SPP Integrated Marketplace Day 2 Market Lessons Learned & - - PowerPoint PPT Presentation

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SPP Integrated Marketplace Day 2 Market Lessons Learned & - - PowerPoint PPT Presentation

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SPP Integrated Marketplace Day 2 Market Lessons Learned & Project Approach Bill Clarke Tyler Wolford Jon Sunneberg June 22, 2011 Agenda Introduction Day 2 Market Lessons Learned Operations Trading Tools &

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SPP Integrated Marketplace Day 2 Market Lessons Learned & Project Approach

Bill Clarke Tyler Wolford Jon Sunneberg June 22, 2011

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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Introduction

Bill Clarke, TEA

  • Executive Director, RTO Services

Tyler Wolford, TEA

  • RTO Project Manager

Jon Sunneberg, NPPD

  • Market Strategies Manager
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Introduction

Today’s Purpose

  • Share lessons learned from TEA’s Day 2 market startups
  • Outline key differences between the current SPP market and Day 2

markets

  • Review TEA & NPPD’s initial program approach for the SPP Integrated

Marketplace project

  • Provide an outline of potential milestones and next steps for MPs
  • Encourage discussion and idea sharing am ongst MPs
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Introduction

The Energy Authority ( TEA)

  • A stand-alone Risk Management and Energy Marketing

Company wholly owned by Public Power

  • Vision – TEA will be the strategic partner of choice in providing

energy solutions to public power

  • Mission – Maximize the value of member and partner assets in

wholesale energy markets

  • Strategic partner to and staff extension of our members
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Introduction Our Mem bers

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Introduction

TEA - Mem bers

  • TEA has 35 members nationwide
  • Equity Members (7)
  • Nebraska Public Power District (SPP)
  • City Utilities of Springfield (SPP)
  • JEA
  • MEAG
  • Santee Cooper
  • Cowlitz, WA PUD
  • Gainesville Regional Utilities
  • Contract Members (28)
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Introduction

TEA - Active RTO/ I SO Custom ers

  • MISO
  • AMP
  • City Water & Light, Springfield, Illinois
  • City of Fulton, Missouri
  • City of Rochester, Minnesota
  • City of Columbia, Missouri
  • Prairie States Generating Station
  • Southern Minnesota Municipal Power Authority (SMMPA)
  • University of Missouri
  • SPP
  • Nebraska Public Power District
  • City of Springfield, Missouri
  • City of Lafayette, Louisiana
  • Louisiana Electric Power Agency (LEPA)
  • PJM
  • AMP
  • City of Dover, Delaware
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned

High Level Sum m ary

  • Data - Data and information exchange requirements are significantly

greater under an RTO than the traditional market

  • Com plexity – Dual clearing markets are much more complex due to

the multiple markets to operate within (DA & RT), more products to utilize, additional settlement charge types, and overall greater market risks from uncertainty

  • Flexibility – Operational flexibility of resources is more often

rewarded in dual clearing markets

  • Personnel– Roles and positions within the organization will change
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Operations

  • From a strategic point of view, think of your generation and your

loads separately

  • Generation resources are revenue producers – generation is sold to the

market

  • Generating plant staff incentives changed from maximizing run time to optimized around

market prices

  • Load is essentially a cost center – fully purchased from market
  • System Operators will need to interact with & verify data more

frequently

  • Review of data accuracy & timeliness is critical
  • Assure data is properly entered into RTO systems
  • Operational flexibility is rewarded
  • RTO rules & charge types provide incentive to hand over as much control

as possible

  • Knowledge of your system needs to be “translated” into data

submissions

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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Trading

  • Hourly trading is virtually non-existent in an RTO market
  • RTO market serves this role
  • Physical bilateral transactions decrease
  • Financial bilateral transactions increase
  • Increased optimization of assets
  • Day ahead vs. real time
  • Fixed vs. price sensitive demand bids
  • Transactions with liquid trading hubs
  • Utilization of virtuals
  • Analysis of trades to evaluate P&L
  • Load & price (LMP) forecasting is beneficial
  • Strategies to Offer Units to Market
  • Recovery of start-up, no load, & energy costs
  • Optimize around three markets – DA, RTBM, & RUC
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Tools & System s

  • It is easy to underestimate the volume of data moving

between the utility and the RTO

  • Significant increase in IT infrastructure needs
  • Servers, data storage, bandwidth
  • Interaction with SPP systems
  • Consider what tools you will need
  • Submitting data to the RTO
  • Verifying data was received by the RTO
  • Verifying unit offers meet market monitor limits
  • Retrieving settlement statements
  • Reconciling the settlement statements to your expectations (shadow

settlements)

  • Well Defined Audit Trails
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Day 2 Market Lessons Learned Tools & System s

  • Data, Data, Data
  • Large increase in amount of data to be transferred, analyzed, and stored
  • Granularity of data: five-minute, hourly, daily
  • Budgets have to account for storage of this data
  • Be cautious with use of spreadsheets
  • The markets change frequently, requiring constant monitoring and

updating of software and processes

  • Structured approach to software implementations
  • Involvement of business users and technical staff key to understanding

impacts and implementing systems

  • Vendor dependence increases
  • Push vendors to communicate with RTO staff early for specification changes
  • Seen as many as 8-12 software patches a year due to market changes,

commercial model changes, and software enhancements

  • Plan for multiple environments – Production, QA, Testing, & Disaster Recovery
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Analytics

  • Analytical tools & personnel will become integral to success
  • More reporting requirements
  • Forecasting ARR/ FTR LMP analysis (nodal tool)
  • Historical FTR valuation models
  • Yearly, Seasonal, Monthly, Other
  • Forecasting & Historical reporting of daily/ hourly LMPs
  • Position Reports
  • FTRs, Day Ahead, Real Time, Financial Schedules, Physical Schedules
  • Data Warehouse Reports
  • Results Reports – Evaluate strategy effectiveness
  • Documentation requirements and their impact on tools/ systems

increase (registration, resource adequacy, GADs, ARR/ FTR allocations, FTR auctions)

  • Risk management studies should take into account increased

uncertainty, multiple markets, congestion, & alternative strategies

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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Settlem ent & Credit

  • Dual clearing markets introduce a level of complexity not seen in

bilateral or Real Time Balancing Markets (RTBM)

  • MISO - 56 charge types
  • SPP - 53 proposed charge types vs. current 5 EIS charge types
  • RTBM will be settled on a 5 minute basis (12x the amount of data)
  • This complexity brings with it a number of vital questions
  • Were your decisions profitable?
  • What data should you be analyzing?
  • What could you have done better?
  • Transfer of data to general ledger/ accounting systems
  • FERC Order 668 requires public utilities to record RTO market

transactions on a system net by hour basis

  • Credit requirements & complexity increase given:
  • Number of product types (Virtuals, DA/ RT Bids, FTRs)
  • FTRs may require completely separate and fully secured credit line.
  • Financial market exposure will increase credit requirements for MPs
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Day 2 Market Lessons Learned Settlem ent & Credit

Settlement & Resettlement Statements

Aggregated Line Items

Charge type calculations

Billing Determinants

Weekly Invoices

Your weekly financial obligation to the market

Entry level analysis

Invoices – “Tip of the Iceberg” Which level of data should you analyze?

Intermediate analysis Advanced analysis

  • Incorrectly calculated market

charges can be recovered through Settlement Disputes

  • An effective feedback loop

“from bill to bid” is necessary to maximize revenue and/or minimize costs

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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Day 2 Market Lessons Learned Personnel

  • Cannot stress enough – demands on staff will increase
  • Don’t under estimate this impact
  • Operations/ Trading
  • Increased workload for Day Ahead activities
  • Physical trading as it currently exists will likely decrease
  • Financial trading will likely increase
  • Hourly trading decreases with focus towards communication with RTO
  • Plant Operations
  • Shift incentives from maximizing run time to optimizing around market

prices

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Day 2 Market Lessons Learned Personnel

  • Analytical Staff
  • Analyst to evaluate market results
  • Analyzing FTR requirements and auction submittals
  • IT Staff
  • Developer
  • Software/ Change Management (PM/ BA Roles)
  • Settlement
  • Significant increase in workload with start of MISO
  • More com plexity = increased need for inter-departm ental

interaction

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Day 2 Market Lessons Learned Sum m ary

  • Data - Cannot stress enough the volume and importance of data in a

dual clearing market

  • Complexity – Multiple markets, increased market products, increased

risk, all load and all generation exposed to the market

  • Flexibility – The RTO rules are structured to encourage turning over

control to the market operators

  • Personnel – Roles & positions will change, workload will shift
  • Other considerations
  • Participation in SPP working groups, task forces, etc. is critical to stay

current on market changes

  • Financial products can cause concerns among governing bodies
  • Some entities may require regulatory approval in advance of trading financial

schedules, TCRs, and virtuals

  • Software systems
  • Submissions, forecasting, reporting, strategy analysis, settling, etc.
  • Build vs. Buy
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Program Approach

Q: W hat do w e need to do in 2 0 1 1 to prepare for the I ntegrated Marketplace project? A: Create “core” assessm ent team

  • Created an initial “core” team to identify impacts & develop approach
  • Representatives included the following departments/ roles:
  • Project Management
  • Market
  • Generation
  • Settlements
  • Analytics
  • Setup monthly team meetings to develop materials
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Program Approach

Q: W hat do w e need to do in 2 0 1 1 to prepare for the I ntegrated Marketplace project? A: I dentify 2 0 1 1 deliverables Utilizing known SPP deadlines, prior experience, and project management best practices, we determined our outcomes should be:

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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Program Approach Project Fram ework

Q: W hat is im pacted by this project? A: High level im pact assessm ent for each w orkstream

  • Needed to answer the following questions:
  • What systems & processes are currently in place?
  • How will these change for the IM?
  • What systems & processes will we need?
  • Should we build or buy?
  • Who is the “expert” on each system & process?
  • Are there other impacts that fall outside SPP workstreams?
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Program Approach Project Fram ework

Q: Given this assessm ent, how should w e organize our project and personnel? A: Define project fram ew ork

  • Align with SPP program structure where possible
  • Workstreams / Towers / Reporting
  • Some changes based on our organizational structure
  • Assign “standard” project roles where possible:

Executive Sponsor Technical/ Business Architect Program Director Business SME Program Manager Technical SME Project Manager

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Program Approach

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Program Approach Project Fram ework

Q: How w ill w e ensure effective com m unication? A: Define com m unication plan

  • Define internal status reporting & escalation process
  • Define stakeholders and the necessary level/ frequency of status

reporting

  • Board of Directors
  • Executive Leadership
  • Departmental Managers
  • Regulatory Bodies
  • Program Team
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Program Approach

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Program Approach Project Fram ework

A: Define Com m unication Plan ( Cont.)

  • Define external status reporting & escalation process
  • To be discussed at June CWG meeting
  • Necessity of MP/ SPP workstream status meetings
  • Document communication matrix
  • Create centralized location for information sharing (i.e. SharePoint)
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Program Approach Project Fram ework

Sum m ary & Key Takeaw ays

  • Define your outcomes
  • Assess systems & processes
  • Consider your own organizational structure & stakeholders
  • Promote standardized status reporting across the project
  • Clearly define communication & escalation paths
  • The same person may fulfill multiple “roles” within the project
  • Utilize SPP provided planning materials & timelines
  • Just like any other project – only bigger
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Program Approach Kickoff Meeting

Q: W hat should w e com m unicate to our entire organization about the I ntegrated Marketplace project? A: Define Kickoff Presentation

  • Project Definition ( W hat?)
  • Project Impact ( W hy?)
  • Roles & Responsibilities ( W ho?)
  • Timeline/ Milestones ( W hen?)
  • Project Framework ( How ?)
  • Assumptions
  • Goals/ Success Factors
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Program Approach Kickoff Meeting

Q: How do I obtain the inform ation necessary for a Kickoff Presentation? A: Refine I nitial I m pact Assessm ent

  • Roles & Responsibilities
  • Include all system/ process SMEs, not just workstream leads
  • Consider your organizational management structure
  • Timeline/ Milestones
  • Develop milestones for each workstream
  • Begin with SPP milestones and work backwards – incorporate the five

standard project phases

  • Understand the impacts “build vs. buy” decisions will have on your

timeline

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Program Approach Kickoff Meeting

Q: How do I obtain the inform ation necessary for a Kickoff Presentation? A: Refine I nitial I m pact Assessm ent ( Cont.)

  • Assumptions
  • Document the assumptions you are making
  • Goals
  • Develop goals that define project success
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Program Approach Budgetary Im pacts

Q: W hat w ill be the budgetary im pacts for our

  • rganization?

A: I dentify Budgetary I m pacts

  • Consider both time and capital expenditures
  • Build vs. Buy decisions
  • Meet with Workstream Leads and System SMEs as necessary to

capture requisite level of detail

  • Include technical staff in discussions
  • 2012 budgets need to be well defined by Fall 2011
  • 2013-2014 budget numbers will not be fully defined until Spring ‘12
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Program Approach Budgetary Im pacts

A: I dentify Budget I m pacts ( 2 0 1 2 )

  • Personnel
  • Planning Activities
  • Organizational Group Attendance
  • System(s) Setup
  • New QA (Test) Environment for Market Trials
  • Servers
  • Storage
  • Business Software Licensing
  • Markets
  • Operations
  • Settlement
  • TCR
  • Project Communication System
  • Working Group Travel
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Program Approach Budgetary Im pacts

A: I dentify Budget I m pacts ( 2 0 1 3 -1 4 )

  • Personnel
  • Execution / Internal Development
  • Review & Testing
  • Organizational Group Attendance
  • Training
  • New Production Environment
  • Servers
  • Storage
  • Business Software Licensing
  • Markets
  • Operations
  • Settlement
  • TCR
  • Working Group Travel
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Detailed Analysis

Q: W hat do w e need to evaluate further in order to develop detailed project plans? A: Define outstanding questions/ Refine im pact assessm ent General

  • System & process gap analysis – What will we build vs. buy?
  • What is the work effort involved in every aspect of this project?
  • What are the expectations of our internal and external customers?
  • Who are the internal stakeholders who need to be educated about

IM? How do we educate them?

  • How will existing positions and roles change? Will new positions be

created?

  • How will grandfathered agreements be handled? ARR/ TCR Impact?
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Detailed Analysis

A: Define outstanding questions/ Refine im pact assessm ent CBA W orkstream

  • What is the timeline for operation?
  • What will be the roles & responsibilities of existing LBAs?

Regulatory, Tariff & Contracts W orkstream

  • Changes to SPP Tariff?
  • Changes to NPPD Tariff?
  • Impact of demand response on legacy load control systems
  • Contractual changes required for entities:
  • Inside BA but not in SPP market
  • Outside SPP market
  • What are the registration and regulatory deadlines we need to meet?
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Detailed Analysis

A: Define outstanding questions/ Refine im pact assessm ent Markets W orkstream

  • Existing system updates vs. purchase of new systems

Registration W orkstream

  • What are the various registration deadlines? ARRs, assets, etc.

Business I ntelligence W orkstream

  • What data will reside in the SPP “data warehouse”?
  • How will this impact our IT decisions?
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Detailed Analysis

A: Define outstanding questions/ Refine im pact assessm ent Settlem ent & Financial

  • Do we need regulatory approval to trade “new” financial products?
  • How will checkout & settlement processes change?
  • What are the credit impacts to our organization?

TCR

  • What products exist for the evaluation of ARR/ TCR markets?
  • How can we begin to evaluate and prepare for mock TCR auctions?
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Next Steps

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Sum m ary

I n 2 0 w ords or less…

  • Data
  • Complexity
  • Flexibility
  • Structured Approach
  • Communication
  • System Impacts
  • Personnel Impacts
  • Defined Requirements
  • Engage in SPP Meetings
  • Start Now!
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Agenda

  • Introduction
  • Day 2 Market Lessons Learned
  • Operations
  • Trading
  • Tools & Systems
  • Analytics
  • Settlement & Credit
  • Personnel
  • SPP Integrated Marketplace – Member Program Approach
  • Project Framework
  • Kickoff Meeting
  • Budgetary Impacts
  • Detailed Analysis
  • Next Steps
  • Questions
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Questions

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Supporting Docum entation

The following slides contain supporting documentation and are not a part

  • f the 6/ 22 Presentation

Majority of the supporting documentation came from SPP/ Accenture

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Detailed “Next Steps”

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SPP Program Organization

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 3

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Program Approach SPP Program Escalation Routes

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 5

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SPP Im plem entation Tim eline

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 8

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SPP Phase Activities

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 1 0

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SPP Mem ber Entry/ Exit Criteria

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 1 1

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SPP Risk Managem ent

SPP I M Program Managem ent Approach presentation ( 5 / 2 5 / 2 0 1 1 ) - Slide 1 3

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SPP Workstream Org. Model

SPP/ Accenture Provided - Unknow n Presentation

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SPP Weekly Meeting Cadence

SPP/ Accenture Provided - Unknow n Presentation