SHRP 2 Report S2-L06-RR-1: Institutional Architectures to Improve Systems Operations and Management
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SHRP 2 Report S2-L06-RR-1:
Institutional Architectures to Improve Systems Operations and Management
(2012)
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Overview

Authors

Description

TRB's second Strategic Highway Research Program (SHRP 2) Report S2-L06-RR-1: Institutional Architectures to Improve Systems Operations and Management examines a large number of topics concerning organizational and institutional approaches that might help transportation agencies enhance highway operations and travel time reliability.

The same project that produced SHRP 2 Report S2-L06-RR-1 also produced SHRP 2 Report S2-L06-RR-2: Guide to Improving Capability for Systems Operations and Management.

Topics

  • Transportation — Highways
  • Transportation — Construction
  • Transportation — Maintenance and Preservation
  • Transportation — Operations and Traffic Management
  • Transportation — Administration and Management

Publication Info

98 pages | 8.5 x 11
Contents

Table of Contents

skim chapter
Front Matter i-x
Purpose of the Project 1-1
Systems Operations and Management 2-3
Application of the Capability Maturity Model 4-4
Research Findings: Processes and Their Institutional Support Implications 5-6
Key Findings Related to SO&M Institutional Architecture 7-7
Capability Improvement Strategies at Each Level 8-8
Using the Model as Guidance 9-11
Managing Improvements in Institutional Maturity 12-13
Institutional Innovation and Alternative Models 14-15
Bringing the Future Forward Faster 16-16
Organization of the Report 17-17
Effective Strategy Applications to Reduce NRC 18-18
Systems Operations and Management 19-19
Commitment to Improving SO&M 20-21
Institutional Reality 22-22
Basic Hypothesis of the Report 23-23
Study Methodology 24-25
Previous Institutional Research Within the Transportation Arena 26-26
Private-Sector Contributions to Organizational Theory and Process Management 27-28
Applicability of Maturity Approach to Transportation Agencies 29-30
Step 1: Identification of More Effective States - Reliance On Indirect Indicators 31-31
Step 2: State DOT Management Interviews and Survey 32-32
Step 3: Analyze Data, Survey, and Interviews 33-33
Strategy Application Features That Impact Performance 34-34
Key Findings Related to Process 35-35
Program Scoping 36-36
Technical Processes 37-37
Performance Measurement 38-38
Levels of Process Maturity 39-41
Process Implications for Institutional Architecture 42-42
The Key Categories of Institutional Characteristics 43-48
Summary Conclusions Regarding Key Institutional Characteristics Supporting Effective Business Processes 49-49
Process Maturity as a Bridge to Identifying Levels of Maturity 50-52
The Improvement Strategies 53-53
Basic Guidance Steps 54-57
Change Management Modalities: Contribution of Theory 58-60
Change Management Tactics 61-62
The Models 63-63
Implications of Alternative Models Regarding Key Institutional Issues 64-65
The International Perspective 66-67
References 68-69
Glossary 70-70
Appendix A - U.S. Institutional Arrangements Compared with England and Australia 71-73
Appendix B - State DOT Process and Institutional Interviews 74-75
Appendix C - AASHTO Subcommittee on Systems Operations and Management (SSOM) Questionnaire 76-79
Appendix D - Examples of Regional Operations Collaboration 80-82
Appendix E - Example of Change Management Program for a State DOT 83-86
Reliability Technical Coordinating Committee 87-88

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