When considering technological systems, the term Architecture can be used in several different ways. This can reduce the accuracy of communication between stakeholders, particularly in sectors that less mature in the adoption of Systems Engineering practices. In the global power sector, this has sometimes resulted in an unhelpful confusion of terms, lower quality decisions and unnecessary impediments to timely decision making.
A particularly common mistake is that a focus on Digital Architecture is the primary or singular focus of architectural disciplines when applied to Power System transformation. While Digital Architecture is indeed vital, it is one of seven overlaid structures that constitute the Architecture of a modern Power System, as illustrated in the Network of Structures model. This is critical to the holistic consideration of transformation options as all seven structures have a significant influence on each other, four of which are dynamically inter-dependent on a hours-to-milliseconds basis.
A closely related error is an assumption that the more generally known concept of Enterprise IT Architecture is broadly the same as Power System Architecture. As such, the following table provides a practical illustration of both the similarities and key differences that must be appreciated to enhance clarity of communication and quality of decision making in an inherently complex area.
| Area of Comparison | Power Systems Architecture | Enterprise IT Architecture |
|---|---|---|
| Target System | GW-scale Power Systems | Enterprise IT systems |
| Focus/Scope | Employs the Network of Structures model to interrogate the seven structures spanning an end-to-end Power System and across its vertical Tiers/Layers. This enables holistic, structured consideration of current, transitionary and future states and the targeted structural interventions required to move from one to the other. |
Focuses on Digital Infrastructure at enterprise level. For enterprises operating within the power sector, this will likely include consideration of interfaces between the Enterprise IT Architecture and the wider Power Systems Architecture. |
| Complexity & Risk | Industry Level: Ultra-Large-Scale (ULS) Complexity. Helps manage risk within and across the end-to-end Power System. |
Enterprise Level: Large Scale Complexity. Helps manage risk within the enterprise. |
| Stakeholders | Diverse stakeholders including policy makers, regulators, industry, customer groups, environmental groups, etc. | Internal enterprise stakeholders, and generally reporting to CIO. Primarily reflects focus on corporate IT systems. |
| Motivation | Power Systems Architecture is focused on clearly identifying specific Power System challenges and opportunities that require structural interventions to resolve. Defines essential industry limits/constraints. | Focused on the various challenges and opportunities that an enterprise must address internally. |
| Requirements | Defines qualities and properties of the future end-to-end Power System based on a broad range of societal and stakeholder perspectives. | Defines business requirements primarily from the perspective of enterprise stakeholders only. |
| Current State | Employs the Network of Structures model to interrogate and map the ‘as built’ Power System structures and the relationships across: – Electricity Infrastructure (Power Flows); – Operational Coordination Structure; – Transactional Structure; – Digital Infrastructure (Information/Data Exchange); – Industry / Market Structure; – Governance / Regulatory Structure; and, – Sector Coupling Structures (Gas, Water, Transport, etc). |
Defines the current state of the enterprise: – Strategic enterprise objectives mapped to capabilities; – Enterprise principles; – Business Architecture; – Information System Architecture; and, – Technology Architecture. |
| Target Future State | Supports the collaborative development of a future vision for the Power System and employs the Network of Structures model to interrogate and map the most credible enabling structural interventions to achieve the vision across: – Electricity Infrastructure (Power Flows); – Operational Coordination Structure; – Transactional Structure; – Digital Infrastructure (Information/Data Exchange); – Industry / Market Structure; – Governance / Regulatory Structure; and, – Sector Coupling Structures (Gas, Water, Transport, etc). |
Defines target state of the enterprise: – Strategic enterprise objectives mapped to capabilities; – Enterprise principles; – Business Architecture; – Information System Architecture; and, – Technology Architecture. |
| Transition Planning | Provides a framework underpinning the progressive transition of a GW-scale Power System from its historical current state to the desired future state. | Develop enterprise roadmap to move from current state to target future state. |
Content adapted from work undertaken by Eamonn McCormick and Stuart McCafferty