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Integrating Business Processes to Improve Travel Time Reliability (2011)

Chapter: Chapter 2 - Research Approach

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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 2 - Research Approach." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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C H A P T E R 2 Research ApproachGuiding Principles The focus of this research is not merely to capture and docu- ment innovative operations and management programs, although those do provide the starting point for identifying case studies of process integration to deliver improved relia- bility. The purpose of the research is to investigate, identify, and report on business processes that improve travel time reli- ability, particularly those in which specific process integra- tion points have significant impact on overall reliability. Clear business process diagrams are needed to demonstrate these processes. The diagrams must have an easy-to-understand format geared toward the decision makers and a general audi- ence. They also must capture and accurately portray the fol- lowing information: • Data flows; • Decision points; • Where process integration occurs; • Critical input and output for travel time reliability; • Entities responsible for certain actions and processes; • How action translates into a business process linked to travel time reliability; and • Integration of processes to support travel time reliability. To further define the key business process aspects examined as part of this research, a preliminary framework was devel- oped to identify core processes and elements. This helped to frame both the literature review and, more importantly, the individual interviews and process discussions. Recognizing that processes would need to be modeled, it was necessary to establish some of the important parameters that would ulti- mately constitute the process analysis and mapping. Within incident management, there are myriad potential business processes that could be examined as part of this research, many of these with potentially significant impact on overall reliability. One aspect of incident management that has10demonstrably reduced network impacts is quick clearance policies or specific clearance time parameters aimed at faster clearance of minor incidents on freeways. Table 2.1 illustrates mapping of potential business process aspects of quick clear- ance policies.Using this approach, the research team was able to identify where specific processes come together at the field operations, interagency operations, and intra-agency levels. The following were among the principles that guided the review of potential diagramming methodologies: • Multiple agencies and personnel need to be portrayed within the diagram; • Each function and role needs to be assigned to a specific agency and person; • Integration points need to be identified; and • The diagram needs to present information chronologically. Literature Review The research team embarked on a comprehensive review of available literature to identify potential case studies and exam- ples of successful process integration that resulted in improve- ments in travel time reliability. With the focus on nonrecurring congestion, the research team identified potential operations programs and activities that mapped to the seven root causes of congestion and variability in travel times to review as a start- ing point. The impact of incidents on travel time variability (account- ing for almost 25% of nonrecurring congestion) indicated a greater emphasis on processes that support improved inci- dent management, response, and coordination. There was significant emphasis placed on researching innovative practices related to incident management and response that demonstrate a linear relationship to improvements in travel time reliability. The literature review also included syntheses and research efforts that captured broader concepts of reliability, including

11Table 2.1. Operations Business Process Components: Quick Clearance Example Impetus or Catalyst for Business Process What Was the Driving Factor Behind Establishing Quick Clearance Policies? Stakeholders Information inputs Information outputs Sequence of events or actions Process integration points Potential measures Policy impacts or needed policies Relationship to programming and planning Influences on other operational areas • State DOT • State police • Emergency responders (fire and emergency medical services [EMS]) • Freeway Traffic Operations/Management Center operators • Freeway service patrol • Towing and recovery operations • Law enforcement dispatch and computer-aided dispatch (CAD) • Visual identification (via closed-circuit television [CCTV] camera) • Response request (e.g., towing, EMS, state police) • Impact of incident • Traveler information to warn of incident • Updates to responders from DOT and law enforcement CAD • Identify incident • Notify responders • Monitor and manage from Traffic Operations Center (TOC) • Dispatch freeway service patrol • Coordinate responders • Implement lane restrictions • Notify adjacent agencies of the incident • Automated CAD feed from law enforcement to DOT • Automated video feed from DOT to law enforcement • On-scene coordination among law enforcement, DOT, tower/wrecker • Clearance time • Response time • How results are reported and used • Aggregate and monitor archived traffic flow data for comparisons • Legislative action to implement broad clearance policy • Interagency initiative to develop policy, educate agency staff • Formal agreements with other stakeholders and responders • Using measures and results to identify and plan for resource needs (staff, equipment and systems, as well as time frame for when those need to be implemented) • Using measures and results to identify where additional policies may be needed • Traveler information, media agreements • Local agency communications • DOT maintenance (e.g., on-call staff, extended hours)

12documentation from the Future Strategic Highway Research Program (F-SHRP), which was the precursor to many of the research efforts currently under way with SHRP 2. Available literature, including program summaries, per- formance monitoring reports, synthesis documents, opera- tions manuals, and other resources largely focused on broader operations processes. In some cases, outcomes including cap- turing lessons learned, measures used, and challenges met were discussed. Information for actual process catalysts, underlying grassroots efforts to implement and effect process change, or some of the challenges in institutionalizing those opera- tional processes are not typically captured as part of pro- gram documentation. Case Study Evaluation Criteria The process of narrowing the case study focus required estab- lishing a general set of criteria from which to assess the wide range of potential case study options. While the literature review yielded some quantitative information about opera- tional processes and outcomes, the research team assumed that much of the qualitative and anecdotal information about how business processes evolved, were coordinated with other processes, and, in general, how process change was actually instituted would be derived more from interviews with indi- vidual agencies than from what had been documented in most of the publicly available literature. An initial list of potential programs and activities was established based on the literature review, the research team’s knowledge of various operations programs, and input from industry experts. More than 50 programs and activities were further discussed among the research team for their potential to serve as case studies for process integration. From this list, 21 candidate case studies were selected for further evaluation. The 21 candidate case studies included incident management programs and policies, work zone management activities, ATM applications from international examples, and nonurban case studies that focused on weather and freight operations. Several criteria were established to guide the assessment and narrow the 21 candidate case studies down to 10 for further evaluation; however, a formal scoring process ulti- mately was not implemented. One of the challenges in applying a standardized set of criteria to this assessment was the broad range of potential processes that were reviewed. In some cases, processes referred to specific actions within a specific sequence; in other cases, processes were linked to overarching programs that influenced specific operational areas. To narrow the list of 21 candidate case studies to 10, the research team reviewed the assessment criteria pre- sented in Table 2.2.Selected Case Studies Table 2.3 presents the programs and activities that were selected for further development as case studies of process integration based on the criteria assessment review. Contacts for each agency were identified and interviewed or provided input to the case study development. Case study discussions are included in Chapters 3 through 7.Interviews with Agency Representatives A key component of the process documentation was to inter- view representatives from the programs and agencies that were being featured as part of the case studies. While available liter- ature can provide high-level information about operational processes, involved agencies or entities, as well as quantitative outputs of the effectiveness of the programs, additional insights were needed to accurately capture key steps, processes, and outcomes. Aspects such as catalysts for process change or inte- gration, barriers or challenges that were experienced and how they were overcome (or not), and policy needs and impacts were an integral part of the interview strategy. Interviews were arranged with one or more representatives from the agencies or programs, and a brief overview of the L01 research and the guiding questions were provided to each inter- viewee before the discussion. Most interviews were held via tele- conference, with the exception of two that were conducted in person. Teleconference interviews were recorded for future ref- erence. Diagrams of each process were then drafted to capture the process of the case study. They were reviewed by other team members to assess whether adequate information was provided or if additional answers were needed from the interviewee. National Workshop with Key Stakeholders The next step in the research and analysis portion of the project involved a two-day workshop with hand-selected representa- tion from across the country (1). It was decided that the indi- viduals invited needed to be from a management level within an organization that had influence on operations, but who were also still closely and integrally involved with operations and processes that can affect travel time reliability. The invitees represented various roles within the multiple agencies where they worked, including representation from planning, opera- tions, program management, and even senior management. The workshop was held on May 5 and 6, 2009, in Phoenix, Ariz. It included a presentation of the L01 project, overviews of the case studies, preliminary findings and direction of the report, and a discussion on the approach for a guide. The

13Table 2.2. Assessment Criteria Assessment Criteria Considerations Does the process involve coordination among more than one agency or division within an agency? Does the process integration positively impact one or more types of nonrecurring congestion? Are there documented impacts on improved travel time reliability, including qualitative and quantitative? Are there clear examples of business processes that have been integrated at the operational level or the institutional level? Are there policy-related impacts, or required policies to support business process integration? Can outcomes or approaches be applied to other areas with similar results of improved travel time reliability? Are the measures of effective integration sustainable? Have they demonstrated consistent results over time? Although single-agency processes and process integration yield value, a higher priority was given to those processes and process integration points that involved more than one division or agency. This would yield beneficial information about institutional agreements and cooperation toward enhanced operational procedures. Focus was placed on those processes and integration strategies that could address more than one dimension or source of nonrecurring congestion. The ability to leverage benefits of coordinating processes that could point to tangible benefits in more than one operational area was a key consideration. This proved to be one of the more challenging criteria to map to candidate case studies. Although many programs and regions are embarking on formal performance monitoring programs, available data are too inconsistent to draw a linear relationship between process integration and improvements to travel time. In some cases, where agencies or partnerships have implemented specific processes and procedures to reduce the time it takes to respond to and clear incidents from roadways, there is a relationship to specific metrics that would indicate the impact on travel time. In other cases, important enablers to process integration and change (such as instituting training programs or having a programming process within an agency that gives priority to congestion management enhancements) may ultimately yield positive impacts on reliability, but the link may not necessarily be direct. Process integration was initially viewed as multiple steps within an operational activity that were brought together in a specific way. As the project evolved, the integration at the institutional level emerged as an important separator in identifying successful integration strategies. There are different policy considerations for the various processes involved in this research. Candidate case studies were reviewed to identify the role that formal policy plays in either implementing a business process or integrating a process with another entity or within an organization. An important outcome of this research was to identify successful strategies that regions could apply to their situation and achieve similar results. There will be some variability among strategies, but concepts and processes that may be transferable will aid in applying the research. This criterion refers to the sustainability of the process to support longer-term reliability goals and objectives. Processes that are aimed at recurring strategies (such as incident clearance proce- dures and weather event management) can help demonstrate repeated benefits.workshop involved a significant amount of conversation related to issues and challenges faced within the stakeholders’ departments or agencies. There also was significant conversa- tion about the enablers of each case study and how to overcome challenges throughout implementation of new processes. It was important for the attendees to evaluate the applicability of the findings to arrive at information that could benefit operations within other agencies. Modeling Business Processes The L01 project focused on identifying and documenting business processes that have successfully improved travel time reliability. In order to analyze the identified business processes and, more importantly, to identify key integration points within the processes, a consistent approach to mapping busi- ness processes is required. Various business processes wereresearched for their applicability to transportation agency processes. Once an effective modeling tool was identified, it was important to look at the key elements within the process and determine how these elements would be used to map busi- ness processes from transportation agencies. Process Model Approaches and Notations Considered A consistent approach to process diagram is needed to present the case studies and demonstrate that the actions or activities result in a specific or desired outcome. Business processes are activities encompassing several agencies or departments within an agency that ultimately produce an outcome or output. Through initial research, several alternate approaches to business process models were identified for analysis. Five approaches that were considered by the research team are

14Table 2.3. Case Studies Case Study Description Agency Washington State DOT Joint Operations Policy Statement and Instant Tow Dispatch Program Florida Road Rangers United Kingdom Active Traffic Management North Carolina DOT Traffic and Safety Operations Committee Michigan DOT Work Zone Traffic Control Modeling Kansas Speedway Special-Event Traffic Management The Palace of Auburn Hills, Special-Event Traffic Management (Michigan) I-80 Winter State Line Closures (California and Nevada State Line) AZTech Regional Archived Data Server (Arizona) San Pablo Avenue Signal Retiming (California) Describes one of several programs the Washington State DOT and Washing- ton State Patrol have implemented to support their Joint Operations Policy Statement for incident response and management and to support their goals for faster clearance of incidents on highways. Describes the use of contracted, private tow vendors and sponsors to deliver a freeway service patrol program throughout the state of Florida. Also describes the performance metrics for measuring effectiveness of the program and the impact on incident clearance times. Describes the pilot corridor for ATM strategies for recurring congestion, as well as the incident response and management program. Describes North Carolina DOT’s evaluation process for major work zones and traffic and safety impacts as a result of changes in work zones. This committee has established a process to identify, evaluate, and imple- ment mitigation strategies to offset negative impacts on travel time relia- bility and safety within the work zone. Describes the microsimulation model developed by the Michigan DOT to model the impacts of freeway construction closures on an entire network. Results of the microsimulation model were applied to incident manage- ment and operations strategies, as well as to alternate route planning. The goal was to minimize impacts to the surrounding freeway network as a result of a major freeway reconstruction (I-75 Ambassador Bridge). Describes the development of traffic management procedures to support large-scale event traffic at the new speedway facility. Through effective process coordination, agencies have reduced the number of officers needed in the field for traffic ingress and egress management and have reduced the time to clear parking lots following large-scale events. Describes the traffic signal timing plans developed specifically for events at the Palace. Plans were developed to flush traffic away from the event venue, and have resulted in reduced event venue clearance times, and streamlined the number of officers required to manage event traffic. Identifies the series of processes that are initiated when Caltrans closes the state line on I-80 during winter weather events. Nevada DOT is focused on notifying westbound travelers, particularly freight, of the state line clo- sure to minimize the illegal parking and truck queuing that can occur on I-80 while trucks wait for the state line to reopen. Describes the evolution of a database initially developed to store freeway data into a central repository for agencies to access real-time incident and traffic operations data. Information available from the Regional Archived Data Server allows agencies to implement changes in their traffic management strategies to respond to real-time conditions in neighboring jurisdictions that could affect their roadways. Describes a multiagency approach to developing corridor traffic signal tim- ing plans. Overall program measures show an improvement in travel time and a decrease in fuel consumption. WSDOT Florida DOT UK Highways Agency North Carolina DOT Michigan DOT Kansas DOT and Kansas Highway Patrol Road Commission of Oakland County and Auburn Hills Police Department Nevada DOT Headquarters and Nevada DOT District 2 Operations Maricopa County DOT Metropolitan Transportation Commissionidentified in Table 2.4. Each approach was analyzed based on its applicability to modeling different transportation opera- tions processes.Business Process Modeling Notation After identifying and considering all the options for mod- eling business processes, the research team selected theBusiness Process Modeling Notation (BPMN) for this proj- ect. The BPMN was developed to improve communication between participants at the design level of a process with those at the implementation stage. In order to improve com- munication, a simplified, easy-to-understand set of rules were required. It also was important that these rules could be applied against several industry types beyond software development.

15Table 2.4. Business Process Modeling Approaches Process Modeling Type Primary Use Advantages Disadvantages Business Process Modeling Notations (BPMN) Unified Modeling Language (UML) (2) Unified Software Development Process (Unified Process) (3) IBM Rational Unified Process (RUP) (4) Event-Driven Process Chain (EPC) A standard modeling tool used as a common visual representation to display the business process design for all stakeholders within the process flow. A standard modeling language used as a visual representation, including graphical notation, to model the parts of a system or methodology. UML diagrams represent three views of a system model: functional requirements view, static structural view, and the dynamic behavior view. UML can be used as the basis for activity diagrams and interaction overview diagramming. A generic tool that is used as framework for customizing analysis and design for the life cycle of a system. It uses the UML standards. A refinement of the Unified Process, but also a trademark of IBM, RUP provides guidance and examples that are tailored by the organization to assist in the development and implementation of a system or used as a project management tool. A graphical depiction of events and functions that represent a dynamic modeling business process. The Event-Driven Process Chain was developed within the framework of Architecture of Integrated Information Systems (ARIS). • IBM template for use with Visio is available. • Diagramming elements are relatively easy to understand for all stakeholders. • Recognized industry standard for different types of processes, including activities, data, and outputs. • Combines several data modeling practices into one model language. • Can be used with all processes. • Can be used with different technologies for implementation purposes. • It is use-case driven; each used through implementation, test, and deployment. • Supports multiple architectural models and views. • Focuses on addressing critical risks. • Can be adapted and customized to fit project or organization needs. • Uses processes that have already proved successful for other similar projects. • Adaptable to other countries; the tool is available in several languages. • Several tools can be used to create the diagram. • Uses simple and easy-to- understand notation. • Converting to another tool may be difficult. • It may not be conducive to modeling routine work. • Can be difficult to learn and adopt to nondata processes. • Line styles are very similar, making it hard to distinguish different types of information flows. • Information may be lost when trying to import the informa- tion into another tool. • Not user-friendly; requires much more in-depth understanding of the workflow of a system. • Involves many detailed steps and phases. • Can be time-consuming to develop. • Used more for system design than for system diagramming. • Presented at a higher level, which makes it hard to deter- mine key processes. • Must satisfy criteria already defined in the process in order to continue to the next phase, which could be time- consuming. • Used more for system design than for system diagramming. • Not all the tools support the EPC markup language (EPML). • Has to be event-driven; the diagram must start and end with a specific event.IBM published the BPMN notations and specifications in 2004 and continues to provide guidance and support for organ- izations looking to use the BPMN approach. IBM also provides a Visio stencil containing BPMN elements, which can be downloaded from their website. The benefits of using the sten- cil include allowing the user to incorporate BPMN-standardobjects and definitions within Visio. IBM also provides on the website a software demonstration for BPMN using the stencil and Microsoft Visio, one of the most widely used desktop design tools for modeling various processes and integration scenarios business processes. The diagram can be imported into a process engine or copied into a document as a figure.

16BPMN is a strong fit for diagramming operational proce- dures and processes. The use of the stencil and Microsoft Visio creates an intuitive tool that helps users in modeling complex operational processes. BPMN uses four basic categories of shapes familiar to business analysts to determine whether an activity is a procedure or a process. The four categories of shapes are as follows: • Flow objects (events, activities, gateways); • Artifacts (data objects, groups); • Connecting objects (sequence flow, message flow, associa- tion); and • Swim lanes (pools, lanes). The flow objects events typically affect the flow of the process by either cause or effect. The events can start the process, end the process, or have an intermediate effect within the process to suggest several choices the process may precede. Three event items are used for this project, which are presented in Figure 2.1.Figure 2.1. BPMN flow objects for events. Start Event: An event to begin the process. Intermediate Event: Connects the end of one process to the beginning of another process. End Event: An event to simply end the process. Flow objects activities are the tasks or subprocesses associ- ated with the overall process. The task can be a single task or one that includes additional subtasks that may not need to be displayed within the current diagram. If need be, the additional steps of the subtask can be displayed within another diagram and then referenced in the main process diagram. The standard tasks that were used for this project are shown in Figure 2.2.Figure 2.2. BPMN flow objects for activities. Task: A single process task by a participant within the lane. Collapsed Subprocess: Part of the process that involves multiple steps or tasks that do not necessarily need to be shown. Loop Activity: An activity or task that is repeated within the process. Flow objects gateways are decision markers to display where information diverges or converges within the sequence flow. Gateways are used for forking, merging, and joining paths as the sequence flows through the processes. For decision mak- ing, they are used to show the direction, depending on the answer to typical questions, such as yes or no, or to more com- plex questions that have three possible answers. For this proj- ect, four main gateways were used (Figure 2.3).Artifacts are provided within BPMN for the user to have a little more flexibility in presenting information about objects or tasks. They do not change the basic structure of the process but are model tools that provide additional notation or infor- mation to the basic objects within the diagram. At the time

17Figure 2.3. BPMN flow objects for gateways. Parallel Gateway: Designates that either one flow can take two alternative paths or two paths diverge into one flow. All criteria must be met before the flow can proceed. Complex Gateway: Designates that the decision results in a complex answer or that there are complex issues surrounding the decision. Inclusive Gateway: Designates that a decision needs to be made to determine the path of the flow through the process. Exclusive Gateway: Designates that a decision does not need to be made to determine the path of the flow, but that the path is expected. All criteria do not need to be met before the flow can proceed. this report was prepared, BPMN had three predefined artifact types; however, this project only focused on two types of arti- facts (Figure 2.4).Figure 2.4. BPMN artifacts. Data Object: Displays the data required or produced by activities or tasks. Group Object: Displays for the reader when certain activities or tasks occur at the same time. It is used primarily for documentation or analysis purposes. Connecting objects are used to connect the flow objects (events, activities, and gateways). They are the connectors or flows in the process that show the many paths possible from the many activities or tasks. The diagrams in Figure 2.5 define all three BPMN types of connecting objects.that correspond to each owning agency. They are used in BPMN to categorize functionalities. Swim lanes include either a pool, which represents each participant in the activity, or a lane, which is a subpartition to categorize activities. For each case study presented in this analysis, horizontal swim lanes are used to present each of the agencies or working groups in an agency that are involved. Vertical swim lanes are used to divide the overall process into three core areas. Figure 2.6 shows ver- tical and horizontal representations of the pools and lanes diagrams.In addition to the available elements, swim lanes, or cross- functional connections, are used to differentiate the elements

18Sequence Flow: Designates the main flow throughout the process. The flow connects events to gateways, vice versa, or to tasks or activities. Message Flow: Designates the flow between two pools or two business roles or participants. This cannot be used to connect activities or events within the same pool. Association Flow: Designates a relationship between an Artifact and a Flow Object (task or gateway). Figure 2.5. BPMN connecting objects.Figure 2.6. BPMN pools and swim lanes. Horizontal Pool Horizontal Lane Vertical Pool Vertical Lane

19BPMN Diagrams for the L01 Project As previously mentioned, interviews were conducted with sev- eral agency representatives about their strategy or process of operational functions that can affect travel time reliability. The processes were then modeled using the BPMN language into diagrams that could be shared with other agencies. These dia- grams included any combination of the elements described in the previous section and focused on integration points, deci- sion points, and documentation that could be used as exam- ples for other agencies. Horizontal swim lanes represent the participating agencies or stakeholders involved in the process. All participants in the process that serve the same functionality are part of the same pool. Otherwise, a new pool is created displaying the partici- pant(s) that has a different functionality than the others. Three vertical swim lanes are used to divide the overall process into three core concentration areas. They are Policy Level/Organizational Structure, Operations/Specific Process, and Evaluation/Documentation: • Lane 1: The organizational structure and policies that are in place to support the case study and process presented. This could support various processes and is not specific to any one particular case. Anything specific to a particular case should be contained within Lane 2. • Lane 2: The process specific to a case study that could be extracted and stand alone as a process or be replaced withanother process within the two bookends. It is supported by the existing organization and must produce information that feeds into the evaluation and documentation depicted in Lane 3. • Lane 3: The resulting documentation and evaluation of the process. This is fed by multiple processes and exists without dependency on the specific case. The process begins in Lane 1 with either a start event or a meeting that continues into Lane 2. Lane 2 is where the bulk of the process takes place. This lane illustrates the tasks involved, any decisions to be made, and complex issues that evolve from the process. The sequence flows connecting the events follow the path of the process. Lane 2 should be dependent on the project at hand. Lanes 1 and 3 should be consistent with any project that is placed in Lane 2. References 1. SHRP 2 L01 Workshop: Integrating Business Processes to Improve Travel Time Reliability. Phoenix, Ariz., May 5–9, 2009. 2. Object Management Group. Unified Modeling Language. www.omg .org/spec/UML/. Accessed July 19, 2011. 3. Ambysoft. The Agile Unified Process (AUP). www.ambysoft.com/ unifiedprocess/agileUP.html. Accessed July 19, 2011. 4. Ericsson, M. Business Modeling Practices: Using IBM Rational Unified Process, IBM WebSphere Business Integration Modeler, and IBM Rational Rose/XDE. Rational Edge. IBM developerWorks. 2004. www .ibm.com/developerworks/rational/library/content/RationalEdge/aug 04/5634.html. Accessed July 19, 2011.

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TRB’s second Strategic Highway Research Program (SHRP 2) Report: S2-L01-RR-1: Integrating Business Processes to Improve Travel Time Reliability addresses various ways that transportation agencies can reengineer their day-to-day business practices to help improve traffic operations, address nonrecurring traffic congestion, and improve the reliability of travel times delivered to roadway system users.

The project that produced this report also produced SHRP 2 Report S2-L01-RR-2: Guide to Integrating Business Processes to Improve Travel Time Reliability.

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