Course 06 of 20 · Battery and Flexibility Desk Academy

Dispatch Decisions for Commercial Teams

Stage B, Market access, dispatch and service commitments. Level 3 of 10.

The charge, hold and discharge decision for a single asset inside its asset, warranty and connection limits.

117 chapters · 11 modules · every chapter one 8 to 10 minute explainer · builds on: Course 02, Course 03, Course 04, Course 05

Enrol or enquire See the 117 chapters
How a chapter is delivered

One chapter is one idea taken to the point of use

Each chapter covers one idea to the point where you can use it, and comes two ways: a narrated explainer, and a deep dive audio discussion of around thirty minutes that works the same material at depth.

Self-paced throughout, and the same chapters can be taught as a cohort. Chapters run in order: each one assumes only what the chapters before it taught, and capability belonging to a later course is named and deferred rather than half-covered.

Curriculum

11 modules · 117 chapters

Open any module for its full chapter list, in teaching order.

M0 The Decision This Desk Actually Makes Ch 1-10
  1. Charge, Hold or Discharge: The Only Three Moves
  2. One Asset Against One Opportunity Set
  3. The Seat the Dispatch Decision Is Taken From
  4. Holding Is a Decision With a Price
  5. The Warranty Rulebook Carried In, Not Rebuilt
  6. The Connection Envelope as a Ceiling on Both Directions
  7. Reading a Specification as a List of Forbidden Moves
  8. The Opportunity Set Handed Over, Not Forecast
  9. Energy Bought In Exceeds Energy Sold Out
  10. No Move Is Free
M1 State of Charge as the Position Being Managed Ch 11-21
  1. State of Charge Read as a Commercial Position
  2. The Usable Window Between Two Walls
  3. Headroom and Footroom Are Two Different Numbers
  4. Duration at Rated Power Against Energy Still Stored
  5. The Battery That Arrived Empty at the Peak
  6. The Full Battery With Nowhere to Put Cheap Energy
  7. State of Charge Against the Hours Still Left
  8. Stored Energy Is Worth More Than the Energy It Holds
  9. Turning Stored Energy Into Megawatt Hours You Can Sell
  10. The State of Charge You Want to End the Day On
  11. Measured, Telemetered and Believed: Three State of Charge Figures
M2 What a Cycle Costs Before Any Spread Is Earned Ch 22-31
  1. The Allowance as a Depleting Budget
  2. Counting What One Instruction Spends
  3. What the Last Remaining Cycle Is Worth
  4. Charging Is a Purchase and Appears as One
  5. Where the Losses Land Between Buying and Selling
  6. A Wide Spread That Still Loses Money
  7. The Spread a Cycle Has to Beat
  8. Shallow Moves and the Depth Conditions That Price Them
  9. Two Modest Movements Against One Large One
  10. Entitlement Spent on a Movement Nobody Needed
M3 The Charge Decision Ch 32-42
  1. Deciding to Buy Energy Into the Asset
  2. The Cheapest Period Is Not Automatically the Right One
  3. Filling Against a Tight Import Limit
  4. Charge Rate Taper and the Hour That Overran
  5. Filling to a Target Rather Than to the Ceiling
  6. Taking Charge Energy From Generation on the Same Site
  7. Being Paid to Consume, and Still Spending Allowance
  8. The Fill That Has to Finish Before a Window Opens
  9. Turning Down Energy That Was Genuinely Cheap
  10. Buying Insurance Against Sitting Empty
  11. One Charge Instruction Built From Start to Finish
M4 The Discharge Decision Ch 43-53
  1. Deciding to Sell Energy Out of the Asset
  2. Why the Highest Period of the Day Can Be the Wrong One
  3. Selling Into a Binding Export Cap
  4. Hard and Short Against Gentle and Long
  5. Selling Down to the Floor of the Permitted Band
  6. Holding Back Part of What Could Be Sold
  7. Selling Early and Watching the Price Go Further
  8. Emptying Now and Being Unable to Answer Later
  9. Selling When Very Little Entitlement Remains
  10. Declining a Price That Looked Too Good to Refuse
  11. A Single Sale Dispatched Period by Period
M5 The Hold Decision Ch 54-63
  1. Doing Nothing as a Priced Instruction
  2. The Spread You Gave Up by Staying Still
  3. Keeping Energy Back for an Availability Commitment
  4. Staying Empty on Purpose
  5. The Standing Costs Nobody Invoices for Sitting Still
  6. Thermal Management as a Condition on Holding
  7. How Long a Hold Can Be Defended
  8. Holding Through Periods the Asset Cannot Reach
  9. When Holding Quietly Became the Default
  10. A Hold Decided, Priced and Recorded
M6 Deciding Across the Day Rather Than Period by Period Ch 64-74
  1. Why One Period Cannot Be Decided Alone
  2. The Day Written as a Chain of States
  3. Planning Backwards From the Period That Matters Most
  4. Whether the Day Supports a Second Cycle
  5. Sequencing the Moves So Each One Is Reachable
  6. Ramp Capability as a Limit on the Sequence
  7. Turning the Asset Around Between Buying and Selling
  8. A Day Plan the Entitlement Can Actually Afford
  9. Spending a Monthly Allowance Unevenly
  10. Rewriting the Plan Because the Asset Moved
  11. A Full Day Decided, Period by Period
M7 Deciding Before the Outcome Is Known Ch 75-85
  1. The Instruction Issued Before the Answer Arrives
  2. A Spread You Expect Against a Spread You Have Secured
  3. Working the Payoff in Each Scenario Before Averaging
  4. Why Flooring an Averaged Spread Understates the Choice
  5. What One More Period of Waiting Is Worth
  6. Committing a Fill Early Against Keeping the Choice Open
  7. Scenario Weights an Asset Owner Will Accept
  8. The Decision Rule Written as a Single Threshold
  9. Thresholds That Tighten as the Allowance Depletes
  10. When the Range of Outcomes Is Too Wide to Act On
  11. An Uncertain Dispatch Choice Resolved End to End
M8 When the Asset Does Not Do What It Was Told Ch 86-96
  1. The Instruction That Was Not Followed
  2. Less Energy Available Than the Plan Assumed
  3. A Fault Mid-Plan and the Periods It Removes
  4. A Derate That Cuts the Power You Can Offer
  5. A Curtailment Instruction Landing on a Charged Asset
  6. Auxiliary Load and the Energy That Never Left Site
  7. Deciding at One Point and Delivering at Another
  8. Acting on a Stale State of Charge Figure
  9. The Period You Cannot Have Back
  10. Replanning From Where the Asset Actually Is
  11. One Deviation Traced From Cause to Revised Instruction
M9 Putting the Decision on the Record Ch 97-106
  1. Why a Dispatch Decision Has to Be Written Down
  2. The Dispatch Rule Set Agreed Before the Week Starts
  3. Who May Charge, Who May Discharge, Who May Override
  4. The Instruction From Commercial Desk to Control System
  5. Keeping a Running Count of Entitlement Spent
  6. Recording Why an Opportunity Was Refused
  7. Explaining a Week of Dispatch to the Asset Owner
  8. Reviewing Decisions Without Reading the Outcome
  9. The Record a Warranty Conversation Will Ask For
  10. A Dispatch Policy Written for One Named Asset
M10 One Asset Worked Through, and the Limits of the Method Ch 107-117
  1. The Worked Asset: Specification, Allowance and Envelope
  2. A Worked Week, Part One: The Opportunity Set and the Plan
  3. A Worked Week, Part Two: Two Days That Went to Plan
  4. A Worked Week, Part Three: The Day No Cycle Was Justified
  5. A Worked Week, Part Four: Charge Held for an Availability Window
  6. A Worked Week, Part Five: The Allowance Running Short
  7. A Worked Week, Part Six: The Week Reconciled Against Its Plan
  8. The Same Week Dispatched on Price Alone
  9. Judging a Dispatch Decision Fairly
  10. What a Single Asset Decision Cannot Settle
  11. Where the Dispatch Decision Goes Next

The brochure gives each of these 117 chapters a paragraph on what it covers and what you can do once you have worked through it.

This is course 6 of twenty

It stands alone, and it is also the entry point to the Battery and Flexibility Desk Academy pathway.

Enrol or enquire See the whole pathway