The push to modernize the nation’s power grid has created a complex marketplace. Faced with the limitations of aging infrastructure and the promise of a smarter grid, many utilities are navigating a landscape in which technology providers are increasingly specializing in their core competencies. Such a landscape presents an opportunity for utilities to build a comprehensive partnership strategy, one that addresses the full scope of a modernization project, from initial concept to long-term operational success.
The shift toward specialization is a natural progression. While the software development process is a tried and true, repeatable solution, implementation must consider the nuances specific to each utility’s systems, grid architecture and operational processes, and therefore must be performed by teams that understand those real-world considerations. It brings to light the distinct roles of a software developer versus a strategic implementation partner. A vendor’s experience lies with its software, and its focus is on data and system performance. An implementation partner’s focus is on the real-world application of that system within a utility’s unique operational environment. Recognizing this distinction is crucial, as a modernization program is much more than a single project. The software is just one piece of the solution; it must work in a way that complements the existing business and, ultimately, elevates it.
A single decision made in an implementation silo can trigger a cascade of unforeseen business consequences. This can lead to a scenario in which a new system, while functioning exactly as designed, conflicts with established business processes. Thereby creating an operational disconnect as the technology and the team’s workflow are not fully aligned, requiring unforeseen adjustments and creating inefficiencies.
