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Guidance for Improvement of Transportation Systems Management and Operations

Guidance for Improvement of Transportation Systems Management and Operations. Capability Maturity – What it is. A conceptual model – establishing the basis for continuous improvement in agency effectiveness A framework A tool Flexible applications. TSM&O Capability Maturity Activities.

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Guidance for Improvement of Transportation Systems Management and Operations

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  1. Guidance for Improvement of Transportation Systems Management and Operations
  2. Capability Maturity – What it is A conceptual model – establishing the basis for continuous improvement in agency effectiveness A framework A tool Flexible applications
  3. TSM&O Capability Maturity Activities SHRP2 LO 6 Research and validation FHWA CMM workshops SDOT CMM workshops AASHTO/FHWA Implementation Plans Operations Academy/ROFs Other applications of Capability Maturity
  4. “Capabilities” for “Effective” TSM&O? The Barriers (and capabilities to overcome) surprisingly) NOT : $$, technical knowledge Real Challenges: lack of appropriate processes institutional arrangements More difficult management challenges NEEDED: A PRACTICAL MANAGEMENT TOOL
  5. What “Capabilities”? Identified characteristics of a effective TSM&O program The “Program” Recognized dependence on specific business & technical processes Processes that support Program Identified required organization structure & relationships Supporting Institutional Framework
  6. Management Tool: The Capability Maturity concept 1. Objective of “continuous improvement” (mainstreaming) 2. Critical factors to be managed improvement (dimensions) 3. Defined and Doable targets of improvement (levels) 4. Based self-assessment
  7. Guidance Component #1: Six Key Capability Dimensions Business processes – planning/programming/budgeting Systems & Technology – systems engineering/technology) Performance -- measurement/data/utilization Culture – understanding/leadership/formalization Organization and workforce– structure/staff development Collaboration –public and public/private
  8. Guidance Component #2:Criteria for Capability Levels
  9. Criteria Define Levels and Targets
  10. Guidance Component # 3:The “Rules” of Capability Maturity Lowest level dimension is the principal constraint All dimensions included are essential/synergistic Levels cannot be skipped
  11. CMM Self-Assessment Structure Lowest level is constraint – cant be skipped “Ideal” For each dimension guidance provided to get to next level
  12. Self-Assessment Workshops
  13. Advantages of CMM Approach Vision of capability: target of continuous improvement Small set of critical dimensions of needed capability Criteria for improvements via doable incremental levels Priority actions needed to achieve next level thru self assessment Based on self-assessment
  14. Product: CMM Utilization
  15. Product: Detailed Web-based guidance
  16. FProduct: FHWA/AASHTO CMM Workshops & Implementation Planning
  17. FHWA/AASHTO CMM Workshops TO DATE Georgia DOT Colorado DOT/Denver Arizona DOT/Phoenix, Nevada DOT/Reno Tennessee DOT Pennsylvania DOT/Philadelphia Kansas City Metropolitan Region Caltrans/Los Angeles Florida DOT/District 4 Wisconsin DOT Dallas-Fort Worth/TXDOT Portland/ODOT Michigan DOT Caltrans (statewide) Maryland SHA/Baltimore New Jersey DOT New Hampshire DOT UPCOMING in 2014 New Jersey DOT ( Michigan DOT California DOT Oregon DOT Arizona DOT Colorado DOT Utah DOT Washington DOT Iowa DOT Ohio DOT Missouri DOT Kansas DOT District 5 South Dakota DOT Rhode Island DOT Pennsylvania DOT Maryland DOT (Baltimore/Washington)) Tennessee DOT Georgia DOT NITTC (Buffalo/Ontario) Florida DOT District 5)
  18. Example Findings -- Current State of Practice:Planning, Programming, Budgeting Between Capability Level 1: Each jurisdiction doing its own thing according to individual priorities and capabilities and Capability Level 2 : Consensus regional approach developed regarding TSM&O goals, deficiencies, B/C, networks, strategies and common priorities State of Play -- Planning for TSM&O still ad hoc and informal & lack of budget. But conscious of need for Ops Plans and integration into agency level planning.
  19. Example Findings-- Current State of Practice:Performance Measurement Almost Capability Level 2: Output data used directly for after-action debriefings and improvements; data easily available and dashboarded State of Play – High consciousness (MAP-21) agency-wide. Limited use by operators to improve procedures . Increased focus on measures and data challenges (including private supply).
  20. Example Findings-- Current State of Practice:Organization/Workforce Just at Capability Level 2: TSM&O-specific organizational concept developed within/among jurisdictions with core capacity needs identified, collaboration takes place State-of-play -- Considerable consolidation & reorganization, staff limits. Training problems. Outsourcing increasing.
  21. Other applications of CMM
  22. Lessons Learned CMM easily understood by participants CMM structure being adopted in several program areas CMM self-assessment findings match informed professional observations CMM results being used in State DOT TSM&O Implementation Plans
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