[PPT] - Management Management & Op erations (TSM O): & Operations PowerPoint Presentation

SLIDE 1

T

Transportation

ransportation System

Systems

s Management

Management & Op

& Operations

erations (TSM

(TSMO):

O): A

A

Capabi Capabirty lity Improvement

Improvement W Workshop

rkshop

Sa

San

n Luis

Luis Obi Obispo

spo Oct

Octo

ber

l

ber 25,

. 25, 201 2017

7

SLIDE 2

! Reminder

W

i d e R a i nge O ' f Strategi , e s to I Match Causes ,

f Co

1

ngestion

Reminder --Wide Range of Strategies to Match Causes of Congestion

Conventional Strategies Newer Strategies

Incident Management/FSO
Traffic Responsive

Signalization/Prioritization

Freeway Management
Integrated corridor
Work Zone Management

Management

Travel Weather Management
Active (Freeway) Traffic
Traveler Information/DMS/511

Management

Improved BRT/P&R
Improved information for
Ramp metering/shoulder use

Demand Management

Eco-Driving

SLIDE 3

Cor

Population

160,000 ------------------, 140,000 +----------_,__.-----I 120,000 -1---------=.,...---------t 100,000 +----__.,:;,..-----------1 60,000 -1----------------1 40,000 +--

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20,000 ,i,,,,,,,,,,,,,-----------"""""""'

O

t-----------------1

2010

20AO

ro

I

Son Luis Obispo

g

Employment

Pi•

mo-Grov·r-AG + Santo Mario 70~000 -------------- 60~000 +---------~~

-------1

50~000 +--------=---~ ~ ------I 40~000 +-----~

------------1

30~000 +----------------1 20~000 +-------------------

2010

2040

Corridor Region is Growing

SLIDE 4

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Corridor Performance

SLIDE 5

elyVa

Abandonedl v , ehidle Legislation/ Pol IC, Y

Safe, Qu ick C1'ea

ranee Laws-Driver Removal Service· Par tro'ls, 'Veh1

icle-M

unted Push I

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·. , llnciident lnvestig~t·on Sites

, Sa1fe• , Quick Clea ra,nce Laws--Authorl,

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ck Clearance/Open Roads Policy

Non-cargo Vehicle Ruidl Discha1 rge Pol icy•

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nd ! Recovery 1 Qu

ick rClea1 ra

nee

llncentives Majo1r lllncident Response Teams

gSa

•
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0 the Pr c ce

21.

+ IIJ.S. M etropolllta n Arieas IN, NC

25

States, lncludl1 ng I

FL, GA.. M I

D. NC, OHi,

SC, TN

r TX. VA.. W1

.1..30+ ll.LS. M'etmpolita n Areas. AZ

1 ( Phoenix ),

CA, , FL.. GA. (Atlar

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City)

.16+ IL

LS. M-etropontain Areas. TX ,

( Houston)

AZ, CA, 1

00~ FL, ~

IL., IN, KV. , MO., NM, NC,

OH , OR', SC, TN, TX, VA. WA

35+ ILJ.,S. Metriopollta·

n Ar,

eas CA, FL, GA;, IID,

II • LA, MD. , NV,

, N HI, TN. UT, WA, W I FIL, MNI

PA TIN. TX (Al11Stl1

ni) WA

93+ U.S. Metrio·

pollta·

n Ar,

eas FIL, IN, TX

( N(iU1jh Ce

ntra'I Region). UT TX (Austin )

! FIL, GA, 'WA DE.

, I FllL, IIL (Ohicago), LA. MO, NJ, OH

(Cina·nnati. 1

Co:lul!llbus)

. NY', TX (Oa'llas Co.),

'WA.

Widely Varying State of the Practice

SLIDE 6

Creating an Effective Program to Advance Transportation System Management and Operations

Primer

Further Capability Improvements

Objective – “mainstreaming” continuous improvement Key differentiators – not projects – but improvements in processes and arrangements that support continuous improvement – “Institutionalize” Workshop process – helps regions evaluate and improve key capabilities – from any starting point – 60+FHWA-sponsored state DOT and regional workshops nationwide/ 5 in CA

SLIDE 7

B e y

n

d l ' T S '

1

' P r

j

e c t s ' ' : K e y s to S u c c

1

e s s f u l l m p l e m

1

e n t a t i

n

Beyond ITS “Projects”: Keys to Successful Implementation

key business and technical process for

effective (routine) implementation is essential to increased impact

Formal organizational structure and

collaborative relations key

Example: Incident Management – combination of ITS infrastructure, Management Center with multi-jurisdictional participation, integrated communications, pre-defined procedures and protocols, close transportation/PSA cooperation and co-training, private sector participation & incentives, performance measurement, after-action analysis ……………………

SLIDE 8

The Structure of Cap

1ab· ity

The Structure of Capability

Business Processes Organization and Staffing Culture Systems and Technology Performance Measurement

“Capabilities”

Effective TSM&O Strategies

Collaboration

Business and technical processes support strategies Organization and relationships support processes

SLIDE 9

The 6 Dimensions of CI MM

The 6 Dimensions of CMM

1.

Business Processes, including planning, programming and budgeting (resources) and project development and procurement.

2.

Systems and Technology, including use of systems engineering, concepts of operations, systems architecture standards, interoperability, and standardization.

3.

Performance Measurement, including measures definition, data acquisition, analytics, communication and utilization.

4.

Culture, including technical understanding and business case, leadership,

utreach, and program legal authority.

5.

Organization and Staffing, including programmatic status, organizational structure and accountability, staff capabilities, training/development, and recruitment and retention.

6.

Collaboration, including relationships with public safety agencies, local governments, MPOs, and the private sector. 9

SLIDE 10

Synergism among Dimensions

SLIDE 11

T e Pa h o Excelle ce

What capabilities How to Improve?

The Path to Excellence

CAPABILITIES

To Here From Here

?

TIME

SLIDE 12

LEVHl

Performed

- - - - -

l!VE12

:\fanaged

re

I

L£VH4

1 Optimized I

LM l l

Integrated

Capability Levels (for each dimension)

Where does the region stand For each dimension??

SLIDE 13

F

1ocus of Capability

l m p r

v

e m e 1 nt Worl kshop

Focus of Capability Improvement Workshop

Objective: Given the current state of play – how

to get better

Approach – a structured dialogue among key

participants that focuses on most effective process and institutional changes that will serve as the basis for continuing improvement

“The answers are in this room”

SLIDE 14

Capa

1il y Level Sel Evalua o St uct e

Capability Level Self Evaluation Structure

ELEMENTS LEVEL 1 PERFORMED LEVEL 2 MANAGED LEVEL 3 INTEGRATED LEVEL 4 OPTIMIZING Planning & Programming

x

Lowest

Systems & Technology

lev con el is

x

straint

Performance Measurement

x

Culture

x

Organization/ staffing

x

Collaboration

x

SLIDE 15

15

TS &OCr

er1a

pate

.

Level Criteria for

1. Performed
2. l\'.lana·

!!ed

3. Integrated
4. Optimizing

Dimensions

Each juris,d ictio n ,

does its

Consensus regiona l approach

RJegio n al progr:am

TSM &O integr c!Jte d into

Business proc, esses

w n t h ing ,

accord ing to

d!eve lo pe d rega rdinig goals,

i nt, egrat e d into j 1.1 ris,d ict io ns" m1.1 lt i-~ W!Jjjil

(P'lanning,

in d iv id1.1al priorit ies , an d

defici e ncies, B/ C, networks,

j u r is,d i, ct io rns" o v e rail p lans , an d p rograms, b asie d c apab ilit ies m u lt im odal t r ansportat io n

n a form al, cont inuing

programming),

strategies and common

p lans w it h r, e I albe d stage d p lann ing p roc , es,ses

prio rit ies

progr am Ad h,

c ,

approac h es to

Regio na l conop s and

Syst e ms .& t, ec h nol-

gy

A re h it ectu r, es , and t ee h no,l,ogy I syste m im p le m e nt at ion

a rchit ect ures deve lope d a nd

stan d ,mdiz.e d , and rout in e ly 1.1 pgr ad e d to

Syst ems , e ngi n e, e ring,

w ilthto ut consid e r atio n o f

d!ocum e nt e d wit h costs

im tegrat ed w it ht su p p ort iv e im p ro v e p erfo r m ance; syste ms , e ng in ee r ing ; and , d e, c isio n-su pp

rt, r,

e I albe d sy st e ms

and t, e, chnology

appro,priate proc 1.1ne m e m t

inclu:d!ed; appropriate PO &

prooess,es and traini'ng ,

as i nt egr;at io n/ i m t, e rop e ra b i I ity

prooes,s,es

procure m e nt process e mploye d

, appropriate m aintain e d on cont inu ing b asis So m e outp 1.1ts m e, as1.1 ne d

Output data ui

s• e d di re ct ly for

O L1tco m e m easures P, e rfor m am

e m e,

as1.1 nes , and reporte d

afte r-action de bri efings and

id e nt if ie d (n etworks, re p orted int e rn ally for Pie rformanc,e m o d es, im p acts) , and

1.1t ilizat io n ,

and exte rn ally for

improvements; data e asily

m easu r, e m e nt,

ro,

1.1t in e ly ut ilized for re .

al- , acco1.1 ntab i I ity , and prog r;am

ava ila ble and dashboard!e d

t im e o bj ectiv e-ba5le d j 1.1st if ication

progr am impro v em e nts

ln d iv id 1.1al St aff

J uri sdi

cti

ns' se nior

RJegio n al coms,e ns1.1s o n

Custom e r m o b ility s,e rv ioe , ch am p io m s promolbe

managem e nt unde rstands

m is,sio n, p r io r it ies , an d

com m it m e nt ,

acco1.1 m t.ab i I ity ,Oultur,

e, l, eadership,

TSM &O

TSM&O business case and

b e n ef its w it h form al , acoe plbe d as form al, top lev el

prog r am and ,

ac htiev es

core prog ram o f all

e du:cate s de ci.si

n

w id e p ub lic j 1.1 ris,d ictio ms

ma ke rs/ public

v isib ility/ 1.1nderst and ing TSM &O , add e d on to un its

TSM&0-5pecific o rga nizat iona l

TSM &O M an age rs ht av e TSM &O s,e n ior m an age rs , at

Organizational

w it ht in , ex istim g structu rie

concept deve lope d

, d ir, ect r, e p ort to to p , eq u iv, ale nt lev el w it ht otht e r

st ructure/st aff

, and s1t, afling - , d ep e n d e nt

wit hin/

among jurisdictions wit h

m an age m e nt; Job sp ecs, j 1.1 r'is,d ict iom s,e rvioes am d staff

n t ec htnical chtam p io m

s

ce rt if ication ,

amd t r ain ing p rof, es,sion al iz.e d

, capabiliti,es

core capacity needs ide ntifie d,

fo r core p osit io ms

collaboration ta kes place

RJe lat io nshtips ad htoc,.

, a,nd

Object ives, strategies and

Ra, t ion al i. zat io m / sht ar i

ng/for

High lev e l o f TSM &O

External collaboration

n p e rs,o n al basis (p u b li,

c-

pe rformance m easures a lig ne d

m aliz.at io m of ,

coord in ati'o m

am o ng

pu bl k , private

pub li,

c, pu b lic- pri'v,

ate )

~~.-
--; ~ .- ---;.-.1""'11,: - ~--11 • ·~•- -•--·
-·
r,esponsib ilit ies ,

am o ng ke y

w n e r/ op e rat o rs (state ,

p lay e rs t htrough co- loc, al, p r ivat e )

TSM&O Criteria Template

SLIDE 16

How the

1Capability

l m p i r

v

e m e n t

1Woirksl

hops Woirk

How the Capability Improvement Workshops Work

1. Participants Identify regional state of play – consensus
n strengths and weaknesses
2. Participants Identify current level of capability (criteria)
3. Participants Identify actions to get to next level
4. Participants’ follow up: Use structured action list to

plan for achievement and secure commitment

SLIDE 17

Discussion Template Utilized

DIMENSION: Business Processes (Planning and Programming)

Strengths Weaknesses

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Level Criteria

LEVEL 1 — PERFORMED LEVEL 2 — MANAGED LEVEL 3 — INTEGRATED LEVEL 4 — OPTIMIZING Processes not established related to TSM&O (ad hoc, informal, un-integrated within and among jurisdictions), projects opportunistic Consensus TSM&O planning/programming approach developed (regional, corridor) with formal TSM&O goals, deficiencies, B/C, networks, strategies -- (but not integrated into SW/Metro plans/programs) Regional/corridor TSM&O plan/program(forecasting and analysis and proj. dev. process developed and integrated into jurisdictions’ overall multimodal planning/programming/proj. dev process – level playing field TSM&O integrated into jurisdictions’ multi-sectoral planning and programming process on a life cycle basis

Consensus (2017) Actions to Advance to the Next Level

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