Transportation Systems Management and Operations (TSM&O) Systems and Technology. Federal Highway Administration Capability Maturity Model Workshops

Transcription

1 Transportation Systems Management and Operations (TSM&O) Systems and Technology based on Federal Highway Administration Capability Maturity Model Workshops

2 Challenges Congestion and delay are increasing as economic and population growth continue but existing roadways have capacity constraints. A high value is placed on the reliability of the system. Reviewing the existing TSM&O versus state of practice: Opportunities Unsystematic; and Pockets of excellence. Unexploited potential of aggressive, integrated, collaborative TSM&O applied to existing roadways. Agencies can develop the key capacities needed to improve TSM&O effectiveness. 2

3 Objective: Mainstreaming continuous improvement in TSM&O Process: Major program of SHRP2 research and over 40 FHWA-sponsored State DOT workshops Workshop Process: Agency staff self-evaluation and improvement plans, using capability maturity model (CMM) White Papers are available covering: State of the practice regarding agency capabilities Current agency approaches for improvement nizing_for_op.htm 3

4 Business Processes Systems and Technology Performance Measurement Capabilities Effective TSM&O Strategies Business and technical processes support strategies Collaboration Organization and Staffing Culture Organization and relationships support processes 4

5 Business Processes, including planning, programming and budgeting (resources) and project development and procurement. Systems and Technology, including use of systems engineering, concepts of operations, systems architecture standards, interoperability, and standardization. Performance Measurement, including measures definition, data acquisition, analytics, communication and utilization. Culture, including technical understanding and business case, leadership, outreach, and program legal authority. Organization and Staffing, including programmatic status, organizational structure and accountability, staff capabilities, training/development, and recruitment and retention. Collaboration, including relationships with public safety agencies, local governments, MPOs, and the private sector. 5

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7 Goal for the Future Optimized LEVEL 4 Most Agencies Today Performed Activities & relationships ad hoc Champion-driven LEVEL 1 Managed LEVEL 2 Processes developing Staff training Limited accountability Integrated LEVEL 3 Process documented Performance measured Organization/ partners aligned Program budgeted Performance-based improvement Formal program Formal partnerships 7

8 Capability Level 1 Capability Level 2 Capability Level 3 Capability Level 4 Ad hoc approaches to system implementation without consideration of systems engineering and appropriate procurement processes Regional or statewide ConOps and architectures developed and documented with costs included; appropriate procurement process employed Systems and technology standardized and integrated on a regional or statewide basis (including arterial focus) with other related processes and training as appropriate Architectures and technology routinely upgraded to improve performance; systems integration/interoperability maintained on continuing basis 8

9 Dimension Business Processes Systems and Technology Performance Measurement Level 1 Performed Capability Self-Assessment Level 2 Managed Level 3 Integrated Level 4 Optimizing Culture Organization and Staffing Collaboration

10 Workshop findings will be presented. Followed by 2 brief case examples. Along the way think of your questions or comments; Type these into the webinar comment box. 10

11 Program Status Systems and Technology reflects the systems engineering requirements of TSM&O including: Systems architecture; Concepts of operation; Interoperability; Standardization; and Documentation processes. It does not focus on the actual technology infrastructure, but rather focuses on key processes and aspects of technology procurement, integration, operations and technology planning. 11

12 The summary in slides that follow will provide: Typical state-of-play; Self-improvement actions suggested by workshop participants (in Implementation Plans); Not a how to but a description of what TSM&O staff identify as key actions for improvement in Systems and Technology Dimension; and A way to think through applicable actions in your agency. State DOTs differ widely in size, number of districts, urban vs rural, etc., as well as their approach: No standard solutions (but there are peer agencies). 12

13 Existing legacy systems at State DOTs and Agencies. Continued expansion of technology implementations. Ever changing and upgrading of technology hardware and software. Training and awareness building are continually needed to keep pace. 13

14 1. Regional and statewide ITS architecture documents and use. 2. Project systems engineering/testing and validation. 3. Standards and interoperability. 14

15 All states/regions in the workshops have some kind of an ITS architecture (either statewide or regional) consistent with Federal standards and the national ITS architecture. The use of the architecture for project planning or procurement varied widely. In some cases, regional ITS architectures were developed by MPOs; while State DOTs were partners, they were not the owners of the regional ITS architecture. Many participants did recognize the need to update regional or statewide architecture. 15

16 Assess/update both regional and statewide system architectures for new/emerging TSM&O applications. 16

17 The systems engineering process was generally employed by DOTs and MPOs for ITS projects. Increased awareness of training opportunities and programs specific to systems engineering would benefit many State DOT programs. States noted that purchasing ITS hardware and software introduced great challenges due to the way that State agencies procure IT equipment. By outsourcing transportation management center (TMC) staffing, the DOT is removed from the cycle of hiring and training of operators and gains more flexibility for increasing or decreasing staff levels. There were quite a few workshop locations that pointed out the challenge of keeping pace with rapidly evolving technology. 17

18 Improve ITS systems procurement process and/or relationships with agency IT unit. Improve awareness and training on the systems engineering approach. Expand ITS systems (traffic signal integration, transit, information sharing). Review and/or develop data sharing practices and policies. 18

19 Some State DOTs have made interoperability of systems a priority. There is a reluctance to upgrade large legacy systems when they are incompatible with newer equipment. Several workshops identified the need for state police Computer Aided Dispatch (CAD) integration with the regional/statewide TMC. Workshop participants noted that it was necessary to update standards regularly to stay on the forefront of quickly evolving technologies. When strong documentation exists it paves the way for expansion and solid standardization of processes. Agencies find that having qualified product lists facilitates purchasing ITS elements and can reduce the time needed to acquire products. 19

20 Review/develop data sharing practices/policies (incident management, CAD, traffic control, etc.) Investigate standard communications protocol to facilitate interoperability. Increase participation in TMC and software systems discussions and decision making. Develop ITS qualified products list. 20

21 One Executive Summary (covers all dimensions) Six White Papers one on each capability dimension 21

22 Activities Compile examples of best practices for the use of Statewide and Regional Architectures Develop basic webinar module focused on ITS procurement processes Compile resources related to training regarding the systems engineering process Strengthen NOCoE Knowledge Transfer Database regarding Systems and Technology Possible sponsorship ITS JPO (official web site), NHI, PCB, CITE Courses NOCoE JPO, NHI, PCB NOCoE NOCoE: National Operations Center of Excellence ITE: Institute of Transportation Engineers AASHTO: American Association of State Highway and Transportation Officials NHI: National Highway Institute PCB: Professional Capacity Building JPO: Joint Program Office CITE: Consortium for ITS Training and Education 22

23 Activities Compile resources related to training regarding the standards implementation (testing and training) Develop a clearinghouse of standard specifications for frequently procured TSM&O technology Compile best practices and strategies for ITS device maintenance, ITS maintenance programs, and keeping pace with rapidly changing lifecycle considerations Possible sponsorship JPO, NHI, PCB NOCoE FHWA ITE AASHTO NOCoE: National Operations Center of Excellence ITE: Institute of Transportation Engineers AASHTO: American Association of State Highway and Transportation Officials NHI: National Highway Institute PCB: Professional Capacity Building JPO: Joint Program Office CITE: Consortium for ITS Training and Education 23

24 Read the CMM reports and white papers. Participate in FHWA state DOT Self-Evaluation Workshops and Regional Operations Forums. Utilize NOCoE website to track developments and access resources. Contact and communicate with corresponding staff in peer states. 24

25 FHWA HQ office through your local FHWA Division offices or NOCoE