Memoire Online - Requirement study for the business integration of the new SCADA/EMS system on the AES SONEL network in Cameroon

REQUIREMENT STUDY FOR THE BUSINESS INTEGRATION OF THE NEW SCADA/EMS SYSTEM ON THE AES-SONEL NETWORK IN CAMEROON

DEDICATION

TO MY CHAMPIONS MR AND MRS MBELLI NJAH, MBELLI NJAH NKWENTI, MBELLI NJAH MAMBO-AMECK AND MBELLI NJAH NDANGOH-CHI

To GOD ALMIGHTY, for the privilege and opportunity He granted to me to be in and go through this prestigious engineering institution. All glory and honor be ascribed to His name for His grace, compassion, strength, wonderful blessings and special favor during my internship at AES-SONEL

Many thanks to all those who contributed morally, academically, spiritually, financially, socially, and professionally to making me a 21^st century Polytechnician Engineer:

Pr. Awono ONANA, Director the National Advanced School of Engineering for admitting me amongst the best 100 students during the competitive entrance into this prestigious institution in September 2004

Pr. Thomas TAMO TATIESE, Vice Director and Dean of Studies of Polytechnic, Yaoundé, for his academic contribution to moulding as a 21^st century Polytechnician Engineer

Pr. Emmanuel TONYE and Dr. Patrick KALTJOB, for accepting to supervise and work with me and for their understanding during periods of uncertainty

Dr. P.S.Ngohe-Ekam, Eng Moses TABE, Eng Edwin MBINKAR and Mr. Mouna, for all their moral support and motivation during my snag times in school

The teaching and auxiliary staff of the National Advanced School of Engineering Yaoundé for the support and knowledge made available to me by them.

ASPY (Association of Anglophones of Polytechnic Yaoundé), for always standing beside me during my times of success and failures as a student in Polytechnic, Yaoundé and also for their support given by to all the other Anglophones of the school

All my class mates especially NDIFOR CYRIL FRU, FONKWE FONGANG EDWIN, MBANTAPAH PASCAL LOHKOH, TITUS TANWIE TALLA, ESSOUA FRANCK CYRILLE, TCHOUMWHI NOUMBA WILLIAM and DAH ELVIS; for their wonderful support especially in times of difficulties

Pr. Beban Sammy CHUMBOW for his fatherly love and support during my training in school.

The CHUMBOW's family, for their support during my life as a Student Engineer at Polytechnic, Yaoundé

All the Njah's family especially Aunti Stella, Aunti Angeline and Aunti Comfort Chumbow for always being ready to help me in times of need

All ASPY Alumni especially Ashu Besong Nso, Fon Immanuel Umenei, Ebot Daniel and Motuba Rosa for their financial support and motivation during my internship and my life as a student engineer of polytechnic, Yaoundé

All senior friends especially Mrs. NYEMB ELISE for all her support during the difficult times of my life as a Student Engineer

All my friends at home and abroad especially TABIAYUK AYUKOTABE and BESONG ERIC AYUK for always standing beside me

All my petits especially ABONGMO SIMON-PETER, TANKU CONRAD AND COLEMAN for always reminding of my function as a senior brother and the responsibility to show them the way

RESUME

La « Business Integration » est définie comme étant le processus d'opérationnalisation durable d'équipements, afin d'assurer l'effectivité pour une entreprise des valeurs ajoutées escomptées par l'acquisition de ces équipements. Ce processus qui passe par l'implémentation des équipements, le transfert technologique, l'internalisation et l'appropriation peut se décliner sur trois dimensions d'opérationnalisation : technologique, fonctionnelle, organisationnelle. la « Business Integration » telle que définie ci-dessus est envisagée dans le cadre de l'implémentation des équipements matériels et logiciels d'un système informatique.

Les « requirement for business integration » consistent en l'ingénierie du processus de « business integration » d'un système informatique en vue de produire des spécifications pour assurer une bon déroulement du processus dans les trois dimensions évoquées ci avant : une implémentation correcte des équipements (dimension technologique de l'intégration), le bon usage des fonctionnalités (dimension fonctionnelle de l'intégration), l'ajustement continu de l'organisation pour tirer le meilleur partie de la technologie (dimension organisationnelle de l'intégration). En d'autres termes les « requirements for business integration » constituent le pivot de l'assurance qualité pour une « business intégration » réussie.

Le contexte des présents travaux est la mise en oeuvre chez AES-Sonel d'un système informatique pour la planification, la supervision, le contrôle et le comptage des flux d'énergie dans le réseau électrique du Cameroun. Après avoir acheté ce système AES-Sonel commence tout juste l'implémentation des différents équipements qui le composent.

L'objectif des présents travaux est de (i) détecter toutes les exigences de la BI de ce système informatique, puis de (ii) spécifier chacune de ces exigences. L'approche méthodologique utilisée à ces effets combine l'ingénierie des projets d'implémentation de systèmes informatiques, l'ingénierie des spécifications et l'ingénierie des processus.

Au délà du stage, le travail se poursuivra par une tentative de généralisation des résultats obtenus chez AES-Sonel par la production de spécifications pour la mise en oeuvre d'un logiciel d'assurance qualité pour la « Business Integration » de tout système d'informatique dans une entreprise donnée.

ABSTRACT

Business integration involves all the processes necessary in bringing into full and sustained operation equipments (hard and soft) in order to make sure that they satisfy the needs they were undertaken for during buying. In case of information systems, business integration involves all the processes from implementation through transfer and operation to ownership and is divided into technological, functional and organization integration.

Developing requirements for the business integration of an information system is a systems engineering process for business integration with the main goal of producing specifications and quality assurance measures to guarantee a successful business integration, hence ensuring correct implementation of equipments (technological integration); proper, full and sustained use of equipment functionalities (functional integration) and continual appropriate organizational adjustment to ensure that the complete technological and functional benefits of the equipments are obtained. In other words, these business integration requirements and their corresponding specifications, form the most important quality assurance measures for successful business integration.

The context of this dissertation resides on the fact that AESS has bought and is about to implement the equipments (hard and soft) of an information/computer system for use in managing the operations on the whole Cameroonian electricity transmission network

The objective of this dissertation is to (i) elicit all the requirements and aspects for the business integration of this information system and (ii) develop their corresponding specifications. In this light, the adopted methodology combines aspects of information systems project implementation, requirement engineering; change management; process reengineering and technology transfer.

This work would be followed by another project that would try to generalize the results obtained for AESS in producing specifications for the development of a quality assurance software for the business integration of an information system in any given business/company.

CHAPTER 2: METHODOLOGY.....................................................................45

CHAPTER 3: RESULTS...............................................................................61

CONCLUSION AND PERSPECTIVES.............................................................89

BIBLIOGRAPHY/REFERENCES....................................................................91

ANNEX...................................................................................................93

GENERAL INTRODUCTION

In July 2001 AES acquired 56% of the shares of the sole electrical energy service provider company Sonel. The concession agreement signed between AES and the Cameroon government requested the modernization of equipments and operations management of the new company AESS as a progressive move towards the liberalization of the Cameroon electricity market system. This new electricity market structure requires the unbundling of the Transmission System Operator (TSO) from AESS. In order to ensure security and reliability in electricity network and market operations, the TSO as the system operator with exclusive right to operations management, shall share the same information and information system facilities with AESS who conserves asset owner responsibilities and exclusive rights to provide transmission services. Requirements

In line with the above, AESS has decided to implement a new Power Management System (PMS). The PMS is an IT-based solution package composed of SCADA infrastructures on top of which specific software are implemented to manage planning, supervisory control, and the accounting of electricity flows between the main nodes of the network. Given the importance of this new system, the large total cost of ownership associated with acquiring and running it, AESS is facing challenges on its appropriate business integration.

More precisely, the business integration project of the new SCADA/PMS at AESS would consist of integration in three dimensions : (i) integrating technology in terms of implementation by the EPC contractor (Siemens) as defined in the system design specifications; (ii) integrating functionalities in terms of systems rollout, system documentation, maintenance and support planning, training users to ensure sustainability of the system service delivery; (iii) integrating organization in terms of business operations re-engineering to ensure that both network operations management and the new electricity market stakeholders derive expected project benefits.

Therefore, in order to ensure full ownership of the technology and effectiveness of the expected benefits from the new SCADA/PMS system, AESS has decided to analyze and study all the requirements and aspects across the above three axes, in the bid to design specifications for an efficient business integration solution.

The job during the internship at AESS was to do a requirement study for the business integration of the SCADA/EMS module (one module of the PMS).

Chapter 1 presents the context and background and then states the problem to be solved with the goals and objectives to be attained. In order to give a clear picture of the problem being solved, this chapter also gives an overview of the technologies to be integrated.

Chapter 2 exposes some concepts and state-of-the-art techniques as well as adopted the methodology used in doing the requirements study.

Chapter 3 presents a summary of the results (the different aspects and requirements for business integration with their corresponding specifications) and some of their benefits in terms of quality assurance measures for AESS's business integration project.

This work finishes with a conclusion, project status at AESS, and the in terms of next steps of my internship project and my research work.

This chapter briefly presents AESS as well as stating the problem to be solved with the scope of work, goals and objectives to be attained. Also, in order to give a clear picture of the problem being solved, this chapter also gives a brief overview of the technologies to be integrated.

1.2.1: History

SONEL was founded in 1974, born of ENERCAM which was in turn the daughter of Electricte du Cameroon. It became AES Sonel on the 18 July 2001 when 56 % of the capital was transferred to the American group AES CORPORATION, one of the world's largest private electricity companies. It is a public limited company and is the sole electrical energy service provider company in Cameroon till date.

1.2.2: Mission

The mission of AESS is to generate, transmit and distribute reliable energy in compliance with safety standards as well as supply to Cameroon industry reliable and clean energy with a high sense of social responsibility. AESS caries out this mission within the framework of the concession agreement and electricity sale license agreement that both determine the perimeter, modalities and conditions.

1.2.3: Organization of AES Sonel

1.2.3.1: Hierarchical organization of AES Sonel

AESS is structured into departments, sub-departments, divisions and services. It is organized into 9 departments and my internship took place at the network operations department depicted in red in the figure below which displays the organizational chart of AESS. Each of these departments is subsequently organized into sub-departments made up of divisions and services. The head office headed by the GM/CEO is organized into a communications sub-department, a legal affairs sub-department, a compliance sub-department, a safety and environment sub-department and a community partnership section. Part of my internship also took place at the productions department and the network departments.

1.2.3.2: Organization of the network operations department

The network operations department is organized into sub-departments, sub-division and division as depicted in the figure below

The network operations department, future Independent System Operator/Transmission network Operator (TSO), is presently responsible for managing all the operations on the electricity transmission network. It carries out this mission through the following divisions with their respective functions

· Grid operations Divisions: Located at the Grid Dispatch center in Magombe, Edea is responsible for supervision and control of the electricity transmission network, data management, capacity planning and operations planning.

· Hydrology Sub-division: Located at the Grid Dispatch center, is responsible for managing and providing information concerning the water levels and flow rates in the production dams, storage dams and on the Sanaga and Benue river

· Metering and Scheduling division; responsible for operations planning, metering, energy accounting and billing.

· Information system division: responsible for the management (design, maintenance and support) of the information system used in network operations management as well as the establishment of communication procedures for the network operations department.

· Grid code and documentation division: establishment and management of the grid code.

1.2.4: Description of the AES Sonel network

AESS carries out its mission of generating, transmitting and distributing reliable electrical energy of excellent quality in compliance with safety standards through a generation network made up of both thermal and hydro generating power stations, a transmission network made up of two isolated grids (the northern grid and the southern grid) and a low voltage distribution network.

AESS has an up-to-date an installed generation capacity of about 900MW of which about 88% is hydro and 12% is thermal. Its two main hydro power stations, Edea and Songloulou with installed generation capacities of 265MW and 384MW respectively are located on the Sanaga River. Another hydro power station is located in Lagdo, on the Benue River, with an installed generation capacity of approximately 72MW. These three hydro plants are supplemented by thermal plants (HFOs and LFOs) located in Limbe, Douala, Yaoundé and Bafoussam. About 30 aging diesel power stations that supply isolated centers in the country.

Transmission through the SIG is done using MV (30/15KV) and HV (225/90KV) power lines. The figure below depicts the whole SIG showing all its substations and power stations.

Transmission through the NIG is done using MV (30/15kV) and HV (110/90kV) power lines respectively. The figure below depicts the NIG showing all its power stations and substations

Distribution is done through a highly radial LV (400/380V) network using MV/LV transformers. AESS presently serves 528,000 customers, which constitutes 60% of the urban population and 30% of the rural population. Billing is done using 365 grid connected meters on the northern grid and 1300 grid connected meters MV points on the southern grid.

1.3.1: Existing operations management system

The entire existing operations management system used by the network operations department for the management of all the operations on the electricity transmission network is organized into processes, procedures and resources.

1.3.1.1: Processes

The processes involved in transmission network operations management which represent an audit of the main technical activities of the network operations department include

v Capacity planning: demand planning forecasting, load flow and stability assessment, technical studies and enquiries, replacement and refurbishment planning and transmission system improvement efficiency.

v Operations planning: water flow and load forecasting, generation scheduling, production simulation including costing and budgeting, active and reactive power dispatch optimization and transmission reliability and efficiency.

v Data management: data preparation including collection and warehousing, energy accounting (power exchange metering operation), technical performance reporting.

v Supervision and control: grid dispatch logistics, system real time monitoring and control, power system restoration, control room resource scheduling and system data and event logging.

v Water resource management: management of the water level and flow rate in the storage dams, productions dams and the hydro stations on the Sanaga River.

v Metering and scheduling: billing, energy and production counting, energy and production costing, energy allocation, energy balancing, energy flow registration, losses calculation, meter reading and meter data collection, contract management, meter maintenance and metering infrastructure management.

v General: training, information exchange, IT infrastructure maintenance and support.

1.3.1.2: Procedures

There exist well established procedures in operating instructions manual for all the above processes of which detailed description is out of scope of this work. For example, for the supervision and control process, there exist different procedures to be used by the grid dispatch/system operators in restoring the power system to the normal state from an alert state, an emergency state, a critical state or a black-out state and of which there also exist different procedures for restoring the power system to the normal state from a black-out state resulting from a fault, insufficiency in production capacity, maintenance intervention, failure of a major equipment or system e.t.c.

1.3.1.3: Resources

The resources used managing operations on the transmission network can be divided into human resources and systems (technologies, softwares)

1.3.1.3.1: Human resources

The network operations department organized into a grid dispatch sub-department and TSO sub-department has at its head an engineer (departmental head).

The grid dispatch sub-department headed by a senior operations engineer (the sub-departmental head) is structured into an operations division and a hydrology sub-division. The operations division is made up of 11 employees with a senior electrical engineer at the head (operation divisional head) and a team of 10 dispatchers/system operators working on shifts of 8 hours per day and 7 days a week while the hydrology sub-division is made up of about 10 employees with a senior hydrology engineer at the head (divisional head), 2 hydrology technicians responsible for collecting and analyzing hydrological data obtained by the other technicians dispersed at the different hydro stations on the Sanaga river and at the production dams.

The TSO sub-department headed by a senior engineer is structured into an information system division, a metering and scheduling division and a grid code and documentation division. The information system division is made up of a 1 employee (the divisional head) while the metering and scheduling division is made up of 3 employees with a senior engineer at the head (divisional head) and a team of 2 technicians to assist the engineer in his function to carry out the division's mission.

1.3.1.3.2: Systems

Even though most of the underlined processes involved in operations management cited above are carried out manually, there exist nevertheless some operations management systems/technologies to aid in their management.

1.3.1.3.2.1: Existing SCADA system

Supervision and control of all the operations on the southern transmission network is done in the control room at the grid dispatch center in Edea using two SCADA systems deployed on the southern transmission network, the SKAN4 since 2008 and the LS 2000 since 1979 running in parallel and by a team of 10 grid dispatch operators working on a shift of 8 hours per day. These two systems are depicted in the figure below where components of the SKAN4 system are colored in red

This control room depicted in the figure below is made up of a control desk with two operator stations, each with also two MMI color 21" Displays, corresponding keyboards and event printers available for display, printing, control and monitoring of limited parts of the 225 kV/90 kV network substations and power stations of the southern grid.

The SCADA system supplied by «Landys & Gyr« consist of redundant (main and back-up) master computers of type LS 2000 to process information acquired and transmitted from the Substations and Power stations through the installed RTUs, 7 from type Telegyr 709 as Master RTUs and 12 from type Telegyr 065 as slave RTUs [1]. The information to be processed includes

All data from and to the substations and power stations RTUs are transmitted with 200 Baud Power Line Carrier (PLC) links using the 225 kV and 90 kV overhead line conductors.

A mimic board is also installed at the control room in front of the operator desk. Only few information (status indications, alarms and measurements) acquired directly from the Mangombe Substation are still available at the mimic board [1]. At the control center the mimic board is presently used mainly as a passive network single line information board and as the conventional back up local control panel for the Mangombe 225/90 kV Substation.

The SKAN4 system supplied by `Siemens' and which runs in parallel with the LS 2000 system has a similar configuration with the LS 2000 system but consist of 15 TG 805 and 2 TG 065 RTU/data concentrators sending signals (status, measurements, alarms and control signals) back to a redundant (master and back-up) set of MMIs for processing through a PLC communication link. The one operator station with the computers for monitoring, supervision and control has one keyboard, a mouse and a separate printer for event printing.

1.3.1.3.2.2: Existing telecommunication system

The existing telecommunication systems in use for SCADA in Cameroon (in the southern grid) comprise mainly Power Line Carrier (PLC), UHF/VHF and Microwave radio links, some Fiber Optic (FO) links installed in recent time. The telecommunication network is used for transmission of SCADA data (from some 20 substations and power stations in the 90kV and 225kV network) and operational voice communication. Except for some links in the

Southern grid, redundant telecommunication paths do not exist. There are another 5 stations in the north of the country, connected via PLC to the 90/110kV grid. The PLC links in the northern grid are only used for voice communication [1]. At present there is no hierarchical structure with regional control centers i.e. the RTUs send their telegrams directly to the SCC, which is the high level control center.

· Only some 20 RTUs (out of approx. 30 stations that will be situated in the 90/225kV southern grid in the future) are connected to the control center today.

· SCADA data transmission between the RTUs and the control center is using data channels with transmission speed of 200 bit/s.

For operational voice communication besides the PLC network; GSM, Cisco IP phones and VHF radio based telephone system are installed for connection of the SCC and the power stations and substations and other administrative offices for AESS all over the country. AES SONEL is also using public telephone lines for the operational voice communication [1].

Besides the usage of PLC, GSM, Cisco IP phones, VHF and Microwave links, connections to the public telephone services are partly being used for administrational voice communication from AES SONEL main office with offices all over the country. Data communication is mostly being done through emails using an intranet system.

Most of the existing PLC terminals are manufactured by AREVA (former CEGELEC-ALSPA), some by ABB (former BBC). For PLC communication AES SONEL, is utilizing the frequency range from 40 kHz-500 kHz. The coupling method used is phase-to-ground coupling [1]. The PLC terminals have a 4 kHz or 2X4 kHz bandwidth respectively, which is used to transmit voice and data information. Between the substations Logbaba and Koumassi (8.3 km) and between BRGM and Oyomabang (4 km), each one PLC link is interconnected through coaxial cables (50 ohm), which are integrated inside the 90 kV overhead line ground wire. The last part of ground wire between Logbaba and Koumassi is embedded in the earth with the 90 kV cable. The age of the PLC installations ranges from some years to over 25 years. Spare parts for the older types of PLC terminals are expensive or not available any more [1]. Especially for larger stations and for the interconnection of the power stations to the SCC, the SCADA data transmission speed of 200 bits/s is insufficient compared to state of the art SCADA systems. Most of the installed PLC terminals are not operational while in some cases only voice communication is possible, and the status of some links is such that they do not provide a reliable transmission medium for the transmission of SCADA data. Especially with the implementation of standard protocols (IEC 60870-5-101 and -104) for connection of RTUs to the Control Center, it is a vital requirement to install reliable data links providing sufficient data rates.

AES SONEL uses UHF/VHF and Microwave equipment in their radio system. The radio links are used for voice communication to substations, power stations and to AES SONEL offices (for administrative purposes) [1].Presently, 12 VHF relay stations, with 8 for the south and 4 for the north, cover the essential routes of HV, MV and LV AES-SONEL electrical

network. Each relay station is corresponds to an independent sub network and the sub-networks are not interconnected between each other [1]. The majority of the installed radio equipment is manufactured by Motorola of which some those especially the microwave equipments are non-functional while some have been abandoned.

AES SONEL's fiber optic system is presently made up of some fiber optic cables installed by AES SONEL in the southern grid with the total length of these fiber optic links summing up to approximately 288 km [1].

For operational voice communication within the AES SONEL; PAX based telephone, GSM and IP telephone systems are connecting the Control Centers, power stations, substations and administrative offices [1].

For voice communication between the SCC, substations and power stations in the southern grid of AES SONEL, PAX based telephone systems of various types and status are installed. The transmission is mainly using the existing speech channels (4 kHz) of the interconnected PLC equipments between the substations and power stations. PAX telephone systems are also installed in the substations and power stations of the northern grid [1].

Operational communication is using not only using the existing AES SONEL owned telecommunication network, communication with many substations is also through the Public Telephone Network [1].AES SONEL offices are using various communication paths for voice and data communication for administrative purposes (AES SONEL owned as well as Public Telephone Network) such as Cisco IP phones over the fiber optic links, MTN GSM mobile phones and an intranet system for data communication over the fiber optic link

1.3.1.3.2.2: Softwares

Apart from some excel sheets used by the hydrology department in the analysis of hydrological data and the SCADA software, the main software used by the network operations department is operations and capacity planning is the QSOM (Quantitative systems for Operations Management) software. It is used in daily dispatching through unit commitment and the establishment of a production plan.

1.3.2: The TSO and the new electricity market system

The process to open-up the electricity markets system in Cameroon as stated by the new electricity law started after the privatization of SONEL on the 18 July 2008 by the American AES Corporation. AESS would soon share the electricity market in Cameroon with Independent Power Producers (IPP), Independent Transmission Companies (ITCs) and independent retailers including large customers [2].

The TSO (Transmission System Operator) presently part of the network operations department would be unbundled from AESS and assigned to a subsidiary of AESS as stated in the concession agreement. AESS shall conserve transmission assets, asset owner responsibilities and exclusive rights to provide transmission services in the scope of transmission while the TSO shall conserve exclusive right to managing operations on the transmission network.

The TSO would be at the heart of this new electricity market system as demonstrated in the future hierarchical dispatching structure below

The TSO in this new electricity market structure has as mission the following [23];

1. Maintain the security and the balance of load flows on the Transmission system and undertake the management of network power flows, taking account of exchanges within the interconnected network;

2. Maintain the reliability and security of the Transmission system, taking account of constraints upon the latter, and implement such measures as are required to ensure the availability of all the requisite auxiliary services and the maintenance of a high level of reliability and security on the electric system;

4. Manage the take-up of available electricity production at the lowest possible price, preferably from the national market in case of exports, in accordance with functions in the general interest to be undertaken by the Transmission System Operator;

5. Guarantee the availability of management data and ensure that interested parties receive any information required for the purposes of billing and the settlement of payments in respect of services provided;

6. Not practice any discrimination between system users, subject to the limits of available capacity;

7. Supply to the operator of any other system which is connected to the SONEL system sufficient information to allow the secure, effective and coordinated operation of interconnected networks;

8. Facilitate the interconnection of systems under the terms of agreements concluded with any other system operators, participate in the implementation of rules governing interconnection and supervise compliance with these rules;

9. Prepare and submit to the Agency an annual estimate of Generating capacity, Transmission capacity and Distribution capacity connected to the system; and

10. Identify requirements for interconnection with other systems, potential Transmission capacity and electricity demand for the next ten (10) years; this analysis will be updated and submitted to the Agency each year.

In order to aid the TSO to properly execute its functions and carry out its mission, AESS is about to put into operation a new PMS (Power Management System) on the whole Cameroonian electricity transmission network which also forms part of the context of this work and of which the TSO (more specifically, the information system division under which i did my internship and of whom this dissertation concerns) has as obligation under this context

Ø Project ownership responsibilities for the implementation of the Power Management System (PMS) [23]

Ø Coordination of the proper operational integration of the PMS in business processes within the AESS [23]

And of which the business integration of this PMS in line with the PMS project opening memo is the last phase for the complete realisation of these obligations.

Based on the concession agreement signed between AES and the Cameroonian government which requested [2]

AESS is about to put into operation a new PMS for the supervision, control and management of operations on the whole Cameroonian electricity transmission network. Also in order to ensure security and reliability in electricity network and market operations, this information system and the information obtained would be shared between the TSO (system operator, who has exclusive right to operations management) and AESS (concession holder, who conserves asset owner responsibilities and has exclusive rights to provide transmission services).

Faced with a business integration challenge which key to correct implementation, complete technology transfer, proper operation and the absolute ownership of this system; AESS has decided study and analyze all the requirements and aspects for the business integration of this system in the bid to design specifications and quality assurance measures for efficient business integration.

In other words, it involves designing quality assurances measures (requirements and specifications) used in the subsequent development of a number of quality assurance checklists to ensure the efficient business integration of this new PMS system. These quality assurance checklists to be established subsequently would be used to demonstrate compliance with the defined business integration requirement specifications upon completion of business integration to ensure correct implementation; full, proper and sustained operation; complete technology transfer and absolute ownership of system.

The PMS is an IT-based solution package composed of SCADA infrastructures on top of which specific softwares are implemented to manage operations such as planning, supervisory control, energy accounting between the main nodes of the network e.t.c. More specifically, it is an information system with information management infrastructures/systems for real-time analysis of information.

The new PMS system to be supplied by Siemens (EPC contractor) and to be business integrated is made up of the following three subsystems with their corresponding main operational objectives;

1. SCADA/EMS with main operational objective the optimization of network monitoring and control as well as switching operations for a better system security and reliability [2]

2. Water Resources Management System (WRMS) with main operational objective the optimization of the water discharge from the storage dams for an efficient energy generation and water use in the hydro power plants [2]

3. Automatic Meter reading/Metering Management System/Energy Data Management system (AMR/MMS/EDM) with main operational objectives the provision of reliable metering data from any major grid node of the overall system network to all entitled stakeholders and the determination of electrical losses inside the electrical supply system of Cameroon [2].

The compositional overview of the PMS is depicted in the figure below where real time data/information from the substations and power stations, the meteo and hydro stations and grid metering points acquired and processed by their respective hardwares; RTUs/data concentrators, meteorological/flow meters and grid connected meters; are transported over a telecommunications network to an interface hardware platform (made up of servers, switches, e.t.c) to be analyzed and processed by their respective softwares (information management systems); SCADA/EMS, EDM/MMS and WRMS softwares.

This IT-based solution package is made up of both hardware (network and control) and software components. The major network and control components of this PMS to be installed at the different substations, power stations, hydro and meteo stations and at the system controls centres are depicted in the figure below showing an overview of the PMS

All the different data acquisition stations and system control centers have communication buildings containing all the different telecommunication equipments such as communication back-up power supplies e.g. UPS, diesel generator, battery e.t.c; data concentrators; switches; routers and the fiber optic nodes e.t.c. All sensors and data acquisition equipments at the different data acquisition stations and grid metering points are connected through a highly redundant communication network to system control centers for information and operations management.

All RTUs communicate with the SCADA system through dedicated data channels. They will have single and double pole statuses, analog and pulse accumulator inputs, as well as supervisory control outputs for switching of circuit breakers and isolators as well as raise/lower controls for tap-changing transformers. These RTUs communicate in [1]

Six different telecommunication systems make up the telecommunication network associated to this new PMS system for voice and data transmission and include [1]

Ø OHTL (Over-Head Transmission Line) Power Line Carrier suitable for voice, SCADA data, corporate data and hotline telephones

At the system control centers, functions (information management systems and their corresponding applications) are compartmentalized into functional blocks/subsystems with the subsystems implemented on different servers and the servers distributed along a redundant Local Area Network (LAN). All the information managements systems (SCADA, EMS, WRMS, MMS and EDMS) and their corresponding application are critical in operations management and are hence implemented on dual redundant servers, with one of the servers serving as a hot standby. All the servers, workstations and network equipments are interconnected through a redundant fast Ethernet LAN using Ethernet switches. The most important and fundamental hardware equipments found in all the system control centers include [5]

§ Application and system servers, performing all the main data processing tasks and acting as the information reference sources for the entire system. Critical applications are implemented on dual redundant servers with one of the servers functioning in the hot standby mode.

§ Multiple workstation consoles with about 3 VDU per workstation. The workstation consoles are configured for different purposes (Operator, Engineering, Maintenance, Training e.t.c).

§ Large wall display unit connected to the real-time LAN to rear-project any displays that would ordinarily be visualized on a workstation

§ Redundant fast Ethernet 10/100base T switches to interconnect the different system control center equipments

§ Redundant color and Black & white printers accessible from workstation consoles for printing of the operating status of the network anytime an event occurs.

§ Firewalls for connection to other LAN and WAN such corporate office LAN, TSO LAN, the internet

This new PMS as depicted in the figure above would be implemented on three system control centers with the following borders of operational responsibility [5]

1. A National System Control Center (NSCC) to control and monitor the entire HV network of AES SONEL in Cameroon, including the outgoing MV feeders, located in Douala and made up of SCADA and EMS applications.

2. A regional Northern Control Center (NCC) to control and monitor (in case of break-down of data communication to Douala) the isolated HV network of the North, including the outgoing MV feeders, located in Garoua and made up of only SCADA applications.

3. A back-up Yaoundé regional Control Center (YCC) to control and monitor (in case of break-down of data communication to Douala) the Yaoundé HV network including the outgoing MV feeders located in Yaoundé and made up of only SCADA applications.

Also, regional distribution grid monitoring and partial control would be done at the system control centers and by the regional distribution control centers (CCRs) in the future.

LAN connections shall be installed between the AESS offices in Douala (Bassa, Charles de Gaulle and Koumassi), the system control centers and the TSO offices for information sharing on transmission and distribution planning and maintenance by AESS as well as on other issues such as energy dispatch, hydro-thermal scheduling/coordination and water management by the TSO as depicted in the figure below which shows an principle overview of the PMS and the future hierarchical dispatching system.

Also as depicted in the figure above, there will be an operator workstation with a three screen Console for each distribution network ((Yaoundé (YCC), Garoua (NCC) and Douala (Remote

console)). For the distribution grid of Douala one operator workstation and corresponding Console will be located in the same building as the SNCC. The subsystems (back-up Control Centers, YCC and NCC) for Yaoundé and Garoua will be located at the AESS building in Mbankolo and the control building of the Garoua SS/PS. From these workstations the MV feeders in the corresponding HV/MV substations can be remotely controlled and supervised.

Any time there is a change of state in the network as a result of an event, signals (alarms, status, measurements and control signals) from the sensors and actuators locally controlling the different substation and power station equipments, stored and processed in the RTUs/Data concentrators, are send over a redundant telecommunications network to the control centers and then displayed in real time on the workstation consoles of the grid dispatch operators. This real time data and displays give the operators minute-by-minute up-to-date information about the status of the network and are also used by the underlying EMS application modules for real time analysis and computations to aid them in decision-making.

In addition to some of the supervision, control, data acquisition, data processing and MMI functions provided by the existing SCADA system and which would be renewed and extended by the SCADA subsystem of this new PMS system, this new SCADA subsystem brings in new functionalities such as [2]

· Topology processor: responsible for analyzing the open/closed status of network switching devices such as breakers and disconnectors in order to define the configuration of the network for screen projection and display.

· Data dissemination: provides the ability to transmit and receive data (telemetered data, calculated and manually entered data, data generated by application programs and text data such as alarm messages, event messages e.t.c to and from other control centers and other computer systems e.g enterprise management systems or enterprise wide databases, settlement systems e.t.c.

· Outage scheduler: assist authorized user in scheduling future outages of power system equipment.

· Information storage and retrieval functions such as journalizing, energy data collection and calculation, disturbance data for post mortem review.

The figure below illustrates the different functional blocks/subsystems of the new PMS and how they interact with each other. The EMS subsystem has the main task of economically optimizing the utilization of generation facilities within the constraints imposed by the transmission network and power/energy exchange contracts or power producers and includes all the task related to energy purchase, determination of generation cost, generation maintenance schedules, unit commitment, load frequency control e.t.c The Energy Management Software in the Power Applications refers to the group of functions that monitors and controls the generated and exchanged power in the electric system. In real-time the EMS there would be a significant amount of coordination between the control center and the various power plant facilities. System-wide economic benefits are to be achieved when this coordination would be optimized taking into consideration unit efficiencies, fuel costs and availability, transmission efficiencies, unit and transmission outages as well as interchange power availability and price.

The following new functionalities amongst others would be brought in by the new EMS subsystem in capacity and operations planning and metering and scheduling [1];

· Load forecast: forecast on demand on daily, weekly, monthly seasonally (rainy and dry season) and annually basis as well as use the forecasting model predict initially stream flow between the reservoirs (Mbakaou, Mape and Bamendjin) and the power plants (Edea and Songloulou).

· Economic dispatch: allocate generation in an optimal manner among committed units to minimize production cost while respecting reserve requirements and other constraints

· Load Frequency Control (LFC): to keep controlled area's frequency, area interchange and system time within pre-defined limits.

· Interchange scheduler: allow the operator to develop record and maintain the interchange transactions negotiated with other systems and/or generating companies.

· Reserve monitor: to monitor and account for available generation capacity and system reserves both system-wise and on a generating unit basis as well as reactive power reserve to allow voltage control regulation.

· Hydro scheduling: responsible for determining optimal operation of the hydro system, taking into account constraints and limits.

· Energy accounting: for calculating the cost of energy interchanges based on tariffs defined in the respective transactions.

· Power flow: enable operator to study power flow under a wide variety of different network situations

· Short circuit analysis: analyze potential short circuits in network and compute fault currents at selected buses and fault current contributions from other equipment near the faulted buses

· State estimator: application that processes raw real-time telemetry data and pseudo measurements to provide real time power flow solution for the entire network as well as detect and isolate failed or bad data using either the orthogonal transformation algorithm or the normal equation with constraint algorithm. Also checks and verifies credibility of data including limits, consistencies and validity.

· Contingency analysis: application that analyses the threats to the power network that can potentially result from a credible set of contingent events under steady-state power system conditions e.g. short circuit, line loss e.t.c using either the Newton-Raphson's or the fast decoupled power flow algorithm.

· Optimal power flow: application that enables optimization in the utilization of the power system generation and transmission network by using a non-linear programming method to identify operating bottle necks and the marginal cost of binding constraints in MW dispatch, MVAR dispatch, fuel cost minimization and remedial scheduling.

· Dynamic stability simulation: solve power systems dynamic problems such providing accurate simulation models and algorithms to cover the complete range of transient and time frames, calculation of initial conditions based on power flow results e.t.c

· Harmonic analysis: for carrying out frequency scan and harmonic load flow for the determination of network natural frequencies and for filter design.

· Dispatcher Training Simulator: A DTS (Dispatcher Training Simulator) for both new and experienced dispatchers with main functions to train new dispatchers, train dispatchers on advanced EMS applications, train dispatchers on new EMS applications, testing new EMS packages and post disturbance analysis.

Apart from the SCADA functions of data acquisition, monitoring and control of hydro stations, the water management system offers the following addition functionalities [1]

· Forecasting: water flow and water level forecast at the different hydro stations on the Sanaga and benue rivers, stream flow between the reservoirs (Mbakaou, Mape and Bamendjin) and the power plants (Edea and Songloulou) and inflow into the reservoirs during the discharge and filling periods using a forecasting model that uses measured historical data from hydro stations and forecasted precipitated data

· Determine the optimal release of water from the reservoirs to cover entire dry season taking into consideration the hydro plant cascading on the river basin using a catchment model

· Scheduling of hydro and thermal plants to optmise resources especially during critical periods such as the dry season

All energy flows into and out of the HV network and other energy flows within the energy market would be processed by the MMS [1]. Metering data from all the metering points equipped with metering equipments (modems/IEDs) would be send over a telecommunications network to the central MMS. This MMS combined AMR system offers the following functionalities

There is in general a gap between the physical energy flow, which can be determined by the meters installed in the electrical grid and the energy flow determined by the rules of the electricity market. The transformation from meter data into energy data is a crucial function and a prerequisite for the settlement of the market interactions between the entitled market participants. The energy data management (EDM) is a software component that transforms metering data into energy data by processing besides the metering data also the schedules of the forecasted data for consumption and electricity provision [1]. The EDM system offers the following functionalities using some mathematical, programmable macro and scheduling functions with an interface to contractual and economic information [1]

The figure below depicts the flow of metering data from the metering system through the energy data management system to the billing system

The figure above shows clearly the function of an EDM-system in the context of metering and billing.

Business integration involves all the processes necessary in bringing into full and sustained operation equipments (hard and soft) in order to make sure that they satisfy the needs they were undertaken for during buying. While the excellent business integration of a system can have substantial impact on the success of a business, technology alone has no value. In the case of information systems, business integration includes all the processes from implementation through transfer and operation to ownership and the excellent business integration of an information system is indispensable for

The notion of business integration of an information system brings in the following important concepts

The most successful business integration implementations are those that meet the business integration requirements and contribute to the overall success of the business. The successful business integration of an information system by a business is measured with metrics reflecting the key performance indicators of the business and not IT metrics.

The socio-technical infrastructure of AESS in the case of information systems, is made up of obsolete technologies/equipments (hard and soft), ideas, concepts and technical as well as scientific know-how. A good example is the LS 2000 SCADA system installed since 1990 by `Landis and Gys' being used up to today as the main system in supervision and control while manufacturing of its equipments/components was discontinued since 1999 making maintenance, upgrade and extension of the system extremely difficult. New information system technologies/equipments destined for use in operations management such as for supervision and control, operations planning have faced serious business integration problems because of this technical, cultural and conceptual resistance like in the case of the new SKAN4 SCADA system supplied by Siemens with the aim of renewing and extending the capabilities of the LS 2000 SCADA system as a result of network expansion and increase in the number of substations, which is not fully operated and has been partially abandoned; the new daily dispatching software (QSOM) which faced resistance in application by the dispatch operators e.t.c. This obsolete socio-technical infrastructure and the concept of routine makes it extremely difficult for AESS to adapt and change against the reception of new equipments/technology which would impact the technological, functional and organization aspects of the company.

1.4: Scope of work and specific objectives

Due to the duration of the internship, this work would consist more concisely of identifying and studying all the aspects and requirements to produce specifications and a board of quality assurance measures for (i) total technology integration to ensure proper and correct implementation of system equipments; (ii) absolute functional integration to guarantee complete, full and sustained use of system functionalities and (iii) continual appropriate organizational integration to ensure total achievement of all technological and functional benefits, of the SCADA/EMS module (one module of the PMS) for the southern grid.

In this chapter, we would be presenting a number of concepts and techniques which forms the combined methodology used to carry out this requirement study.

2.2: Systems development life cycle

The purpose of this a methodology is to specify a set of well-defined steps or phases, coupled with a set of clear, measurable exit criteria, for developing and implementing an information system) [24]. The system development life cycle (SDLC) is a set of steps that serves as the basis for most systems analysis and design methodologies.

2.2.1: strengths, weaknesses and limitations

An information system is a set of hardware, software, data, human, and procedural components intended to provide the right data and information to the right person at the right time [24]. A system is a set of interrelated components that function together in a meaningful way, delimited from its environment (its suprasystem) by a boundary, accepts inputs at its boundaries and outputs flow back across the boundaries while process is an activity that changes the system in some way. Of particular interest are the interfaces, the points at which the various system components communicate or interact. As a general rule, the more interfaces a system contains, the more complex the system. The figure below depicts the diagram of a system [24]

The system development life cycle methodology acts as a memory aid by imposing discipline, thus reducing the risk that key details will be overlooked [24]. Communication is enhanced because the methodology imposes a consistent set of documentation standards. The steps in the methodology enhance management control, providing a framework for scheduling, budgeting, and project management [24]. The tools associated with this methodology that makes it excellent is that it makes it easier to solve the problem of developing and implementing an information system and also, increases the likelihood that significant errors are detected early [24].

Using this method, raises a concern that the system developed may not accurately reflect the current business environment because the elapsed time between the initial proposal and system completion can be quite lengthy (often one or more years). Many methodologies require that specifications be «frozen» as work progresses from one step to the next, and user requirements do change over time. Given the fast pace of technology, this problem is particularly acute with hardware and/or software selected early in the process [24].

This is a traditional methodology used for developing and implementing many types of information systems, such as expert systems and real-time processing systems. Additionally, fourth-generation, fifth-generation, and objected-oriented languages require modifications to the traditional approach [24].

The project management life cycle is similar to the system development life cycle, with stages or phases defining a schedule and triggering resource allocations. Note, however, that a given project might encompass several related systems, and a given system might be divided into several sequential or concurrent projects.

2.2.2: The system development life cycle methodology (the waterfall method)

The systems development life cycle is sometimes called the waterfall method because the model visually suggests work cascading from step to step like a series of waterfalls with sometimes a considerable feedback between the various steps or phases [24]. A set of steps for solving information system problems: the basis for most systems analysis and design methodologies.

The first step is problem definition. The intent is to identify the problem, determine its cause, and outline a strategy for solving it [24].

Given a clear problem definition, analysis begins. The objective of analysis is to determine exactly what must be done to solve the problem. Typically, the system's logical elements (its boundaries, processes, and data) are defined during analysis.

The objective of design is to determine how the problem will be solved. During design the analyst's focus shifts from the logical to the physical. Processes are converted to manual procedures or computer programs. Data elements are grouped to form physical data structures, screens, reports, files, and databases. The hardware components that support the programs and the data are defined.

The system is created during development. (Note: Because the entire process is called the system development life cycle, some experts prefer to use other labels, such as system creation, for this stage.) Programs are coded, debugged, documented, and tested. New hardware is selected and ordered. Procedures are written and tested. End-user documentation is prepared. Databases and files are initialized. Users are trained.

Once the system is developed, it is tested to ensure that it does what it was designed to do. After the system passes its final test and any remaining problems are corrected, the system is implemented and released to the user. After the system is released, maintenance begins. The objective of maintenance is to keep the system functioning at an acceptable level

The figure below depicts the various steps to be followed when applying the waterfall method

Figure 14; The system development life cycle is sometimes called the waterfall method [24]

2.3: Information systems project implementation

Implementation is the process of completing the system and turning it over to the user [24]. In the case of an information system, it includes all the processes involved in site preparation; documentation preparation; personnel training; system cutover and system release. Implementation occurs after the system has been analyzed, designed, constructed, and tested [24].

1. Site preparation: It involves preparing the work environment, installing the hardware, and configuring any new equipment to work with existing computers and peripherals. The work environment includes sufficient space to hold the computer, its peripherals, desks, storage cabinets, printer stands, and other furniture, and to store such supplies as paper, ribbons, disks, backup media, forms, cleaning supplies, documentation, and procedure manuals. Wiring, communication lines, and other physical connections must be installed. A raised floor might be needed. Security features might be required [24]. A dependable power supply is essential. Large computer systems often require custom-designed power supplies. Although most small computer systems run on standard household current, the equipment can easily tax the limits of existing wiring (particularly in older buildings), so rewiring might be necessary. Surge protectors and an uninterruptable power source (UPS) are recommended for most systems. Air conditioning is another factor. Computers are heat sensitive, and heat-related problems are difficult to trace. The computer itself generates heat, and that can add to the air conditioning load. The cost of inadequate air conditioning is often measured in excessive downtime and high maintenance costs. Ergonomic requirements are intended to provide the users with a comfortable working environment. Key parameters include lighting, glare, airflow, noise, temperature, humidity, workspace, and the design of the furniture. Many organizations have implemented ergonomic standards.

2. Documentation preparation and design: Documentation consists of the specifications, instructions, tutorials, reference guides, and similar materials that accompany and explain a piece of software or a hardware component [24]. A complete set of user documentation, systems documentation, software documentation, and operations documentation must be available to support the implementation process. In addition to procedures for performing system tasks, preparing paperwork, entering data, and distributing output, documentation for backup, recovery, auditing, and security procedures is also needed. Documentation tells the users how to operate the system, helps to resolve problems and errors, and supports the training process.

3. Training: Before the system is released, the users, system maintenance personnel, system operators, and other people affected by the system must be trained [24]. The user manual and the written procedures form the core of the training plan. Initially, the analysts and other technical experts should show the users how to perform the various tasks. Gradually, the experts should do less and the users more until the users clearly understand the system. Following the initial intensive training period, the users should begin to work on their own, but the experts should be available to provide quick, accurate technical support. Over time the level of technical support should decline, but facilities for answering user questions (e.g., a help facility) should be maintained for the life of the system. In addition to the primary users and system support people, back-up personnel must also be trained. Often the primary person trains his or her backup. People retire, resign, suffer injuries and illnesses, and earn promotions, so there will be turnover. Training does not end when the system is released; it is an ongoing activity. In-house training is suitable when the system is developed internally. The training can be tailored to the system and the organization's environment, touching on the relationship between the new system and existing systems and stressing user interests and needs. Unfortunately, users sometimes undervalue in-house training because they believe the in-house experts will always be available to provide assistance on request. Third party training includes vendor-supplied training, developer-supplied training, and training from independent outside services. Such training is common when a company lacks in-house information system support or has no on-going training program, or when a third party develops the system. Some training is done in a traditional classroom environment. In other cases, the trainer goes to the trainee, perhaps providing one-on-one or small group training on specific equipment or in the user's environment. Videoconferencing is an economical training medium for a relatively brief time (hours, days, or weeks). Distance learning (via satellite or other communication media) is effective for longer periods (weeks, months, years). Interactive training software (on tape or CD) is both popular and cost effective. Computer-based training (CBT) utilizes the computer as a training tool; for example, an instruction system is a type of expert system that implements computer-based training.

4. Cutover strategies: System cutover is the process of turning the system over (or releasing the system) to the user. Some experts believe that a system should be released any weekday before Thursday, giving the users at least one day (Friday) to experiment and giving the installers the weekend to fix any last-minute problems. Other experts believe that a system should be released on Friday, thus giving the installers three full days to complete the installation before the users begin working with it [24].

5. System release: After the system is installed and stable, it is released, or turned over, to the user. In most cases, the system release or system turnover process includes a formal user sign off that implies user acceptance of the system [24]. If the system was developed in-house, system release marks the end of the developer team's responsibility. If the system was developed by outside contractors or consultants, system release implies successful completion of the contract.

6. Post-implementation review: A post-implementation (or post-release) review should be scheduled some time after the system is released [24]. During the post-implementation review the developers should investigate any remaining problems and compare the project's objectives, cost estimates, and schedules to the actual outcomes. The idea is not simply to find discrepancies, but to explain them. Knowing why mistakes were made is the key to improving the organization's analysis, design, scheduling, and cost estimating procedures. During the post-implementation review, such general concepts as the design philosophy and the design strategy should be discussed. The hardware platform, the inputs, the outputs, the interfaces, the dialogues, the processes, the files and databases, and the documentation should all be carefully studied to ensure that the system performs as designed.

2.4: Requirement engineering

Requirement engineering encloses all those tasks that go into determining the needs or conditions to meet new or altered systems taking into account of the possible conflicting requirements of the various stakeholders such as beneficiaries or users [10]. Also known as systematic requirement analysis, it is concerned with determining the goals, functions and constraints of hardware and software systems and is very critical to the success of a development project. New systems can change the environment and relationship between people, so it is important to identify all the stakeholders, take into account their needs and ensure that they understand the implications of the new system.. Requirement engineering involves the major tasks of requirement gathering, requirement analysis and requirement recording.

2.4.1: Requirement gathering

Also known as requirement eliciting, it is the process of determining what the requirements to meet the new or altered system [10]. Requirements are actionable, measurable, testable, related to identified business needs or opportunities, and defined to a level of detail sufficient for system design [27]. Generally for technical management, requirements are commonly categorized into

Ø Customer/operational requirements: statement of facts and assumptions that define the expectations of the system in terms of mission objectives, environment, constraints and measures of effectiveness and suitability (MOE/MOS). The key customer of the system is the operator. Operational requirements would define basic needs and answer the following questions [27]

· Mission profile or scenario: how would the system accomplish its mission objective?

· Performance and related parameters: what are the critical system parameters to accomplish the mission?

· Effectiveness requirement: how effective or efficient must the system be in performing its mission?

· Environment: what environment would the system be expected to operate in an effective manner?

Ø Functional requirements: explains what has to be done by identifying the necessary task, action or activity that must be accomplished. [27]

Ø Non-functional requirements: requirements that specify criteria can be used to judge the operation of a system, rather than specific behaviors. Requirements which impose constraints on design or implementation. [27]

Ø Performance requirements: the extent to which a mission or function must be executed; generally measured in terms of quantity, quality, coverage, timeliness or readiness. During requirements analysis, performance (how well does it have to be done) requirements are interactively developed across all identified functions based on system life cycle factors; and characterized in terms of the degree of certainty in their estimate, the degree of criticality to system success, and their relationship to other requirements. [27]

Ø Design/Technology requirements: the requirements used in buying the system (system design specification requirements). [27]

Ø Derived requirements: requirements that are implied or transformed from higher-level requirements.[27]

Ø Allocated requirements: requirements obtained by allocating or dividing a higher-level requirement into multiple lower-level requirements.[27]

2.4.2: Requirement analysis and specifications development

Requirement analyst and engineers use several different techniques in analyzing requirements as well as establishing their specifications such holding interviews, holding workshops, prototyping, use cases e.t.c. In requirement analysis and specification development, they use techniques that include [10];

1) Stakeholder identification: modern technique which involve identifying the different stakeholders to use the system which encompass direct system users (operators, organization employing requirement engineer) to include senior management, back office systems or organizations and other organizations that can integrate horizontally with organization employing requirement engineer/analyst. The possible stakeholders of this PMS system in our context were identified to be IPPs, ITCs, AESS-T, large retailers, large and small customers, ARSEL and the TSO/present network operations department.

2) Stakeholder interviews: common method use in requirement analysis. These interviews help to reveal requirements not previously being envisaged as being within the scope of the project or even contradictory requirements. Most commonly, each stakeholder has idea of his expectation or would have visualized his requirements.

3) Contract-style: a traditional way of documenting requirements using the implementation plan proposed by the EPC contractor, Siemens in our context

4) Measurable goals: involves using a set of critical measurable goals during the requirement analysis during which the level at which each goal has been attained is continuously being verified.

6) Use cases: entails using case studies or examples of similar systems during the requirement analysis. The National grid and the NYISO (New York Independent System Operator) were used as case studies in system operation in our context.

2.5: Process engineering

2.5.1: Change management

Change Management is the process of requesting, determining attainability, planning, implementing and evaluation of changes to a system [11]. The two main goals of change management include: supporting the processing of changes and enabling traceability of changes, which should be possible through proper execution of the process. It is an important process because it can deliver vast benefits by improving the system and thereby satisfying customer needs. Change management can also cause enormous problems because it can ruin system or mix up change administration. In the information technology domain, more funds and work are put into system maintenance, which involves change management, than to the initial creation of a system [12].

The change management process includes a set of activities and deliverables. The six main activities involved in the change management process are

i) Identify potential change [13]: a potential change can be identified when a new functionality is required or a problem is encountered leading to a change request.

ii) Analyze change request [13]: involves determining the technical feasibility of the change as well as its costs and benefits.

v) Implement change: entails executing change, propagating change, testing change, updating documentation and releasing change.

Ø Problem report: document describing facts and information related to the problem

Ø Change log entry: entry consisting of change request, change technical feasibility, change costs and benefits, change impact analysis, change planning, test report and change verification.

Ø Change technical feasibility: document indicating whether or not reliable hardware, software and technical resources are capable of meeting the needs of proposed system

Ø Documentation: explains, gives instruction for use or otherwise functions as a major guide to the system materials or system. Can be material or training.

Ø Change verification: a determination of whether or not the result of change implementation fulfills the requirements established.

The meta-modeling technique is used to describe the change management process. The figure below is a process-data diagram displaying an algorithm for the change management process with all its activities and deliverables

2.5.2: Business Process Reengineering (BPR)

Business process reengineering is also known as Business Process Redesign, Business Transformation, or Business Process Change Management. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and a more successful competitor in the marketplace. It encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human resource, and organizational dimensions [17].

Reengineering is an approach aimed at redesigning the way work is done to better support the organization's mission and reduce costs. It starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Within the framework of this basic assessment of mission and goals, reengineering focuses on the organization's business processes--the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. Reengineering identifies, analyzes, and redesigns an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed. It focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This distinguishes reengineering from process improvement efforts that focus on functional or incremental improvement [16].

A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Generally business processes are not reengineered simultaneously; they are done based on the following criteria:

Ø importance: which are the most critical and influential in terms of customer satisfaction

Ø feasibility: which are the processes that are most likely to be successfully reengineered

The five main established methodologies from contemporary literature used in reengineering business processes and the activities in chronological order include

A consolidated methodology has been developed from the above five methodologies by taking into consideration their common attributes and differences. This consolidated methodology is depicted in the process flow diagram below, which shows the main processes and the activities involved

2.6: Technology transfer

Technology denotes the broad area of purposeful application of the contents of the physical, life and behavioral sciences [25]. Technology transfer is a long and complex process of innovation, that is, a process of adaptation and change. Technology transfer projects often occur where the recipient culture (technology-pull side) is different from the source culture (technology-push side) and therefore generally long, complicated and extend over an average of two to four years [25].

Technology transfer is composed of horizontal and vertical technology transfer and takes place at the following two main levels [25]

1. Development level: characterized by the following development and research phases; discovery phase, create phase leading to an invention, substantiate phase, development phase leading to a prototype and an engineering phase leading to a functional technological system which may be a process, an intellectual concept, a hardware product e.t.c

2. Impact level characterized by how the technology is going to affect its destination

Technology transfer might come as a result of a company strategy to improve on process management by buying a new technology and of which is the case of AESS in the context of this work or the ordinary commercial operation of a firm e.g. technology vendors who regularly transfer technology to their clients and of which is the case of Siemens (EPC contractor) for this PMS project in the context of this work.

An efficient technology transfer can be obtained by first answering the following questions [25]

ü What aspects of the technology are transferred in the transfer project? How can they be conceptualized?

ü What steps are required to ensure efficiency in the transfer and the technology appropriateness (integration) to the new context and specific destination point?

The following are the factors involved in a decision-making process in the pursued of a technology transfer strategy by the technology-pull side (purchaser, recipient or destination point) and the corresponding decision phases they affect. These phases and their deciding factors form in other words the steps used in ensuring an efficient and complete technology transfer (stages in a technology transfer project)

2. Technology transfer project analysis (technical feasibility, market analysis and financial analysis) for the implementation strategy phase

3. Technology transfer project evaluation and selection in the portfolio of project phase

4. Technical availability, cost and socioeconomic conditions in the design and management of the technology transfer project phase.

The technology transfer project analysis at the implementation strategy phase with feasibility studies entails

a) Needs assessment, that is, technical requirements for responding to a specific market demand and which would spell out linkages between users of product, producers or the competition

c) Technical feasibility of transfer, that is, feasibility in terms of current processes, comparative analysis with other technologies, equipments required human resources and skills needed, training requirements, contract and transfer-management conditions, requisite modification to existing processes, impact on working relations and functional linkages, impact on user and consumer behavior relative to final product.

Design and management of the technology transfer project is the last phase of the process and is one of the other main ways/mechanisms in which technology transfer takes substance apart from the purchase of a direct license.

2.7: Technology transfer project management

Management of a technology transfer project includes all the phases of design, planning and implementation of the transfer [25]. Unlike the classical phases of project management through which a technology transfer project also proceeds, managing a technology transfer project involves training and human relational learning with all the complexities it can entail. Technology transfer project management is all about overcoming conceptual resistance, technical resistance, economic and financial resistance, as well as cultural resistance which characterizes the behavior of all companies and businesses towards the coming of a new technology [25].

The management strategy for a technology transfer project depends on the following variables [25]

· Nature of the origin and destination systems; the socio-technical nature of the systems involved in the transfer.

· If it is a `technology-pull' problem involving socio-technical adaptation or a `technology-push' problem, involving building bridges across boundary lines

· Type of technology involved; hard or soft: the hard/soft metaphor applies to the technology transfer as well as to the type of resistance offered/boundaries encountered; the more scientific or conceptually intricate a technology is, the more changes integrating it would require at the destination end, the greater the degree of innovation it would require and hence the softer the technology would be while the more extensive the machinery and equipment associated with the technology are and the more they operate on a stand-alone basis, the more automated the technology is, the freer it is of the context and social sphere into which it is being placed, the harder the technology would be. Hard technologies or the hard components of a technology are fairly easy to transfer across hard boundaries (poorly developed destination systems in technology) while soft technologies or the soft components of a technology like information systems, technical know-how of a technology require careful integration

· Relative hardness of the boundaries/resistance: resistance to change is exhibited in the form of boundaries/barriers, keeping out change from the outside system.

i)Transferring hard technologies across hard boundaries are conditions surrounding some turnkey based projects and have a greater chance of succeeding e.g. dam in Chine built by North American companies; (ii) transferring hard technologies across soft boundaries e.g. Canadian nuclear plant in Italy; (iii) transferring soft technologies across soft boundaries where the strategic issue for transfer project management is in terms of `technology-pull' (the receiver's objective) and finally, (iv) transferring soft technologies across hard boundaries which is the most complex from the technology transfer management perspective and where the central problem is the relative impermeability of the boundaries which sets up resistance to socio-technical change and makes innovation difficult.

Transfers concerning soft technologies or soft components of a technology need careful integration and pre-planned strategies, since they require substantial adjustments on a company's social system (e.g. its organization) while the transfers across hard boundaries would need intervening institutions as bridges between the source and destination as they would have to cross hard boundaries and thus overcome strong resistance to transfer.

2.7: Adopted methodology

A combined methodology which included concepts and methods from the systems development life cycle, information system project implementation, process engineering, and technology transfer and technology transfer project management was adopted.

1. The systems development life cycle and the information system project implementation concepts and methodologies detailed the stages that would be crossed for the implementation of the PMS system equipments and were used to obtain some of the requirements

2. Requirement gathering techniques were also used to obtain the rest of the requirements

4. The requirements were then grouped into the technological, organisational and functional dimension

5. Then, techniques and concepts in technology transfer, technology transfer project management, process reengineering, change management and requirement analysis and specifications development were being used to develop the specifications for the requirements.

1) In order to make sure Siemens implement PMS equipments as specified, we need to

3) Business process reengineering would enable AESS to adapt, redesign and change (reengineer) its organization and business (existing socio-technical setting) to properly and completely integrate the PMS system equipments in operations management through a

4) Proper use of PMS equipments during their life cycle by all people involved in system operation and system management would be ensure by ensuring efficient technology transfer during business integration through

5) Full and sustained operation of implemented PMS equipments would be ensured by

2.3: Conclusion

We have adopted a methodology we are going to use in carrying out this requirement study of which we will present the results in the next chapter based on state-of-the-art techniques and concepts in requirement engineering, technology transfer, technology transfer project management, change management, information systems project implementation and business process re-engineering.

In this chapter, we present the results of this work by first presenting the requirements and then their specifications. The chapter then finishes by presenting the implications of the requirement specifications in quality assurances measures for efficient business integration.

3.2.1: Technological requirements

3.2.1.1: Pre-requisites for implementation

The pre-requisites for the implementation of this new SCADA/EMS system are classified under three main categories

All the above pre-requisites are critical and must be verified for existence and functional effectiveness before the implementation of this new system.

3.2.1.1.1: Human Resources

This involves the verification of human resources in terms of existence, qualifications for recruitment and preparation for training for the following main functions

3.2.1.1.1.1: Implementation

- Tests (FAT, SAT I, SAT II, functional and availability test) and commissioning

- Site activities (substation adaptation works, site adaptation works, civil work and construction work e.t.c)

- Data entry, database generation and software adaptation, data population and data preparation

3.2.1.1.1.2: Project Follow-up and Handling

Human resources (both AESS staff and experts) for project follow-up and for the handling of project functions.

- Project Director for overall project coordination, project management and to ensure implementation of overall systems

- Consultants (team of experts) to assist in project engineering, supervision of works, organization-change management, IT integration and support on information systems rollout

- Power System expert for support in transmission and distribution system design and operation and in system modeling

- Organizational expert for support in commissioning and training, process re-engineering and change management

- Data warehouse expert to implement energy master data referencing and integration data flow, support test data preparation and support data cleansing and data populating

AESS staff for the steering committee responsible for the strategic follow-up of the project and made up of members from the project direction, EPC contractor project director, TSO, COO, DSI and the DDE.

- Project engineering functions including confirming specifications in tender documents forming the basis for performance requirements; approval of contractor's plan to meet performance criteria; approval of detailed technical design and drawing provided by contractor; follow up of hard and software development and particularly the development of models; checking system conformance with functional specifications; agreement on testing procedures with contractor; witnessing factory tests in the manufacturer's work before acceptance for shipping to site; agreement on equipment configuration in transmission and generation stations, river basin and customer's premises representing scope of works at each location

- Project management functions including analysis of project risks; project completion report; detailed definition and monitoring of KPIs; ensure respect of cost and schedule; preparation of a detailed project control program; project office responsibilities such as accounting, supply chain follow up and reports preparation; project coordination, logistics, meeting organization, communication, readiness and circulation of documents; overall detailed planning of AES-SONEL workload during the work statement with the contractors

- Supervision of work functions including migration of project implementation risks; ensure readiness of technical documentation and as built drawings; commissioning and warranty run monitoring; witnessing site test and acceptance of performance of system as built; check buildings; quality assurance during implementation (AESS construction and safety rules); supervision of buildings, fittings, and furniture of national and regional control rooms and IT rooms

- Support on information systems rollout including preparation of trial and takeover of system; prepare testing and commissioning certification of the system; support in change management implementation, training supervision, new process and new procedures drafting in relation with user departments; detailed design of change management implementation road map to accommodate new systems; draft definition of borders of operational responsibilities; support in IT integration, database design and integration, data referencing and cleansing; ensure PMS efficiency measurement implementation, suitable data modeling and flows integration in the data warehouse; AES-SONEL PMS platform overall architecture during work statement with EPC contractor, taking into account PMS operational environment and interfaces with existing and future corporate systems (billing system, GIS, planning tools, maintenance management tools)

AESS staff for the project direction responsible for the operational direction of the project to achieve the corporate objective on behalf of the steering committee and composed of sub-directions from the following departments

With each sub-direction made up of a sub-directional head, technical correspondent(s), project head(s) and expert user(s)

3.2.1.1.1.3: Systems Operation and Business Integration (BI)

- Deputy Project Director for BI teams coordination, ensure information system integration for corporate objective effectiveness and overall IT overseer

- Network team leader to implement BI for network operations and assist in the supervision of the SCADA/EMS project

- Planning and Dispatching team leader to implement BI in planning and dispatching and modeling overseer

- IT integration team leader to provide and implement IT infrastructure for the overall PMS system

v Planning and dispatching such as collection of network technical parameters, check accuracy of forecasting model, strategic outlook of business transformation through business integration (apply APEX deliverables), modeling overseer e.t.c

v Network Integration such as master data preparation, confirm interoperability of existing switchgear, issues connected to operation and maintenance, communication to all stake holders within the network e.t.c

v IT integration such as implementing data center and IT control rooms, implement telecommunications over IP (fiber optic, MAN/LAN cabling, GSM, GPRS and satellite), ensure AESS IT maintenance capabilities, provide data referencing and conversion platforms (Dataware house and GIS)

3.2.1.1.2: Civil, Construction and adaptation Works

Some civil, construction and adaptation works which are the responsibilities of AESS and are required for the implementation of this new system include

Ø All external works such as paved areas, car parking, landscaping and construction of a higher perimeter wall and a guardhouse respectively around the premises and at the entrance to the Bali compound building except for everything that concerns the installation of the generating set.

Ø Construction of a second transformer substation in the NSCC yard behind the building

Ø Provide connection between the two transformer substations and the AC room of the NSCC for the contractor to connect to the power supply

Ø Painting of the external walls of the first and ground floor of the Bali building to harmonize with the entire building

Ø Refurbish the entire building both internally and externally including the roof in time so as to intervene as little as possible with the works to be executed by the contractor.

Ø Refurbishment and equipment of the room CCR (Centre de conduit de reseau) room in Douala

3.2.1.1.3: Telecommunication Infrastructure

The telecommunication infrastructure associated to the SCADA system responsible for voice and data communication is of full responsibility of AESS. The functional effectiveness of the telecommunication infrastructure is critical for the implementation of the new system. The following are very critical for the system implementation

Ø Connection of FO between the NSCC and the various users-de Gaulle, Koumassi, Bassa e.t.c

Ø Installation of Telephones and internet in the Bali building, NSCC, NCC and YCC

There are six telecommunication networks (PLC, OHTL, GSM, Satellite, microwave and VHF radio) associated to this SCADA system. The figure below shows the actual state of the FO and PLC networks of the AESS SIG

3.2.1.2: QUALITY DATA FOR SYSTEM

The data for the new SCADA/EMS system can be classified into four main categories

3.2.1.2.1 Organizational Data

3.2.1.2.1.1 Transmission Network Plan

· One line diagram of the whole SIG showing all Zones, Branches, Areas and Interconnections as well as all the hydro and thermal generating stations, loads, busbars, switches (isolators, disconnectors and circuit breakers), capacitor banks, transformers e.t.c

· One line diagram of all the existing transformation substations and generating stations substations showing load centers, busbars, switches (isolators, disconnectors and circuit breakers), capacitor banks, transformers e.t.c

· Name; location; characteristic voltage levels; number of feeders, transformers, capacitor banks, circuit breakers, isolators, disconnectors, busbars and other major components of all transformation substations and generating stations substations of the SIG

3.2.1.2.1.2 Telecommunication Network Infrastructure

· Telecommunication Infrastructure Plan showing all the different telecommunication networks (FO, GSM, VHF radio, PLC and microwave) on the SIG used in association with this new SCADA system for data transfer as well as for voice and data communication

3.2.1.2.1.3 Profile Data for System users (System Operators and System Administrators)

· Profile access method (knowledge-based e.g. password, possession-based e.g. badge...)

· level of authorization such as Area Of Responsibility (AOR), operation mode (read, write...), application access e.t.c

3.2.1.2.1.4 Generation System Owner Data

Data from all generator/generation power station owners concerning their generating facilities and would include

· power station connection point, that is connection substation e.g. Ngodi Bakoko substation

· power station location in terms of branch, zone, area, town e.g. Douala, Littoral zone, Nyalla area e.tc

3.2.1.2.1.5 Transmission System Customer/End User data

Data of the different transmission system customers (end users) concerning their consumption facilities and would include

· Customer location (branch, zone, area, town) e.g. Douala, Littoral zone, Bonaberi area e.t.c

3.2.1.2.2 Referential Data

This is technical information of all network assets/equipments both electrical, control and IT network assets. This information is very important for maintenance (both predictive and corrective maintenance), system operation (in performance and limitation check of systems and equipments) and in asset inventory management.

This includes all up-to-date technical information obtained from the manufacturers, nameplates and technical catalogues of all the electrical network assets of the SIG concerning their technical characteristics, makes and models, performance and limitations including

Ø Auxiliary equipments such as UPS, batteries, rectifiers, battery chargers e.t.c

Technical and performance data of all the telecommunication and IT network assets including

3.2.1.2.3 SCADA Process Data

Data necessary for the development of the teleinformation plan for the SCADA system. They constitute data points for the SCADA system and can be classified into four main categories

3.2.1.2.3.1 Controls

Data on all substation equipments per substation of the southern grid that receive controls/commands and the nature of control/command forming control data points and would include

· Command type e.g. open/close in the case of a circuit breaker, raise/lower in the case of a tap changer

3.2.1.2.3.2 Status

Status information of all important substation equipments as well as substation command equipments per substation for all the substations of the southern and would include

· Status type e.g. on/off or local/remote in the case of a switch, manual/auto or local/remote in the case of a tap changer, run/stop in the case of a generator e.t.c

Alarms to indicate all critical (alert or emergency) network situations such as faulty equipments, confirmation of a command send, faulty operation by a system user, surpassing limit conditions for all the substations of the southern grid forming the alarm data points and would include

3.2.1.2.3.4 Measurements

Data concerning all measurements to be taken including voltage, power (active, reactive and apparent), energy (active, reactive and apparent), frequency, current, temperature as well as the measurement points per substation for all the substations of the whole southern grid and should include

· Measurement type e.g. temperature, power (MW, MVA, MVar), frequency, current, voltage and energy (MWh, MVAh, MVarh)

3.2.1.2.4 EMS Process Data

This is process data required by the EMS subsystem to carry out its computations and analysis.

3.2.1.2.4.1 Generation Process Data

All information and data on the status, generating capacity and availability of the different Generating (Power) stations connected and supplying power to the transmission system of the southern grid for dispatching and planning and should include information such as for each generating station

Also for each of the different generating stations, information for the different generating units such as

· Availability (help in defining the capacity factor of the generating unit and its usability: important at the profiling stage of maintenance programming)e.g. 90%, 50% e.t.c

3.2.1.2.4.2 Network Application Process Data

Data and information needed by the different applications of the network application module to perform their respective computations and decision-aid functions. It involves all the data for operation management and business transactions. It involves all the details in terms of

3.2.2 Organizational requirements

3.2.2.1 Operations reengineering

These involves an impact study for the re-engineering (rethinking and redesign) of all the business/operations processes as a result of the new functionalities introduced by this new SCADA/EMS system and the new electricity market system structure.

The main objective of the TSO is to operate the Cameroonian electricity transmission network in its most secured and reliable state (normal state) using the functionalities of the SCADA/EMS subsystem of the new PMS system to

· Roles, Responsibilities and linkages of market participants (generators, transmitters and distributors), defining the rights and obligations of the participants regarding the operation of the Transmission system

· Terms and conditions for connection to the Transmission System , defining connection conditions (for generators, distributors and end-use customers), technical design and construction requirements applicable to the service providers as well as the Transmission System development process and methodology

· Terms and conditions for providing transmission network and system operation services

· Operation and quality standards for transmission and transmission system operation, focusing on quality standards with respect to product (electricity) quality, Quality of supply and system reliability requirements

· Scheduling and Dispatch arrangements for generation and transmission network

· Commercial Rules related to Dispatch, energy balancing and Settlement calculations in the Bilateral Contract Model

· Pricing principles and tariffs for the provision of transmission and transmission system operation services, specifying the objectives, structure and the methodologies employed in transmission tariffs.

· Information (exchange) requirements for transmission system operation, specifying the information requirements and obligations of all the parties associated with system operation.

· Grid Code Governance, detailing all aspects of Grid Code governance and in particular the procedures for rules change.

II) Operating policies as well as newly established operating rules and procedures for all of the processes involved in the following operations

· Transmission and dispatching operations: transmission operations, scheduling operations and dispatching operations

.Established operating procedures for real time supervision and control (monitoring operations) for example should include

2. State definition for the different operating states for the different system monitored conditions

4. Actions of the TSO, transmission system owner and other actors to power system state when

III) New communication procedures based result of the new communication systems and should include the following details (non-exhaustive)

For examples, when an Alert State or Major Emergency State occurs: the TSO Shift Supervisor shall communicate with the affected transmission owners to determine the nature of the problem and to make a preliminary estimate of the assistance required. The Shift Supervisor shall then notify all transmission owners via the Emergency Hot Line System that an Alert State or Major Emergency State exists. After this notification, all normal or routine calls on the direct dial telephones between the Shift Supervisor and the transmission owners shall cease. These lines shall be used only for communications between the Shift Supervisor and the affected transmission owners. And then, when the Restoration State occurs: the Shift Supervisor shall notify all transmission owners via the Emergency Hot Line System that a Restoration State exists. After that notification, all normal or routine calls on the Direct Dial telephones between the Shift Supervisor and the transmission owners shall cease. These lines shall be used only by the Shift Supervisor and the affected transmission owners to communicate information about the restoration process. The transmission owners shall use the Emergency Hot Line System to communicate completion of restoration steps to the Shift Supervisor.

3.2.2.2 Organizational reengineering

It entails an impact study on the re-organization and re-structuring for the following different units (services/department/sub-departments/divisions) of AESS to be impacted by this new system for re-organization

Re-structuring and re-configuration (organizational reengineering) should be done in terms of

3.2.3 Operational requirements

3.2.3.1: Systems rollout

It entails the establishment of a migration/cutover strategy from managing operations using equipments (hard and soft) of the existing operations management system to managing operations using equipments (hard and soft) the new PMS which contains

1. Direct cutover: Also called crash cutover or abrupt cutover, where the old system is discontinued on a predefined date (often corresponding to the start of a new accounting period) and the entire organization switches directly to the new system. Direct cutover is risky because, if the new system fails, returning to the old system is virtually impossible. This strategy is relatively inexpensive, however, and it tends to promote user acceptance since there is no old system to serve as a basis for comparison..

2. Parallel operation: where the old and the new systems run in parallel for a time and which tends to be the most effective when a computer-based system replaces a manual (or partially manual) system because concurrently running two computer-based systems is very expensive and which gives makes an excellent choice when data accuracy, security, and/or reliability are important concerns.

3. Gradual cutover: which is a combination of direct and parallel cutover and where the idea is to run the new and old systems concurrently and gradually increase the number of transactions handled by the new system. Actually here, data is not processed twice; instead, some transactions are processed by the old system, some are processed by the new system, and the percentage sent to the new system gradually increases until the old system fades away.

3.2.3.2: Training

Well-organized and proficient training of system users (administrators, operators and maintenance personnel) to enable them to carry out effective operation and maintenance of the SCADA/EMS system hardware and software as well as the telecommunication equipment after the taking over is the most efficient way of ensuring

Also, training of the operation and maintenance personnel for the new NSCC, YCC / and NCC hardware and software, new RTUs as well as for the new communication network to be implemented under the project is crucial for the success of the project, for safeguarding the investment and for realizing the benefits the new SCADA system can provide to AES SONEL and the Cameroon economy.

Training of the personnel is the most efficient way for AESS to control the OPEX of the system and enable system users, operators and administrators learn important features and operational procedures of the system, reduce cost of unscheduled customer support, operate system better and be more productive and efficient.

3.2.3.2.1 Objective

It is a human resource challenge and entails selection of the trainees, the establishment of selection criteria and the reason for the training. It includes the establishment of the following information for all the human resource to be trained for system use

3.2.3.2.2 Training types

Training of personnel for the new system can be subdivided in 2 types of training with different tasks, that is

1. Operators' training to acquaint the operators to the new control system and its functions. Only when the operators use fully, properly and completely all the functions provided by the new SCADA/EMS system, will all possible benefits be realized.

2. Maintenance training to safeguard the investment by keeping it fully operational and by adopting/extending the new SCADA/EMS system to the ever-growing network

3.2.3.2.3 Training Plan

· Session content: course title, target group, course objective, detailed learning objectives, work tasks to be addressed, subjects to be covered, exercises, materials/equipments required, duration, location e.t.c

3.2.4: Maintenance and Support

The objective of the maintenance stage is to keep the system running at an acceptable level. Maintenance begins when the system is released and continues for the life of the system. It is not unusual for the cost of maintaining a system to significantly exceed the cost of developing it, so a primary objective of a good maintenance and support strategy is controlling maintenance costs, hence TCO while at the same time maintaining system performance and reliability. When the cost of maintaining and operating an obsolete or inefficient system exceeds the cost of replacing it, the system life cycle ends and a new life cycle begins.

3.2.4.1: Maintenance and Spare Part Replacement Strategy

This involves the development of a good hardware and software preventive maintenance (Regularly scheduled maintenance activities; the intent is to anticipate problems and correct them before they occur), corrective maintenance (Maintenance activities intended to remove errors or bugs from the software, the procedures, the hardware, the network, the data structures, and the documentation), adaptative maintenance (Maintenance activities intended to enhance the system by adding features, capabilities, and functions in response to new technology, upgrades, new requirements, or new problems), and perfective maintenance (Maintenance activities intended to enhance the system by improving efficiency, reliability, functionality, or maintainability, often in response to user or system personnel requests) strategies and procedures for all the information system assets of the southern transmission network system which takes into consideration

This should be followed by the design of a good system follow-up procedure which includes

· Cumulative availability of the whole center and for the whole systems for the year

· Tracking of hours used and that still left in warranty, maintenance and support contract

Another main issue, is the establishment of a procedure and strategy for spare part replacement, this would depend on

· Criticality of hardware equipment and hardware equipment function the Quality of Service (QoS)

It also entails a clear definition of the responsibilities of AESS and of Siemens with respect to system maintenance, the type of maintenance services to be provided by Siemens and other important elements for the maintenance contract including

· Commercial aspects such as price, payment conditions, replacement materials e.t.c

Software maintenance is mostly needed in situation of system upgrade, expansion and modification. This requires the establishment of upgrade strategies and procedures to ensure system continuity and availability.

3.2.4.2: Support Strategy

3.2.5: Documentation

Good quality documentation about system is also indispensable for complete technology transfer and full, proper and sustained operation. The quality of an information system depends not only on such attributes as flexibility, user-friendliness, reliability and performance, but also on the quality of the documentation. In fact, to the user, the documentation and the user interface are the system.

Documentation should consist of the specifications, instructions, tutorials, reference guides, and similar materials that accompany and explain the software or a hardware component. The documentation should be complete, clear, understandable, current, and reusable.

3.2.5.1: Hardware Documentation

Consist of standard product documents, accompanied by project-specific descriptions and drawings, necessary for proper operation and maintenance of the hardware subsystems

3.2.5.1.1: Equipment Documentation

This provides both general and specific information in each device or item of equipment, independently to use in the overall system. In general, this type of documentation consist of the unmodified standard documentation provided by the equipment manufacturer

Additional information and documentation should be provided for customize items of equipments. The equipment documentation includes, for example

A Single document per site regardless of the number of identical sites or units using system

3.2.5.1.2: Installation Documentation

Documentation used during equipment installation. It provides detailed information about actual layout installation of each item of equipment, supplied on an equipment group or geographical location basis.

This type of documentation consists specifically of adapted drawings, diagrams and tables-for example;

3.2.5.2: Software Documentation

This includes all software related, system parameterization and system configuration documents such as the SCADA reference manual, system administration manual e.t.c.

3.3 Quality assurance measures conformance checklist for business integration

3.3.1: Telecommunication systems quality assurance conformance checklist

System	Exist		Non-existent
System	Functional	Non-functional	Non-existent
Fiber optic systems
PLC systems
Radio systems
Telephone systems
Data links
Satellite system
Microwave systems
Voice recorders at system control centers
GSM and GPRS systems

3.3.2: Systems rollout quality assurance conformance checklist

Item	Established	Non-established
Migration conditions
Migration strategy
- Advantages
- Disadvantages
Plan

3.3.3: Training quality assurance conformance checklist

Item/Issue	Established/exist	Non-established/non-existent
Criteria for selection of trainees
List of trainees selected
Reason for training
Training plan
Training program
Training manuals
Training facilities and equipments
Scope and target group for training

3.3.4: Documentation quality assurance conformance checklist

Item/Issue	Established/exist	Non-established/non-existent
System level documentation
Operating instructions
Dispatcher's manual
Overview to operations
User's handbook
System operator's handbook
Database, display, and report generation and maintenance manuals
System design hardware documents
Detailed hardware documents
Assembly drawings and instructions
Preventive maintenance instructions
Corrective maintenance instructions
System design software documents
Detailed software documents
Software manuals
System functional descriptions

The complete transfer and the full ownership of this new technology by AESS which has as consequences the successful implementation of the new electricity market system in Cameroon; successful modernization/improvement of network operations management at AESS; the sustainability of the system as well as its correct implementation by the EPC contractor (Siemens), all depend on a successful business integration.

Most of the aspects and requirements for a successful business integration of this new system have been cited as well as their corresponding specifications and benefits in terms of quality assurance measures for proper business integration, which was the aim of this master thesis work.

The scope of this master thesis work being limited to the SCADA/EMS system on the southern grid, future work would entail a requirement study for business integration for the SCADA/EMS system on the northern grid and for the other PMS systems (SCADA/WRMS and SCADA/AMR/MMS) on the southern grid and the northern grid.

Given the fact that AESS is already at the statement of work phase in the implementation of the system, the next steps of this master thesis work in the implementation of the project include

A Perspective in research of this work is the establishment of a model for the development of specifications for the design of quality assurance softwares in installing and integrating information systems.

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