Systems operations as a program the process institutional dimensions
Download
1 / 117

Systems Operations as a Program: The Process & Institutional Dimensions - PowerPoint PPT Presentation


  • 52 Views
  • Uploaded on

Systems Operations as a Program: The Process & Institutional Dimensions. Steve Lockwood Parsons Brinckerhoff. “ The future has already arrived. It’s just not very evenly distributed ” William Gibson in Cyberpunk. What This Discussion Is Really About. Highway service deteriorating

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Systems Operations as a Program: The Process & Institutional Dimensions' - tehya


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Systems operations as a program the process institutional dimensions

Systems Operationsas a Program:The Process & Institutional Dimensions

Steve Lockwood

Parsons Brinckerhoff


The future has already arrived.

It’s just not very evenly distributed”

William Gibson in Cyberpunk

Session VII: Systems Operations Institutional Dimensions


What this discussion is really about
What This Discussion Is Really About

  • Highway service deteriorating

  • In the next 10-15, years any widespread improvement in LOS will result from SO&M (not much new capacity)

  • Significant improvements in mobility, reliability, safety can be derived from maximizing the service from the existing network.

  • Several states have been establishing the SOP benchmarks!!

  • But many DOT SO&M activities appear to haves ubstantially plateaued well short of potential. SO&M potential remains largely untapped.

  • The problem is not lack of knowledge or technology: but lack of commitment to a systems operations mission, processes, and institutional arrangments

Session VII: Systems Operations Institutional Dimensions


Learning objectives
Learning Objectives

  • Reconfirming Presumed Role of systems Owner/Operators (SDOTs) regarding Mobility

  • Understanding of Process and Institutional Weakness as barriers/opportunities for effectiveness

  • Understanding of Strategies for Change (process and institutional)towards a more effective operations

Session VII: Systems Operations Institutional Dimensions


Topics messages covered
Topics (Messages!!) Covered

  • Driving forces for Change

  • Current System status

  • The unacknowledged leverage of systems operations

  • Relevance of systems operations and management

  • The Challenge/Dimensions of Change: Processes and Institutional

  • Operations Capability Maturity

  • Future Vision: The 21st Century Transportation Agency

Session VII: Systems Operations Institutional Dimensions


Problems in my region self evaluation
PROBLEMS IN MY REGIONSELF-EVALUATION

  • A quick self-evaluation to see if any of the agencies represented can benefit from improved process and institutional arrangments

  • Depending on the outcome, we may be able to adjourn by lunch!!

Session VII: Systems Operations Institutional Dimensions


PROBLEMS IN MY REGION

SELF-EVALUATION

Session VII: Systems Operations Institutional Dimensions


What do you mean institutional
What do you mean “Institutional”?

  • Technology commodified -- However:

    • Policy commitment vague

    • Rarely a Core Program (part of other programs)

    • Business processes nonstandard, undocumented

    • Responsibility fragmented among units

    • Limited central accountability for performance

    • Informal relationship with other players (PSAs)

    • Unclear budgetary & staffing priority

    • Loose relationships with private providers

    • (We call these “institutional” issues)

Session VII: Systems Operations Institutional Dimensions


Is there a problem what about performance
Is there a problem?What about Performance?

  • Customer Mobility (isn't that our business?) – Impact of SO&M

  • Performance Features

    • Traditional: Improved Capacity, Speed, Safety

    • Now: Maintenance of capacity, reliability (delay, disruption, congestion)

  • Continuous Improvement of Performance drives all relevant SO&M changes

Session VII: Systems Operations Institutional Dimensions


The Congestion Challenge

Session VII: Systems Operations Institutional Dimensions


Congestion

Congestion

…indicates...

…indicates...

Higher vehicle

Higher vehicle

Lower

Lower

speeds

speeds

densities

densities

…which leads to...

…which leads to...

…which leads to...

…which leads to...

More opportunities

More opportunities

Less severe

Less severe

For conflicts

for vehicle

-

-

vehicle

crashes

crashes

conflicts

…which causes...

…which causes...

Unexpected queues

Unexpected queues

Rubbernecking

Rubbernecking

Emergency

Emergency Maneuvers

vehicle maneuvers

…which produce...

…which produce...

…increased congestion...

Secondary

Secondary

crashes

crashes

Driving Forces:

Causes of Performance Loss

Session VII: Systems Operations Institutional Dimensions


Driving forces loss of mobility
Driving Forces: Loss of Mobility

Non-recurring congestion

Session VII: Systems Operations Institutional Dimensions


Driving forces causes for contexts your bosses should know this
Driving forces: Causes for Contexts(your bosses should know this)

Session VII: Systems Operations Institutional Dimensions


Impact of best practice strategies
Impact of Best Practice Strategies -  

16

Session VII: Systems Operations Institutional Dimensions


Loss of performance recapture capacity your bosses should know this
Loss of Performance:“Recapture Capacity”(your bosses should know this)

Capacity

Increases

Systems

Management

Session VII: Systems Operations Institutional Dimensions


Tough questions
Tough Questions

  • Are the above indications arguable? Are they meaningful?

  • How well does senior SDOT management understand the causes of congestion?

Session VII: Systems Operations Institutional Dimensions


Congestion strategy leverage

Recurring

Signalization

Ramp metering

Geometrics

Freeway Operations

Traveler Info

Non-Recurring

Incident management

Road weather management

Work zone traffic management

Special events management

Active Traffic Management

Congestion Strategy Leverage

Session VII: Systems Operations Institutional Dimensions


Leverage effective so m
Leverage: Effective SO&M

  • “Effectiveness” related to measurable outcomes in terms of improvements in delay, disruption, safety

  • Capabilities needed go beyond knowing strategies and ITS -- to Processes and Institutional preconditions for effectiveness

  • How can they be put into place?

Session VII: Systems Operations Institutional Dimensions


Quiz

  • What SO&M strategy has the greatest potential impact on reducing delay?

Session VII: Systems Operations Institutional Dimensions


Leverage gap between best and average practice
Leverage: Gap Between Best and Average Practice?

Session VII: Systems Operations Institutional Dimensions


Competition with so m
Competition with SO&M???

  • What is the competition for improving service to system users

  • Will there be a major increase in rate of capacity expansion

  • In how many states is metro population and VMT growth exceeding new capacity

  • Does anyone are your DOT every talk about this?

Session VII: Systems Operations Institutional Dimensions


Message C: StatusSO&M Deployment Rate

55% in 2010

50%

44% in2010

Optimistic Projection

40%

Pessimistic Projection

30%

22% in ‘2000

20%

Installed

16% in ‘97

10%

6% in ‘90

1995

2000

2005

2010

1990

Year

Session VII: Systems Operations Institutional Dimensions


We have a general idea of state of play state by state
We have a general idea of state of play – state by state

  • Deployment

  • Range of strategies employed

  • Self-evaluation

  • Participation in federally supported initiatives

  • Level of performance measurement

  • General institutional arrangements

  • Current studies (SHRP2, NCHRP, AASHTO SO&M)

Session VII: Systems Operations Institutional Dimensions


Is the glass half full or half empty
Is the Glass Half-full or Half empty??

  • Several states have made significant process in developing comprehensive programs – and have some state of the practice applications

  • Several states are working in that directions

  • Several states don’t feel the need to take a comprehensive approach

  • We can learn from each other

Session VII: Systems Operations Institutional Dimensions


Example stats

Session VII: Systems Operations Institutional Dimensions


Status:State of Play in State DOTs

Session VII: Systems Operations Institutional Dimensions


The right questions
The right questions

  • How is your DOT doing?

  • You should know where your states stands vis a vis your peers – and the state of the practice

    (this is the definition of a professional)

Session VII: Systems Operations Institutional Dimensions


Message d relevance we need to tell the story so m can make a real difference
Message D: RelevanceWe need to Tell the Story: SO&M Can Make a Real Difference

What transportation agencies (should) do?:

  • We are a just-in-time society, accustomed to service and accountability – even in Mobility

  • In most urban contexts very limited improvements from capacity are being made

  • Congestion management – as a major program -- is therefore essential to (at least) maintain level of service

  • Otherwise DOTs become increasingly irrelevant

Session VII: Systems Operations Institutional Dimensions


Operational performance
Operational Performance

Session VII: Systems Operations Institutional Dimensions


Reliability research the importance of institutional arrangements
Reliability Research: The Importance of Institutional Arrangements

SO&M Program Performance

A needs-responsive, performance-driven, comprehensive cost-effective statewide SO&M program

Program

A needs-responsive, performance-driven, comprehensive C/E statewide SO&M program

Program

A needs-responsive, performance-driven, comprehensive C/E statewide SO&M program

Necessary Processes

The business processes and systems required to facilitate program qualities above

Processes

The business processes and systems required to facilitate program qualities above

Processes

The business processes and systems required to facilitate program qualities above

Institutions

The values, capabilities and arrangements and resources required to support and sustain of the required business process

Institutions

The values, capabilities and arrangements and resources required to support and sustain of the required business process

Supportive Institutional Arrangements

The values, capabilities and arrangements and resources required to support and sustain of the required business process

32

Session VII: Systems Operations Institutional Dimensions


The basic elements of improved so m
The Basic Elements of Improved SO&M Arrangements

Program

A needs-responsive, performance-driven, comprehensive C/E statewide SO&M program

Processes

The business processes and systems required to facilitate program qualities above

Institutions

The values, capabilities and arrangements and resources required to support and sustain of the required business process

Session VII: Systems Operations Institutional Dimensions


Introduction
Introduction Arrangements

Performance Management of the existing highway system is central to maintaining mobility

Research indicates that performance is directly related to the “maturity” of key processes and institutional arrangments

Key actions are required from senior management

The SHRP2 L06 project developed a stepwise model of strategies to make the essential changes

34

Session VII: Systems Operations Institutional Dimensions


Point of departure
Point of Departure Arrangements

Highway congestion is increasing but conventional capacity solutions are constrained

Managing performance of the existing system to its maximum effectiveness is imperative to maintain mobility

Recurring congestion is well understood, but greater commitment is needed to managing the other half of congestion related to delay/disruption from crashes and breakdowns, bad weather, & construction

Managing this “non-recurring congestion” must capitalize on the full potential of NRC strategies

SHRP2 research indicates the performance management requires a distinct agency commitment, organization and staffing adjustments, sustainable resources and improved partnerships

This research project developed a guide for systems operations performance management

35

Session VII: Systems Operations Institutional Dimensions


Loss of performance recapture capacity
Loss of Performance: Recapture Capacity” Arrangements

Capacity

Increases

Systems

Management

36

Session VII: Systems Operations Institutional Dimensions


Relevance program process institutional
Relevance: Program/Process/Institutional Arrangements

  • Program

    • We known the conventional strategies

      • Are there deployment warrants (problem, function, geography, network

      • Aggressiveness of Application (compared to S.O.P)

      • Comprehensive/consistent

    • DOTs can now focus on programs, not just projects

Session VII: Systems Operations Institutional Dimensions


Relevance technical process challenge program level
Relevance: Technical Process Challenge (program level) Arrangements

  • Getting SO&M on an institutionalized sustainable path to improvement

    • Scope: Full range/core program

    • Business Processes: Effective implementation, integration, documentation

    • Systems and Technology: Interoperable/standardized/cost effective

    • Performance: Measured, utilized, reported

Session VII: Systems Operations Institutional Dimensions


Relevance supporting institutional challenge program level
Relevance : ArrangementsSupporting Institutional Challenge (program level)

  • Developing arrangements that support the needed technical processes

    • Culture: Understanding/committing to mobility

    • Organization/Staffing: aligned, professionalized

    • Resource Allocation: criteria-based, sustainable

    • Partnerships: Aligned, Consolidated

Session VII: Systems Operations Institutional Dimensions


Intro to items 1 8 to follow
Intro to Items 1-8 to follow Arrangements

  • (We already know a lot about strategy applications)

  • Following slides characterize key process and institutional dimensions essential for an effective program

  • Then, the question is: what is the definition of improved processes? And what does it take to get there, insitutionally

Session VII: Systems Operations Institutional Dimensions


Scope implications of mainstreaming
Scope: Arrangements(Implications of “Mainstreaming”)

  • More like the other programs re

    • Statewide & Comprehensive

    • Needs driven

    • Geography

    • Problems

    • Network

    • Standardized, sustainable, aligned

  • Effectiveness related to measurable outcomes in terms of improvements in delay, disruption, safety

  • Session VII: Systems Operations Institutional Dimensions


    So what s different about so m
    So What’s Different About SO&M? Arrangements

    • Reactive to unpredictable events 24X7 .

    • corridor scale or network level.

    • teamwork and communications-intensive.

    • Involving uncontrolled “outsiders”

    • Requires situational awareness.

    • Communicating with users in real time

    • Mix of systems headquarters, TMC, and field activities.

    • Dynamic high technology and systems engineering.

    • Effectiveness judged only through performance oucomes

    • Processes for low cost and short development cycles.

    • Many activities can be outsourced .

    Session VII: Systems Operations Institutional Dimensions



    Process preconditions to realize so m strategies
    Process Preconditions to Realize SO&M Strategies Arrangements

    Session VII: Systems Operations Institutional Dimensions


    3 systems and technology
    3. Systems and Technology Arrangements

    • Technology Selection

    • Qualitative/quantitative

    • Warranted applications consistency

    • Platform Standardization

    • Incremental Improvements (bite size)

    Session VII: Systems Operations Institutional Dimensions


    Beyond its balancing procedures with systems
    Beyond ITS: Balancing Procedures with Systems Arrangements

    Session VII: Systems Operations Institutional Dimensions


    4 performance
    4. Performance Arrangements

    • You have heard a lot about this.

    • Key issues for capability maturity:

      • Output Measures

      • Implementation feasibility (data, devices)

      • Utilization: feedback and tailoring for continuous improvment

      • Reporting and Accountability

    Session VII: Systems Operations Institutional Dimensions


    Dashboarding systems operations outputs or outcomes
    Dashboarding Systems Operations Arrangements(outputs or outcomes?)

    Session VII: Systems Operations Institutional Dimensions


    5 culture and leadership
    5. Culture and Leadership Arrangements

    • What is “culture”? (sounds like academic jargon)

    • Think about shared engineering culture (mission, values/presumptions, training, standards, conventions, career style, public expectations)

    • Who are the external stakeholders in capacity development vs. Operations?

    Session VII: Systems Operations Institutional Dimensions


    What are the characteristics of an operations culture quiz
    What are the characteristics of an operations culture? QUIZ Arrangements

    Session VII: Systems Operations Institutional Dimensions


    What are the characteristics of an operations culture quiz1
    What are the characteristics of an operations culture? QUIZ Arrangements

    • What about:

      • Explicit focus on mobility

      • Developing public understanding

      • Orientation of Leaders

      • Acceptance by rest of agency

      • Incentives for change

      • Laws, regulations to support effectiveness

      • A core program

    Session VII: Systems Operations Institutional Dimensions


    Legacy stakeholders their values
    Legacy Stakeholders (their values) Arrangements

    • Facility mission perspective (in law)

    • System development stakeholders

    • Industry, developers, unions

    • Organization around capital projects (design, construct, maintain)

    • Focus on on-time/on-budget delivery

    Session VII: Systems Operations Institutional Dimensions


    External authorizing environment laws and procedures
    “External Authorizing Environment (Laws and Procedures) Arrangements

    Session VII: Systems Operations Institutional Dimensions


    6 organization and staffing institutions fragmented at two levels
    6. Organization and Staffing: ArrangementsInstitutions Fragmented at two levels

    • Operational responsibility is fragmented at two levels -- internal (DOTs) and external (partners)

    • Shared responsibilities for roadways

      • Standard setting for safe operations

      • Provision and maintenance of facilities

      • Law enforcement

      • Emergency response

      • Operational performance support

    Session VII: Systems Operations Institutional Dimensions


    Remember our learning objectives
    Remember our Learning Objectives Arrangements

    • Reconfirming Presumed Role of systems Owner/Operators (SDOTs) regarding Mobility

    • Understanding of Process and Institutional Weakness as barriers/opportunities for effectiveness

    • Understanding of Strategies for Change towards a more effective operations

    Session VII: Systems Operations Institutional Dimensions


    Internal legacy organizational scale state dot structure
    Internal Legacy: (Organizational Scale) ArrangementsState DOT Structure

    • Organization (“standard” model?)

      • Decentralized (now)

      • Hierarchical

      • Central office functions

    • Traditional divisions:

      • Planning

      • design/construction

      • Maintenance

      • “Operations” (not system)

    Session VII: Systems Operations Institutional Dimensions


    Internal legacy organizational scale can you find systems operations
    Internal Legacy: (Organizational Scale) ArrangementsCan you find systems operations?

    Session VII: Systems Operations Institutional Dimensions


    Operations and Management as a “Core” Program Arrangements

    Maintenance

    CHART Organization &

    Work Flow Diagram

    Districts

    3,4,5,7

    MSP

    CHART BOARD

    Deputy Administrator &

    Chief Engineer for

    Operations

    Chair

    Traffic

    Information

    Technology

    Other MDOT

    ITS Programs

    MdTA

    Director

    Office of CHART &

    ITS Development

    Operations

    Team

    Integration

    Team

    ITS Development

    Team

    Administrative

    Team

    Traffic Operations

    Division

    Traffic Engineering

    Design Division

    TOD &

    Office of

    Maintenance

    Session VII: Systems Operations Institutional Dimensions


    Outsourcing staff functions
    Outsourcing staff functions Arrangements

    • Factors

      • Staffing challenge (ex: TMCs, FSP)

      • Capabilities --Maintenance services (ITS infrastructure)

      • Possession of technology: Map Data, 511, traveler info services

      • Position in market: In-vehicle services

      • Other reasons??

    Session VII: Systems Operations Institutional Dimensions


    7 resources
    7. Resources Arrangements

    • To what degree is funding a constraint

      • Are you spending well all you have?

      • Do improvements in performance relate to capital?

      • Is there a criteria basis for budget (like asset management)?

      • Is the funding sustainable, predictable?

    Session VII: Systems Operations Institutional Dimensions


    Quiz resources
    QUIZ: Resources Arrangements

    • How much is your state spending on all ITS, Freeway Ops, FSP, TMC Incident Management – per year?

    • How many of you are having staffing problems?

    Session VII: Systems Operations Institutional Dimensions


    Example Line Item Budget Arrangements

    (CHART ’07)

    Session VII: Systems Operations Institutional Dimensions


    8 partnerships who why
    8. Partnerships (who?, why?) Arrangements

    • Who is in charge of “service” in customer terms

    • What are the priorities of the players?

    • Can law enforcement and life safety be less traffic disruptive?

    Session VII: Systems Operations Institutional Dimensions


    Differences in Orientation Among Organizations Arrangements

    Session VII: Systems Operations Institutional Dimensions


    How are are improvements in operations limited by partner s traditional roles quiz
    How are are improvements in Operations limited by partner’s traditional roles (quiz)

    • Differing Priorities

    • Time to respond and act

    • Geographic coverage

    • Integration across networks

    • Jurisdictional fragmentation

    • Differing Technologies

    • Capability and Funding levels

    Session VII: Systems Operations Institutional Dimensions


    Types of partnerships
    Types of “Partnerships” partner’s traditional roles (quiz)

    Session VII: Systems Operations Institutional Dimensions


    Message f operations capability maturity technical process and institutional arrangements
    Message F: Operations Capability maturity -- Technical Process and Institutional Arrangements

    • We need to move beyond the ad hoc stage to realize effectiveness

    • Deliberate change management strategies are required

    • Must deal with Technical Processes and Institutional Arrangements

    Session VII: Systems Operations Institutional Dimensions


    Transportation service public agencies

    Dimensions of Change Process and Institutional Arrangements

    (From a Product Entity to a Service Entity

    Transportation Service Public Agencies

    (Time out for a broader perspective)

    Customer Service in Free Enterprise Society

    • ????-driven (who’s the customer?)

    • customer service based on ????

    • ????? suppliers/???? spurs better service

    • ???? rewards for success, innovation

    • Service is sales driven

    • Price/service (performance)

    • Competition spurs better service

    • Tangible rewards for success, innovation

    VS.

    Session VII: Systems Operations Institutional Dimensions


    Features of an operations capability maturity model
    Features of an Operations Capability Maturity Model Process and Institutional Arrangements

    • Continuous improvement (effectiveness) requires replicable, consistent processes and a supportive institutional structure

    • There are critical dimensions that can’t be skipped

    • For sustainable change “institutionalization” is essential (documentation and training)

    • Performance Levels are incremental combinations of processes and measurement

    • Each level builds on organizational readiness of previous.

    Session VII: Systems Operations Institutional Dimensions


    Relevance technical process challenge
    Relevance: Technical Process Challenge Process and Institutional Arrangements

    • Getting SO&M on an institutionalized sustainable path to improvement

      • Scope: Full range/core program

      • Business Processes: Effective implementation, integration, documentation

      • Systems and Technology: Interoperable/standardized/cost effective

      • Performance: Measured, utilized, reported

    Session VII: Systems Operations Institutional Dimensions


    Relevance supporting institutional challenge
    Relevance : Process and Institutional ArrangementsSupporting Institutional Challenge

    • Developing arrangements that support the needed technical processes

      • Culture: Understanding/committing to mobility

      • Organization/Staffing: aligned, professionalized

      • Resource Allocation: criteria-based, sustainable

      • Partnerships: Aligned, Consolidated

    Session VII: Systems Operations Institutional Dimensions


    The potential of operations capability maturity model
    The Potential of Operations Capability Maturity Model Process and Institutional Arrangements

    • Shared vision of best practice

    • A common analytical language

    • Vertical and horizontal management relationships

    • Formalized, transparent (self) appraisal process

    • Suits any type of organization by size, problems,

    • Framework to prioritize change management tactics

    • Basis for benchmarking across organizations

    Session VII: Systems Operations Institutional Dimensions


    Discussion
    Discussion Process and Institutional Arrangements

    Session VII: Systems Operations Institutional Dimensions


    Institutional guidance alternative paths for consideration
    Institutional Guidance: Alternative Paths for Consideration Process and Institutional Arrangements

    • Internal incremental change -- regarding those architectural dimensions under the span of control of top management

    • Major Reorganization with internal change in priorities and related (may require outside political support

    • Capitalizing on a major eventto make permanent changes (special event, major disruption, natural disaster)

    • Consolidation of functions among public agencies in the form of a new operating entity

    Session VII: Systems Operations Institutional Dimensions


    Message g vision ambitious long term opportunities
    Message G: Vision Process and Institutional ArrangementsAmbitious Long-Term Opportunities

    • SO&M is entering a new era…

    • New range of functions:

      • manage congestion

      • allocate capacity

      • provide new services

    • Highway transportation will be transformed in the long run

    Session VII: Systems Operations Institutional Dimensions


    Vision services anticipated future leverage

    VISION Process and Institutional Arrangements

    1. Highway service reliable

    2. At any V/C, less delay

    3. Good travel information

    4. Premium services available

    5. Crashes reduced

    6. Erratic behavior suppressed

    7. Traveler assurance services

    8. Special Truck facilities

    ACHIEVED BY

    All-Incident management

    ATM: Control of flow, speed, lane use

    Probe-based real time information

    Separate, priced, speed limit service

    V2V crash avoidance

    Automated enforcement

    In-vehicle navigation, Concierge

    Automated regulatory Enforcement

    Vision: ServicesAnticipated Future Leverage

    Bottom Line: SO&M is just getting Started

    Session VII: Systems Operations Institutional Dimensions


    Meanwhile as committed secret agents of the future guerilla tactics for change
    Meanwhile Process and Institutional Arrangements(as committed secret agents of the future):Guerilla Tactics for Change

    • Insist on technical truth regarding service to customers

    • Expertise is the scarce resource: Start training staff now

    • Establish conops with all partners – otherwise ………..

    • Get planners’ buy-in – they will support

    • Technology should not get ahead of procedures and protocols

    • Capitalize on cross-program synergies

    • Work with geography

    • $$$$ is not the problem, sustainable $ is

    • Push for innovation – generate sizzle

    • Be ready for – and capitalize on – external events!!

    Session VII: Systems Operations Institutional Dimensions


    Remember our learning objectives1
    Remember: Our Learning Objectives Process and Institutional Arrangements

    • Understanding of the Role of Systems Operations and Management within the Transportation system

    • Understanding of Institutional Issues and their leverage on Operations

    • Understanding of Strategies for Change towards a more operations oriented institutional context

    Session VII: Systems Operations Institutional Dimensions


    Institutional capabilities
    Institutional Capabilities Process and Institutional Arrangements

    • Is there a recipe? Yes, Finally there is:

      • Preconditions to program effectiveness & continuous progress

      • Lessons from Asset Management & from other sectors (esp. IT)

    • The Capability Maturity Model

      • Adaptation to SO&M strategies

      • Adaptation to SO&M Program

    Session VII: Systems Operations Institutional Dimensions


    Relevance how to close the gap between best and average practice
    Relevance: Process and Institutional Arrangements How to Close the Gap between “Best” and “Average “ Practice?

    • Changes in processes and organization/institutions will move the SO&M “program” in the direction of improved effectiveness and efficiency

      • Changes may be proactive, deliberate and incremental

      • Changes may be (often are) in response to major events that focus on SO&M

    Session VII: Systems Operations Institutional Dimensions


    Mainstreaming a management system no mystery sdots have done it before

    The Asset Management Process Process and Institutional Arrangements:

    Asset inventory

    Condition assessment with a life-cycle orientation

    Investment analysis with predictive models

    Planning, programming, and budgeting

    Program implementation

    Performance objectives and performance monitoring

    Mainstreaming a Management System:No Mystery -- SDOTs have done it before

    Session VII: Systems Operations Institutional Dimensions


    Statewide systems operations program ssop development

    State of Play Process and Institutional Arrangements

    Next Level of Capability

    Best Practice Target

    Statewide Systems Operations Program (SSOP) Development

    Approach

    • Capability Maturity Model (CMM) is used to establish a system for Continuous Improvement (CI)

    and

    • a Strategy to reach next levels of Capability and Recommend Immediate

    • Actions for improving Operations system-wide

    Session VII: Systems Operations Institutional Dimensions


    A framework for managing institutional factors
    A Framework for Managing Institutional Factors Process and Institutional Arrangements

    83

    Session VII: Systems Operations Institutional Dimensions

    Responds to conventional observation of agency managers that barriers are “institutional” (what ever that is!!)

    Makes concrete fuzzy generalizations about “institutional” issues

    Draws on accumulated wisdom & experience of agency management veterans

    Organizes industry wisdom into a framework that can be used to improve outcomes


    Features of cmm
    Features of CMM Process and Institutional Arrangements

    • Continuous improvement (effectiveness) requires replicable, consistent processes and a supportive institutional structure

    • There are critical dimensions that can’t be skipped

    • For sustainable change “institutionalization” is essential (documentation and training)

    • Performance Levels are incremental combinations of processes and measurement

    • Each level builds on organizational readiness of previous.

    • This is not evaluation: it is for strategizing!!

    Session VII: Systems Operations Institutional Dimensions


    Research adaptation of the capability maturity model
    Research: Adaptation of the “Capability Maturity Model” Process and Institutional Arrangements

    Continuous improvement (effectiveness) requires replicable, consistent processes and a supportive institutional structure

    Review of best practice indicates there are critical dimensions that can’t be skipped

    For sustainable change “institutionalization” is essential (documentation and training)

    Performance levels are incremental combinations of processes and measurement

    Each level builds on organizational readiness of previous

    This is not evaluation: it is for strategizing!!

    85

    Session VII: Systems Operations Institutional Dimensions


    A capability maturity framework facilitates strategy development
    A Capability Maturity Framework facilitates strategy development

    Institutional arrangments and relationships key to effective processes/program

    Key institutional elements identified – the ones related to effective programs

    Each element can be present at various levels of achievement (“maturity”) – exhibited by agencies today

    Agencies can identify their current status

    The “model” indicates next steps

    86

    Session VII: Systems Operations Institutional Dimensions


    The concept of continuous improvement
    The Concept of Continuous Improvement development

    Session VII: Systems Operations Institutional Dimensions


    Operations capability maturity levels

    A few Leaders development

    Integrated

    Transitioning

    Agencies (most)

    Level 3

    Managed

    Fully coordinated, performance-driven

    Level 2

    Ad Hoc

    Level 1

    Processes fully documented & staff trained

    Support

    Arch.

    Ad hoc operation. Relationships not coordinated

    Support

    Arch.

    Support

    Arch.

    Operations Capability Maturity Levels

    Goal for the future

    Session VII: Systems Operations Institutional Dimensions


    Interpretation of levels for so m
    Interpretation of Levels for SO&M development

    Session VII: Systems Operations Institutional Dimensions


    Operations capability maturity levels1

    A few Leaders development

    Integrated

    Transitioning

    Agencies (most)

    Level 3

    Managed

    Fully coordinated, performance-driven

    Level 2

    Ad Hoc

    Level 1

    Processes fully documented & staff trained

    Support

    Arch.

    Ad hoc operation. Relationships not coordinated

    Support

    Arch.

    Support

    Arch.

    Operations Capability Maturity Levels

    Goal for the future

    Session VII: Systems Operations Institutional Dimensions


    The operations capability framework key elements
    The Operations Capability Framework: Key Elements development

    Business & Technical Process Capabilities:

    Scope of Activities

    Business Processes

    Technology/Systems

    Performance Measurement

    Institutional/Organizational Arrangements:

    Culture/Leadership

    Organization/Staffing

    Resources

    Partnerships

    91

    Session VII: Systems Operations Institutional Dimensions


    Levels of development

    Technical Process Maturity

    Transition States

    Transition organizations

    Leading states

    Leading organizations

    Session VII: Systems Operations Institutional Dimensions


    DOT operations program maturity: development

    technical processes and capabilities

    Session VII: Systems Operations Institutional Dimensions


    Operations capability maturity levels2

    A few Leaders development

    Integrated

    Transitioning

    Agencies (most)

    Level 3

    Managed

    Fully coordinated, performance-driven

    Level 2

    Ad Hoc

    Level 1

    Processes fully documented & staff trained

    Support

    Arch.

    Ad hoc operation. Relationships not coordinated

    Support

    Arch.

    Support

    Arch.

    Operations Capability Maturity Levels

    Goal for the future

    Session VII: Systems Operations Institutional Dimensions


    Organization/institutional arrangements development

    Supporting capability levels

    Session VII: Systems Operations Institutional Dimensions


    development

    PROCESS AND INSTITUTIONAL ARCHITECTURE DIMENSION DETAILS

    PROOF OF CONCEPT

    Session VII: Systems Operations Institutional Dimensions


    PROOF OF CONCEPT development

    97

    Session VII: Systems Operations Institutional Dimensions


    98 development

    Session VII: Systems Operations Institutional Dimensions


    The implications of ocm
    The Implications of OCM development

    • Continuous improvement (effectiveness) requires replicable, consistent processes as baseline for next step

    • Within a large agency, this requires documentation and training

    • The levels are incremental combinations of processes establishment and measurement

    • Each one builds on that previous via establishing organizational readiness.

    • OCM level is based on the row with the lowest score.

    Session VII: Systems Operations Institutional Dimensions


    Operations capability maturity levels3

    A few Leaders development

    Integrated

    Transitioning

    Agencies (most)

    Level 3

    Managed

    Fully coordinated, performance-driven

    Level 2

    Ad Hoc

    Level 1

    Processes fully documented & staff trained

    Support

    Arch.

    Ad hoc operation. Relationships not coordinated

    Support

    Arch.

    Support

    Arch.

    Operations Capability Maturity Levels

    Goal for the future

    Session VII: Systems Operations Institutional Dimensions


    101 development

    Session VII: Systems Operations Institutional Dimensions


    Change Management Strategies (Examples) development

    Education

    & policy

    Legislation

    Training

    Academy

    Outsourcing

    Line Item budget

    Reallocation

    Formal

    Agreements

    Consolidation

    Session VII: Systems Operations Institutional Dimensions


    Correlation btwn Operations Maturity Levels development

    And Institutional Architecture

    Session VII: Systems Operations Institutional Dimensions


    Strategies to improve institutional maturity
    Strategies to Improve Institutional Maturity development

    104

    Session VII: Systems Operations Institutional Dimensions


    The Guidance development

    Scheme

    105

    Session VII: Systems Operations Institutional Dimensions


    The potential of operations capability maturity model1
    The Potential of Operations Capability Maturity Model development

    • Shared vision of best practice

    • A common analytical language

    • Vertical and horizontal management relationships

    • Formalized, transparent (self) appraisal process

    • Suits any type of organization by size, problems,

    • Framework to prioritize change management tactics

    • Basis for benchmarking across organizations

    Session VII: Systems Operations Institutional Dimensions


    Degree of DOT “Management”: development

    Leverage on Change

    Education

    & policy

    Legislation

    Training

    Academy

    Outsourcing

    Line Item budget

    Reallocation

    Formal

    Agreements

    Consolidation

    Session VII: Systems Operations Institutional Dimensions


    Change management alternative paths for consideration
    Change Management: Alternative Paths for Consideration development

    • Internal incremental change -- regarding those architectural dimensions under the span of control of top management

    • Major Reorganization with internal change in priorities and related (may require outside political support

    • Capitalizing on a major eventto make permanent changes (special event, major disruption, natural disaster)

    • Consolidation of functions among public agencies in the form of a new operating entity

    Session VII: Systems Operations Institutional Dimensions


    Where is my state quiz
    Where is my state? (QUIZ) development

    • Technical Process Dimensions:

      • Any at level 1?

      • A dimension at 2?

    • Institutional Dimensions:

      • Any at level 2?

    • What is your biggest challenge?

    Session VII: Systems Operations Institutional Dimensions


    Division Survey development

    Session VII: Systems Operations Institutional Dimensions


    QUIZ: Self Assessment re your agency development

    Session VII: Systems Operations Institutional Dimensions


    Fhwa role
    FHWA Role? development

    • FHWA

      • Policy/program priority?

      • Division Accountability?

    • To Top SDOT Management

      • Clarify service stakes

      • Exploit legislative justification (performance)

      • Clarify benefits and costs

    • To SDOT Program Managers

      • Help self-evaluate level of capability and barriers

      • Showcase best practice for peers

      • Reach SDOT district management

    Session VII: Systems Operations Institutional Dimensions


    Meanwhile as committed secret agents of the future guerilla tactics for change1
    Meanwhile development(as committed secret agents of the future):Guerilla Tactics for Change

    • Insist on technical truth regarding service to customers

    • Technology should not get ahead of procedures and protocols

    • Standardize and document process (planning, proj dev, procure, etc)

    • Get planners’ buy-in – they will support

    • Expertise is the scarce resource: Start training staff now

    • Push for organizational equivalency and accountability

    • Establish conops with all partners – otherwise ………..

    • $$$$ is not the problem, sustainable $ is: push for line item

    • Performance measurement can be incremental and useful

    • Be ready for – and capitalize on – external events!!

    Session VII: Systems Operations Institutional Dimensions


    Vision: developmentEmerging Institutional Arrangements

    Session VII: Systems Operations Institutional Dimensions


    EFFICIENCY development

    20TH CENTURY DOT

    COMPLEXITY

    OUTSOURCE /PRIVATIZE

    CO-DELIVER

    DEVOLVE

    Public safety agencies

    21st CENTURY DOT

    Private sector

    Local

    government

    Other state agencies

    Informed customers

    Vision: PartnershipsFuture of State DOTs

    Session VII: Systems Operations Institutional Dimensions


    Vision big cultural shift change in priorities
    Vision: Big Cultural Shift & developmentChange in Priorities

    Systems

    management

    System Expansion

    2OTH

    CENTURY

    DOT

    21ST

    CENTURY

    DOT

    Demand

    Management

    Systems

    Management

    System Expansion

    Demand

    Management

    Maintenance

    Maintenance

    Session VII: Systems Operations Institutional Dimensions


    Vision: The 21 developmentst Century Operations-Oriented DOT

    Session VII: Systems Operations Institutional Dimensions


    ad