{"id":66751,"date":"2021-05-11T18:29:08","date_gmt":"2021-05-11T16:29:08","guid":{"rendered":"https:\/\/grupoalava.rearmachine.com\/renewable-energy-generation-coordination-between-monitoring-centers-and-om\/"},"modified":"2026-06-23T16:53:27","modified_gmt":"2026-06-23T14:53:27","slug":"renewable-energy-generation-coordination-between-monitoring-centers-and-om","status":"publish","type":"post","link":"https:\/\/grupoalava.rearmachine.com\/en\/renewable-energy-generation-coordination-between-monitoring-centers-and-om\/","title":{"rendered":"Renewable Energy Generation. Coordination between Monitoring Centers and O&M."},"content":{"rendered":"\n
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When we in the industry talk about monitoring and diagnostic centers (CM&D), we tend to focus on the more technical aspects: the production process and the technology needed to manage and analyze the data from that process.<\/p>\n\n
However, after a year in which remote work has become a reality for many, we now have a clear idea of how the lack of direct human contact affects the functioning of organizations.<\/p>\n\n
In the field of remote monitoring, where centers are typically located far from the monitored plants and parks, this aspect is a defining condition that must be carefully considered from the design stage. The human factor is the third element in the equation, and the relationship between the members of the CM&D<\/strong> – O&M<\/strong> (operation and maintenance) team is key both to achieving the monitoring process objectives (maximizing plant profits) and to the center’s survival. <\/p>\n\n
The relationship model should avoid falling into any of the following pitfalls:<\/strong><\/p>\n\n
Permanent staff feel that the CM&D monitors their performance.<\/li>
A \u201ccontest\u201d is held to see who knows the facility best or pays the most attention to it.<\/li>
The information that CM&D provides to the plant is not what they need, or it is not aligned with their O&M strategies.<\/li><\/ul>\n\n
The relationship between the two parties must be based on trust, supported by the following pillars:<\/strong><\/p>\n\n
CM&D supports the facilities: For example, we must find ways to ensure that the information CM&D needs is either already available or causes as little disruption as possible to the plant.<\/li>
The primary function of the CM&D is to provide timely and reliable information about what it observes in the process.<\/li>
Plant decisions are made by operations and maintenance managers based on both the information provided by the CM&D and other information that the plant itself may have (for example, spare parts needs or power supply requirements).<\/li><\/ul>\n\n
To help build this climate of mutual trust, the following guidelines are proposed:<\/strong><\/p>\n\n
Managers at both the plants and CM&D must promote communication at all levels within both organizations, resisting the temptation to control all information entering or leaving their organization.<\/li>
The team that makes up the CM&D must have a thorough understanding of the process and the facility itself, or other similar facilities.<\/li>
Regular contact between organizations should be encouraged to foster mutual understanding and the exchange of information regarding needs and perspectives.<\/li>
It is recommended that monitoring tools also be made available at the plants, with appropriate training provided to selected members of the plant staff. Although day-to-day operations may not allow for their continuous use, this ensures transparency. <\/li>
The facility should feel free to request specific analyses or studies that will help improve its production process.<\/li><\/ol>\n\n
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Author: Alberto Martinez Zabaleta<\/strong> \u2013 Former Director of the CSO&M, Naturgy Generaci\u00f3n (Operation and Maintenance Support Center) \u2013 Renewable Energy Consultant, Grupo \u00c1lava. <\/p>\n\n
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