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14 Guide for Implementing a Geospatially Enabled Enterprise-wide Information Management System and providing short-, medium-, and long-term milestones will help coordination with upper management. Appointing the Working Group Once you have the necessary support, you will want to establish a task force or working/steering group that includes representatives from the different stakeholders and future system users. The primary purpose of this group is to ensure that there is active and appropriate input and feedback as the process progresses. At a minimum, representatives from the following groups should be included: Right-of-way office leadership Regional real estate offices Each functional area in the right-of-way office (e.g., appraisal, acquisition, relocation, property management) Computer services, information technology unit, and GIS unit Project design and delivery Depending on the extent of the enterprise (defined in Chapter III), additional representatives could be included, such as a member from mapping, planning, key environmental areas, or legal. As the process proceeds, you should revisit the makeup of the working group to ensure it continues to represent the necessary stakeholders and future users. If this system will be part of a larger agency initiative, you will need representation from this working group on the larger joint applications development (JAD) group. Functions of the working group include directing and overseeing progress toward the development and implementation of the system. It establishes the anticipated level of effort, recommended approach, budget, schedule, and implementation strategy. It also defines whether the work is performed in-house, in cooperation with other organizations both internal and external, by contracting for services, or through a combination of the above. Because working groups are not designed to provide day-to-day management, a project manager should be appointed and given the necessary resources to perform this activity. The functions of the project manager include the following: Managing required staff and resources Ensuring schedule adherence Managing risks Overseeing quality assurance Acting as technical contact for contractors and consultants Acting as point of contact for partners Providing day-to-day decision making Communicating with working group, upper management, and stakeholders Linking to Agency Performance Measures and Goals AASHTO's Standing Committee on Performance Management stated, "The country needs to establish national performance measures and refine existing state and local measures to begin a shift toward performance-based transportation policy." (AASHTO 2010) As this statement indicates, there is a strong push for tying policy to performance measures and requiring state agencies to be more accountable for and to those performance measures both at the national level and for agency goals and objectives. As such, funding will probably be tied in some way to