R-APDRP Implementation

Challenges and Solution

On-Time, On-Schedule and Efficient

Implementation is needed

Authored by – K. Ravimurthy
ravimurthy@yahoo.com
 R-APDRP Implementation Challenges and Solution
Table of Contents
Preamble....................................................................................................................................................... 3
R-APDRP Implementation ............................................................................................................................. 4
R-APDRP Phase – A ................................................................................................................................... 4
R-APDRP Phase – B.................................................................................................................................... 5
R-APDRP Implementation Challenges and Solution ..................................................................................... 6
Timeline......................................................................................................................................................... 7
Energy audit .................................................................................................................................................. 7
Technical challenges in R-APDRP implementation ....................................................................................... 8
Customer Care Centre (CCC)..................................................................................................................... 8
Enterprise security, data protection and business continuity .................................................................. 9
Network Analysis ...................................................................................................................................... 9
Flexible AC Transmission (FACT) Devices.................................................................................................. 9
Geographical Information System .......................................................................................................... 10
Data Migration ........................................................................................................................................ 12
System Integration.................................................................................................................................. 12
User Acceptance & QA checks ................................................................................................................13
Business and manpower issues .............................................................................................................. 13
Accreditation...............................................................................................................................................13
Conclusion...................................................................................................................................................15

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 R-APDRP Implementation Challenges and Solution

Preamble
As India is a developing nation and growing really strong, hence there is real requirement of building up
basic infrastructure. In the infrastructure build-up Power Generation, Transmission and Distribution is
one of key sector that needs attention.

The Government of India in 10th Plan started Accelerated Power development and reforms program for
reforms in distribution with following objective:-

 Reduction of AT&C losses

 Bring about Commercial viability
 Reduce outages & interruptions
 Increase consumer satisfaction

Considering the need for continuity and to rein in the losses of the
For the growth of India rapid utilities, need was felt to continue the initiative of APDRP in 11th
implementation of R-APDRP plan as well. On review of the status and benefits achieved of
is a must. APDRP, it was felt that to have sustainable distribution business, it
is essential to give impetus to IT enabling of the sector on an
integrated platform. The IT platform shall assist in capturing and validating the energy and revenue
model to gather in a transparent manner with accuracy.

Considering the difficulties of domain expertise in IT area of the utilities and the experiences the utilities
had, it was considered necessary to prepare SRS template, which shall provide the IT infrastructure for
drawing the baseline data while addressing the need of IT back bone in the area of distribution business
process to capture the benefits of the investments on sustainable basis.

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 R-APDRP Implementation Challenges and Solution

R-APDRP Implementation
R-APDRP implementation is done in two phases to establish the newer and modern T&D infrastructure
enabling the measurement, monitoring, control and operation feasibility at each of the phase of the
Transmission & Distribution.

 Phase – A will cover projects for establishment of baseline data and IT applications for energy
accounting/auditing & consumer services
 Phase – B will cover System improvement, strengthening and augmentation etc

R-APDRP Phase – A
In establishing the baseline data auditing and survey is required for the entire asset of T&D, which
broadly covers

 Consumer Indexing, Asset Mapping

 GIS Mapping of the entire distribution network
 Automatic Meter Reading (AMR) on DT & Feeders
 Automatic Data Logging for all Distribution Transformers and Feeders
 SCADA system in big towns / cities
 Feeder Segregation/ Ring Fencing
 IT applications for redressal of consumer grievances
 Integrated metering, billing & collection

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 R-APDRP Implementation Challenges and Solution
 Energy accounting & auditing and MIS

R-APDRP Phase – B
In the phase the infrastructure will be improved by instilling necessary changes and also the
strengthening the system to build-up modern day T&D infrastructure

 Renovation, modernization and strengthening of 11 kV level Substations, Transformers

/Transformer Centers
 Re-conductoring of lines at 11 kV level and below
 Load Bifurcation, feeder separation, load balancing
 Installation of capacitor banks and mobile service centers etc.
 Strengthening at 33 kV or 66 kV levels
 HVDS (11kV)
 Aerial Bunched Conductors in populated areas
 Replacement of old electromechanical meters with electronic meters

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 R-APDRP Implementation Challenges and Solution

R-APDRP Implementation Challenges and Solution

R-APDRP is underway in various states and is in different stages of implementations. There are Technical
challenges apart from the Program Management and Project Implementation Challenges. The questions
that come out are following;

• Has the programme lived up to the hype and euphoria?

• Is the implementation going on as per the expectations?
• If the current indications are anything to go by, the project is definitely moving at snail’s pace.
What could be the reasons for the slow progress?

The program was started with the guideline to bring-in more transparency to the entire Electric Power
Distribution Industry in the country. The key project goals are;

• Reduction of AT&C losses

• Bring about Commercial viability
• Reduce outages & interruptions
• Increase consumer satisfaction

The main issues in the initial APDRP were the inability to use the
Sustained problem solving skills grants and failure to upgrade the system. The rechristened R-
are necessary for proper APDRP was launched with the intention to plug these very
implementation. loopholes and revamp the power scenario, by earmarking strict
guidelines. This has been done with aplomb. The guidelines have
been crystal clear and exhaustive. But, are they overbearing, a tad over-ambitious as far as timelines go
is what the stakeholders seem to ask at the moment.

Ground realities
Historically, state utilities have been using different IT applications, most of which ran as stand-alone
applications with little or no integration. Due to lack of standardization, integration of these modules
has always been a challenging and nerve-sapping exercise. Upgrading these modules on a unified
software platform involved process complexities, licensing
Great need there to define accuracy issues and capital expenditure. There is lack of defined
standards; data acceptance criteria accuracy standards; data acceptance criteria and
and standardization of data standardization of data preparation processes make it difficult
preparation for IT implementation. to implement any uniform quality standards in GIS projects.
GIS data is not a finished product in true sense as its currency
and completeness is dependent on type of uses and many external ever changing factors that may affect
data quality during the initial stages itself. Multiple stakeholders of different skills and requirements also
hamper standardization.

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 R-APDRP Implementation Challenges and Solution
With the funding and technical guidelines now available from PFC, the nodal agency for RAPDRP
implementation, the state utilities are now embracing a standards-based approach to enterprise-wide
business process automation, employing best-of-the-breed global practices in IT implementation and
system integration. There are lots of misconceptions in the industry about R-APDRP being like any other
IT implementation project. On the contrary, R-APDRP is about business process reengineering, process
automation, capacity building and system integration, with IT playing the role of an enabler.

Timeline
Time is the essence of R-APDRP project and the government threat hangs like a sword of the Damocles.
With loans to be disbursed based on performance, it is a race against time. Is the timeline set by the
government realistic? One of the states that started work 15 months ago has just completed 0.5 per
cent work. The question that is being asked is: how can all the states be judged by the same yardstick?
Take for instance, Goa which has a couple of towns as against Uttar Pradesh – both are expected to
implement the Part A of the project in 18 months. The common grouse of the stakeholders is that the
procurement of satellite imageries from National Remote
Sensing Centre (NRSC) is time-consuming. The IT
authorities’ needs to make mandatory
implementation agency is required to obtain mandatory
check about the implementer has
authorization from the State Government authority and
sufficient resources, understanding of submit the same to NRSC along with order forms, which takes
the program time. Moreover, the guidelines dictate that the archival
images of R-APDRP towns should not be more than six
months from the date of LOI. If satellite data is not available from the archives, then one has to request
for new scans which take 2-3 months or even longer depending upon satellite access, image quality and
cloud cover (should be < 15 per cent). On one hand, the government puts forth timelines and on the
other hand, its agencies fail (not their fault either as imagery is collected on a regular basis) to provide
satellite data in time. It is a catch-22 situation. The point that is on everybody’s mind is what will be the
financial burden on state DISCOMS if the project gets delayed.

While initiating the implementation on fast track is something which is really required however prior to
providing the LOI, the authorities’ needs to have basic data such as maps, approvals and issue of
directives to all the people involved in the program, which will make the task of implementation much
more streamlined. India is the nation which has states of different sizes, hence authorities’ needs to
make mandatory check about the implementer has sufficient resources in-terms of understanding the
program, domain skills, Serviceability and People for completing the program in 18 months.

Energy audit
Energy audit has always been high on the priority among all utility applications. Energy audit module has
to be seamlessly integrated with metering, billing and collection with minimal manual intervention. The
module has to capture electrical distribution network and energy parameters for feeder-wise and DT-

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 R-APDRP Implementation Challenges and Solution
wise loss analysis and identification of sections of revenue leakages. Therefore, 100 per cent metering of
consumers, substation feeders and distribution transformers is a major concern for total energy
accounting. Many utilities are lagging behind in ensuring 100
per cent metering of DTs, which prevents DT-wise accounting
Energy audit module has to be
of energy losses.
seamlessly integrated with
metering, billing and collection with It is always good to have the evaluation done from the third
minimal manual intervention party and implement the measures of performing the energy
accounting. Timeline of the complete implementation needs to
looked into, as the total losses which India is having due to various kind of losses is to the tune of 34.5%.

Technical challenges in R-APDRP implementation

Customer Care Centre (CCC)

This is of strategic importance from the point of view of providing customer services and ensuring
statutory compliances for issuing new electrical
connections, maintaining network operations and
processing consumer complaints regarding
electricity supply, installation and billing. Every
utility has to abide by the standards of performance
(SOP) in terms of quality and time for delivering
customer services, as approved by the State
Electricity Regulatory Commission (SERC). The aim is
to harness technology to make customer services
more transparent and speedier. RAPDRP envisages
Web Self Services (WSS) solution to provide
customers a user friendly interface to address their
problems related to electricity supply and services.
Both CCC and WSS have multiple interfaces with the
utility’s business processes such as asset management, maintenance management, network analysis
module, GIS-based consumer database and billing system. Seamless integration is a mammoth exercise
to ensure business transactions and data interchange across modules, processing and analyzing data,
handling exceptions and escalations and generating reports, within the acceptable time limit for
customer services.

While performing the integration all the systems of the utility is required to be brought to one common
platform to ease out all the activities of utilities;

• Executive Management
• Operations & Maintenance
• Planning/Design/Construction
• Customer Service

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 R-APDRP Implementation Challenges and Solution
• Trouble Call & Dispatching
• Outage/Reliability Analysis
• New Customer Connections
• Marketing

Enterprise security, data protection and business continuity

Maintaining data network, application and database security throughout the project life cycle is another
challenging task. It would be suicidal to believe that security can be ensured by technology alone.
Security has to be driven by established policies and
Maintaining data network, procedures, which is people driven. It is more than just
application and database security firewall, intrusion detection/ prevention, anti-virus/ anti-
throughout the project life cycle is spam, data encryption and single sign-on. It is about
another challenging task systems, procedures, people and processes. It is important
and yet a challenging task for utilities to have a proper
security policy in place. The utility needs to define the bona-fide users and their levels for granting
access control, rights and permissions for using various application modules.

Network Analysis
There are special tools available to provide graphical analysis of distribution network with schematics
highlighting attribute data for every substation, connected feeders, DTs, circuit breakers, sectionalizers,
auto-reclosures and capacitor placements. The network
Graphical tool for analysis is analysis tool uses advance algorithms for calculating phase
necessary for distribution network imbalances, identifying low-voltage or overloaded sections,
with schematics highlighting calculating section-wise loss levels and taking decisions on
attribute data for every substation, system optimization through network reconfiguration,
connected feeders, DTs, circuit capacitor placements and system improvement measures.
breakers, sectionalizers, auto- However, network analysis tool feeds on real-time data. Due
reclosures and capacitor placements to crunch of trained manpower, ensuring network data
updation at regular intervals is a big challenge faced by many
utilities.

• Utility should carefully consider the level of maintenance given to SCADA software, including
vendor upgrades.
• Utility should evaluate high availability hardware system configurations for vulnerability to
common software faults.
• Process models used in everyday decision making need to be validated on an ongoing basis.
• Utility should evaluate effectiveness of key online applications,
o Determining how often they are actually being used and whether or not they provide useful
assistance to normal and abnormal operations

Flexible AC Transmission (FACT) Devices

The Flexible AC transmission (FACT) system needs to be used for controlling transmission voltage,
power flow, reducing reactive losses, and damping of power system oscillations for high power transfer

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levels. Effect of change in degree of series compensation on the optimal location of the shunt FACTS
device to get the highest possible benefit is studied. It is found that the optimal location of the shunt
FACTS device varies with the change in the level of series compensation to get the maximum benefit in
terms of power transfer capability and stability of the system.

The Flexible AC transmission system (FACTS) has received much attention in the last 2 decades. It uses
high current power electronic devices to control the voltage,
FACTS devices are very effective and power flow, stability, etc. of a transmission System. FACTS
capable of increasing the power devices can be connected to a transmission line in various
transfer capability of a line, in so far ways, such as in series, shunt, or a combination of series and
as thermal limits permit, while shunt. For example, the static VAR compensator (SVC) and
maintaining the same degree of static synchronous compensator (STATCOM) are connected in
stability shunt; static synchronous series compensator (SSSC) and
thyristor controlled series capacitor (TCSC) are connected in
series; thyristor controlled phase shifting transformer (TCPST) and Unified Power Flow Controller (UPFC)
are connected in a series and shunt combination.

The Flexible AC transmission (FACT) system needs to be used for controlling transmission voltage,
power flow, reducing reactive losses, and damping of power system oscillations for high power transfer
levels. Effect of change in degree of series compensation on the optimal location of the shunt FACTS
device to get the highest possible benefit is studied. It is found that the optimal location of the shunt
FACTS device varies with the change in the level of series compensation to get the maximum benefit in
terms of power transfer capability and stability of the system.

Geographical Information System

GIS-based consumer indexing and network mapping requires DGPS survey for collecting geospatial data
HTML or other HTTP GIS Analysis Engine of distribution network and door-to-door survey of
consumers for mapping their unique electrical identity.
User Interface Web Server &
Map Server The process itself is fraught with multiple challenges.
Client Interface Server
Ground truth verification and post-processing of
geospatial data sometimes require multiple visits to the
GIS
site and data recollection. Often the legacy data on
electrical network
Data Server Database
like the single- CUSTOMER
RESTORATION SCADA PLANNING
Spatial & non-spatial line diagram and MANAGEMENT
SYSTEM

asset attributes are not easily available with the utility because
of the absence of proper field documentation.
REPAIR & ENGINEERING
MAINTENANCE
The identification labels on electrical assets are sometimes not DRAWING

legible or not available at all. The ITIA has no choice but to rely
on its own ground verification and substantiate the information
ASSET CUSTOMER
from the concerned utility staff. Also, when new electrical assets CONSTRUCTION
MANAGEMENT SERVICE
are installed on the network, the utility is required to provide

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details immediately to ITIA for undertaking DGPS survey, as this has major dependency on the timelines
for completion. There may be a situation where assets already surveyed may require replacement for
operational reasons. In such cases, new attribute have to be collected and updated in the database. This
requires coordinated effort between the utility and ITIA. A change request has to be initiated by the
utility, as per change management control procedures.

Follow the steps and perform stage-gate review for making the activity a success. Let there be proper
delegation of the responsibility to the people working in the ground else train the people prior to
deployment are key to success.

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Data Migration
Migration of legacy data from the existing system to the new system is another challenge of R-APDRP.
The legacy data of consumers, assets, billing and collections have to be extracted, cleansed, rationalized,
transformed and reconciled. Several iterations of mock conversion programme to test the data model
before proper migration.

Any migration activity is tough and if the migration

Any migration activity is tough and
if the migration planning, and
implementation is not done
properly then the migration could
be more troublesome then paying
taxes
process and to organization.
planning, and implementation is not done properly then the
migration could be more troublesome then paying taxes. If
the phases are not completed in-time and with proper
effort then there can be chances wherein the entire
migration process could put the organization on back-foot.
With successful migration approach entire project will bring
in much needed competitive edge to the manufacturing

Prior to migration, data re-conciliation is the first step and then data and system upgrade such that the
entire migration is smooth and data is safe. Thorough validation and training is very important function
of any system and technology upgrade strategy. An important factor is that upgrade works as intended
to prevent any waste and untoward disruption of the plant. Proper deployment of upgrade strategies is
incomplete until the training and validation functions are completed.

System Integration
The RAPDRP solution design is envisaged as a multi-tier, Web-based, Service-Oriented Architecture
(SOA). Seamless integration of various software modules on a middleware enterprise service bus is
another big challenge, considering that the
overall solution integrates with various third-
party applications like ERP, GIS and MDAS,
using standard plug-ins or business APIs.

Electrical Power Utility has Two major,

complex real-time control systems monitor
and control the power system at this Utility:
the transmission Energy Management
System (EMS) and the Distribution
Management System (DMS). There are many
applications within EMS; however one of the main functions is Supervisory Control and Data Acquisition
(SCADA), which scans data from (or sends control to) the field devices via the Remote Terminal Units
(RTUs) through the master station equipment or Front-End Processors. The EMS and DMS systems are
primarily used for real-time operational purposes and are not intended for long-term data storage.
Apart from this ERP, GIS and MDAS data integration is also there.

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User Acceptance & QA checks
User acceptance testing and QA checks are crucial at various stages of development and during
deployment of R-APDRP software applications. Each software component is tested independently and
then further tested along with its dependent components. Before final release, an integration testing of
the complete system is done to check the system functionality in the presence of the designated utility
representatives. Taking acceptance sign-offs from the utility is often a long and time taking process.

Business and manpower issues

R-APDRP is about business process transformation. Understanding of the utility’s process, existing
system requirements and gap analysis is crucial to formulate the “What ought to be” design. It is
extremely important to have a close and coordinated interaction
with all the stakeholders, particularly the domain process owners.
Understanding of the utility’s
Some states have multiple utilities. Take the case of Rajasthan – it
process, existing system
has four DISCOMS: Jaipur, Jaisalmer, Jodhpur and Ajmer and have
requirements and gap analysis is come up with a common RFP. While there are set procedures for
crucial to formulate the “What handling technology and process issues, the people issues have to
ought to be” design be handled with a lot of sensitivity. The field staff of DISCOMS is
not used to working on computers. Understanding and creating
awareness of R-APDRP objectives is a huge responsibility that falls upon all parties involved with the
project. As per the contract requirement, ITI personal are to be deployed, but due to the dearth of
qualified personnel non-ITI people are recruited.

Accreditation
Project formulation for up gradation of distribution network is a highly specialized job that involves
detailed energy balancing and network reconfiguration necessary for a high voltage or low voltage
distribution system. The SEBs may or may not have
Project formulation for up gradation
adequate skills in the area and, therefore, may like to
of distribution network is a highly acquire the expertise and skills on an outsourcing basis. In
specialized job that involves detailed order to cover a large number of urban & industrial areas in
energy balancing and network the country, within the next 4 to 5 years, it is essential to
reconfiguration necessary for a high make available a number of accredited specialized agencies
voltage or low voltage distribution for the purposes of energy audit & accounting, project
system formulation, turnkey implementation, project monitoring
and project evaluation. SEBs / Utilities need to out-source
the implementation to accredited agencies for quick formulation of quality projects and their
implementation. These agencies must be selected purely based on the technical capability and
expertise.

A Committee with members from NTPC, PGCIL, PFC, CEA, SEBs /Utilities, credit rating agencies, FIs etc.
will be constituted to accredit reputed agencies for the above purpose. This would require engagement
of agencies that are specialists in the fields of work given below in assisting the states which lack internal

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capabilities or manpower, and oversee the proposals & implementation by the states who are well
equipped:

a. Engineering Agencies: To formulate and appraise the DPRs for augmentation of sub-
transmission and distribution system and oversee implementation including quality checks.
b. Project Monitoring Agencies: To review the physical and financial progress of the project and
bring out concern areas to the notice of the MOP for immediate resolution to avoid time and
cost over - runs.
c. Turnkey Contractors: To undertake design, manufacture, supply, erection, testing &
commissioning and provide maintenance facilities and performance warranty for the various
components involved in the sub-transmission and distribution system.
d. Project Evaluators: To conduct concurrent and post execution evaluation of the anticipated and
actual benefits accrued consequent upon execution of the project.
e. Energy Accounting & Audit Agencies: The key success of distribution sector lies in bridging the
gap between the energy drawn from the system and the metered energy supplied to the
customers. The MOU with the States has a
provision for conducting energy audit on each
feeder. But the results of the audit have shown
that a fair amount of energy accounted for as
supplied is based on assessment. For success of
the program and improving revenue realization
it is essential that all energy transactions are
adequately metered and properly accounted.
Just as any business would have to get its
accounts audited it is necessary that this energy
accounting is audited by eminent third parties
so that the programme can sustain on its own
strength in the coming years. For carrying out
the detailed activities at field level agencies
with sufficient experience in the respective
areas of work are proposed to be identified and accredited. Any SEB can invite quotations from
the accredited parties for the specific work and immediately place an award thereby saving
considerable time and effort. This would facilitate in reduction of bidding time, bring in
uniformity of terms of reference and work content. For the other activities especially those
involving HR initiatives at SEB level and DSM and distributed generation concepts, discussions
are being held with international financing agencies to support the programme.
f. Performing modification on the Overhead lines – The overhead lines needs to adopt to the
supply & demand change by being an integral part of Demand Side Management
a. Requiring a certain minimum number of transmission lines to overload before any line
outages can occur.
i. This could represent operator actions that can effectively resolve overloads in a
few lines but that are less effective for overloads in many lines.

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b. Reducing the probability that an overloaded line outages.
i. This strengthens the transmission lines. For example, this could roughly
represent the effect of increased emergency ratings so that an overloaded line
would be more likely to be able to operate while the operators resolve the line
overload.
c. Increasing the generation margin.
i. This implies having greater power backup around the network to respond more
effectively to fluctuations in the power demand.
ii. Clearly an increase in available generator power should reduce the chances of
blackouts.

Conclusion
If there are challenges then there ought to be solutions, however there is a greater requirement of
thinking with an open mind.

 A pilot project implementation comprising of all ingredients of the R-APDRP is a must prior to
mass implementation as this will enable us to know the pros & cons and also the challenges and
solution of the implementation. By doing so the delay in large implementation could be nullified
 Project execution methodology plays a critical part in determining the success of such programs.
Capturing the requirements comprehensively from all people at various levels forms a major
part of the strategy. The methodology adopted needs to provide means to extract “years of
knowledge base” present in the user community. Having captured the requirements, these need
to be presented in a way that is easy to understand and validate by the utility.
 Selecting right implementation partner is most important aspect of any large program
execution. The right execution team must have good understanding of the entire program and
should also have the resources, domain, technology and industry skills
 Performing the gap analysis to perform As-Is Analysis and formulizing the To-Be Plan to bring
out the detailed design document. Proper planning will reduce the implementation time and
delay to tremendous extent.
 The program must be introduced to all the concerned people in the organization and this will
help in the change management.
 Stage-gate review must be planned at each important phase; this will help us in moving to the
next level in satisfactory mode.

Pilot at each of the state is most important prior to large scale

implementation

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