data.
Its common practice that every ICT-project and every ICT-change or -interface has
to
be
evaluated
before
it
is
implemented.
Re-use
those
processes
for
implementation of master data.

By defining, maintaining and synchronizing this set of master data over the entire system
landscape the data quality will rapidly improve. The master data also serves as the most
important reference for use in data warehouse and decision support systems.
An IT strategy for asset management requires a strong partnership between Business and
ICT in a utility. In this partnership business is responsible for the data itself; the contents
and the data quality. ICT is responsible for the structure, tools and availability of data
through the IT-system. This partnership can be enhanced by creating an organisational
unit that facilitates it and even further governance of information throughout the
enterprise. This leads back to the middle of the previous presented leading model (Fig. 1);
it suggests how utilities can form the creation of the intelligent hub.
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91
REFERENCES
[1]
Cigr JW Group B3/C2 Maintenance & Reliability, Task Force 03: Implementation of
information strategy to support utility asset management, Cigr A3&B3 joint colloquium
Tokyo 2005, Paper no. P1-04
[2]
Cigr JW Group B3/C2 Maintenance & Reliability, Task Force 03: Information Strategy to
support utility asset management, Electra No. 207, April 2003
[3]
Cigr Working Group C1.1: Asset Management of Transmission Systems and Associated
Cigr Activities, Cigr Brochure 309, December 2006
[4]
Cigr JW Group 23/39.14: Maintenance Outsourcing Guidelines. Cigr Brochure 201,

August 2001
[5]
Bartlett, S. (TF23.18): Asset Management in a deregulated environment, Cigr Paris 2002,

report 23-303
[6]
Cigr Working Group C1.16: Transmission Asset Risk Management. Cigr Brochure 422,
August 2008
[7]
Cigr Working Group 37-27: Ageing of the System Impact on Planning, Cigr Brochure
176, December 2000
[8]
Balzer, G.; Bakic, K.; Haubrich, H.-J., Neumann, C.; Schorn, C.: Selection of an Optimal
Maintenance and Replacement Strategy of H.V. Equipment by a Risk Assessment Process.
Cigr 2006, Paris, rep. B3-103
[9]
Working Group C1.11: Asset Management Performance Benchmarking, Cigr Brochure

367, February 2008
[10] Balzer, G.; Schorn, C.: Risk assessment of high voltage equipment. CEPSI 2004, Shanghai,
report 102
[11] Cigr Working Group B3.03: Guidelines to an Optimized Approach to the Renewal of
Existing Air Insulated Substations. Cigr Brochure 300, August 2006
[12] Balzer, G.; Gmann, T.; Schorn, C.; Benz, T.: The General Asset Management Process of
Power Systems. CEPSI-2008, Macao; report 1052
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92

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IT Strategies for Asset

IT STRATEGIES FOR ASSET

Kopejtkov (CZ), Ph. Wester (NL)

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Outage, performance and failure data .................................................... 63

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

The importance of establishing a well-considered information strategy within transmission

According to CIGRE WG C1-01, asset management involves the centralisation of key

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

the economic category, which assesses the benefit of technical scenarios on

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

The content explained through chapters 3 till 5 is considered to be in advance of the

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Figure 1: From risk to data management

Decision making with regard to stakeholder oriented risk

Data management Intelligent hub

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Survey on Practical Application of Asset Management Information

About integration: The decision making process in the field of replacement/renewal

About data: Primary equipment is mostly stored in enterprise-wide databases, but

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

INFORMATION STRATEGY TO SUPPORT UTILITY ASSET

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Asset Management Functional Model

implementations and their relative efficiencies. Therefore, to support the understanding of

Figure 2: Functional model for asset management

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Vision and goals,

Strategies, policies, standards,

Figure 3: Overview of accountabilities

Asset Management Processes

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Figure 4: Asset management process - main functional steps and data/information

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Figure 5: Asset management decision process

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Safety risks represent impact on personal and environmental safety.

System risks represent impact on technical parameters of the assets (system or

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Level 1: Component (asset) level

Figure 6: Asset management decision flow

Level 2: Network level

Level 3: Corporate level

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Figure 7: Asset management information requirements

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Asset Operation Systems: Directed at substation and network automation, customer

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

IT STRATEGIES FOR ASSET MANAGEMENT OF SUBSTATIONS - GENERAL PRINCIPLES

Figure 9: Information pyramid