Guide to Integrating Business Processes to Improve Travel Time Reliability (2011)

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

5WHAT IS TRAVEL TIME RELIABILITY? Travel time reliability moves beyond typical congestion management strategies, which often are associated with urban area freeways during peak travel periods. Travel time reliability is a measure of the consistency of a trip duration based on a specific time of day and route. Reliability typically is discussed for weekday peak-hour travel, and it is measured as the percentage of trips that are within an acceptable variation of the expected trip duration. However, reliability also is a factor for nonurban and non-peak- hour travel, where incidents or other anomalies can cause significant impacts. As DOTs move toward more customer-based performance metrics, network reli- ability and travel time reliability assume more importance among potential measures on which a transportation system is rated. Reliability is an important day-to-day measure for the traveler, who must make route decisions on the basis of his or her personal expe- rience with previous or similar trips, make assumptions about how long a particular journey will take, and factor in elements such as time of day, weather conditions, or other variables. Reliability-focused performance measures are emerging for transporta- tion agencies, although most agencies rely on measures such as delay, level of service, or typical congestion levels during a specific time of the day on a specific segment as an indicator of network performance. The concept of travel time reliability goes beyond day-to-day congestion or urban area versus rural area, and it focuses on those inconsis- tencies that result in unexpected delays. Incidents, work zones, special events, hazard- ous weather, and bottlenecks all contribute to diminished travel time reliability. The SHRP 2 Reliability L01 research effort takes a specific look at the operational and programmatic processes that directly influence network reliability and travel time reliability. More specifically, this project analyzes the steps agencies would take to change or develop processes that improve travel time reliability. 2 TRAVEL TIME RELIABILITY AND OPERATIONS

6GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY FOCUS ON BUSINESS PROCESSES AND PROCESS INTEGRATION There are several interpretations of a business process, and the term may have a dif- ferent connotation depending on the context or focus. Business process management and mapping are used regularly in the systems engineering and information technology arenas, where they take a quantitative approach. In those fields, efforts are under way to standardize how processes are shown and integrated to provide a detailed road map of events, actors, inputs, outputs, activity sequences, and outcomes. This guide’s approach for business process modeling for transportation opera- tions is based on the systems engineering mapping model. The transportation arena comprises a variety of different processes with a range of complexity and detail, often executed by more than one entity or agency. Business processes can range from the steps a DOT maintenance supervisor takes to schedule a snowplowing activity for the division in advance of a winter storm, to the steps and actions involved in a mul- tiagency response to a major incident on an urban freeway. There are two levels of business processes that support travel time reliability: operational and programmatic. Operational processes are those that are typically sequential, well defined, and outcome oriented. These are the types of processes that may be associated with very specific steps of operational functions, often performed in accordance with a standard operating procedure. They are typically quantifiable and measurable in terms of a time-based sequence. For example, a 911 call to a dispatch center about a roadway incident will set in motion a certain sequence of actions within the 911 call center, and it often will extend to external entities, such as law enforcement, emergency respond- ers, transportation agencies, and potential others. Because these steps are well defined, operational processes are often easier to measure, either by time, completion, activ- ity (number of events or actions), or other means, than are programmatic processes. Operational processes typically are developed and integrated on the basis of need and may be initiated by personnel most closely connected with the problem. Programmatic processes represent broader agency programs or services. Long- range planning, divisional program development, training needs and programs, for- mal agreements, or performance management activities are just a few examples of programmatic processes within transportation agencies. These are often important enablers of operational processes, but they may require more formal adoption or even legislative action before they can be implemented. Programmatic processes can often be somewhat removed from day-to-day operational activities; because these processes are not typically linked to sequential activities or to a timeline, measuring the impact and effectiveness of programmatic processes or process integration can be difficult. Programmatic processes often represent those values or requirements that have been institutionalized; that is, they have become formally engrained into the overall agency business culture. Both operational processes and programmatic processes are necessary to ensure the maximum benefits of the new programs. Figure 2.1 shows the relationship of oper- ational processes to programmatic processes. Operational processes are those that are typically sequential, well defined, and outcome oriented.

7GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY Process integration is the course of action by which a new or changed process is incorporated into an agency’s business practice. As shown in Figure 2.1, integration occurs within both operational and programmatic processes and also is used by agen- cies to transition a new or changed process from a daily operational activity to higher- level institutional policies and programs. Integration can occur either through deliberate efforts or as a result of evolution over time. In order for a process to become part of day-to-day operations or to justify a change in current processes, there needs to be a demonstration of tangible benefits. Within a single division of an agency, bene- fits of integrating an operational process may quickly be realized, either through improved efficiency, streamlining of steps, or improved product or output. The impetus and the input to operational process integration often come from individuals who are directly involved in either carrying out or overseeing those specific operational processes. Operational process integration could take several forms, such as the following: • Updating or modifying a standard operating procedure; • Formally documenting steps in a process through a procedural manual and mak- ing that process available to others or implementing a training program to provide a level of consistency among personnel who are responsible for that process; or • Implementing a system, software, or reporting mechanism that improves or streamlines a process. When processes need to be integrated between multiple divisions or agencies, a much more formal process probably needs to be followed. Such a process typically requires a more collaborative approach to identifying a need to change how things are currently done and may require justifications of time and resources. If effectively Figure 2.1. Relationship between operational and programmatic business processes. Michigan Department of Transportation Work Zone Traffic Control Modeling MDOT has developed a tool for work zone modeling for use by construction engineers. Although translation of the output is still being formatted, once complete, the tool will allow construction engineers to make modifications based on changing work zone con- figurations or schedule. This relationship between the planners and construction engi- neers is an example of a successful integration point.

8GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY bringing processes together requires personnel, costs, or substantial changes to one or more agency policies, higher-level support will be necessary. As seen in the case study interviews in Chapter 4, a top-down directive was often the primary impetus for implementing significant interagency process integration efforts. Strategies that can address more complex process integration efforts include the following: • Formalizing roles and responsibilities through an agreement, such as a memoran- dum of understanding, intergovernmental agreement, or other binding vehicle. • Establishing justification by identifying a common goal, particularly between two agencies or divisions. If there is no direct link to an agency’s core function, its role in the process might not be easily understood, and the agency might not support making a significant change. • Identifying impacts and outcomes that are expected to result from a new process or collaborative approach. Any additional training, procurement of additional systems, or new reporting procedures that will be required should be identified early. Making a direct link to expected outcomes and benefits also will help with justification. It is important to recognize that different agencies operate on different timelines. Significant changes to policies or procedures, or processes that might require pro- curement, may require consideration of planning and programming schedules and departmentwide reviews of procedural activities. Major changes or updates to training programs also might require additional time for development, review, and implemen- tation. Although this additional time helps establish a foundation for change, it also can affect the timeliness of implementation. MODELING AND ANALYZING BUSINESS PROCESSES In this project, it was important to select a consistent method of process modeling to assist in comparing similarities across several dissimilar processes. Business process modeling provides a visual representation of the steps included within a process and makes a connection between those who create the process, those who implement the process, and those who will perform the process. Research was undertaken to deter- mine the most applicable business process modeling approach, and the Business Pro- cess Modeling Notation (BPMN) was identified as a viable standard to use. BPMN uses a visual representation consisting of several terms and phrases that provide consistency to help guide a process’s flow of events. It allows activities with a workflow to be mapped on the basis of their relationship to time and to each other. The flow of a process begins with an event. The process then moves through the neces- sary tasks or subprocesses to a result or an end event. Along the workflow, decisions may be required; these decisions or integration points are modeled using “gateways.” These gateways also can represent a diverging or merging of workflows or processes. The gateways are an important aspect of the overall process and can influence the flow of a process or the operation of an agency. Another important aspect of BPMN Business process modeling provides a visual representation of the steps included within a process and makes a connection between those who create the process, those who implement the process, and those who will perform the process.

9GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY modeling is the use of “pools” and “lanes.” Pools represent stakeholders with aligned responsibilities for each process, and a lane represents a department or person within that stakeholder group who is actually performing a specific task within each pool. As seen in the SHRP 2 L01 report, Integrating Business Processes to Improve Travel Time Reliability, each of the cases studies presented in the analysis has been mapped using BPMN (2). Figure 2.2 is an example of the mapping process for an inci- dent in the Instant Tow Program at the Washington State Department of Transporta- tion (WSDOT). This example also is described in more detail in Chapter 4. As seen in Figure 2.2, one pool for this process includes operators and the State Patrol, who work together to respond to incidents. The motorist is in a second pool. Within each pool, horizontal “swim lanes” are used to represent each of the agen- cies or working groups involved within the process: WSDOT Operations, Washington State Patrol, and Instant Tow Operator. The analysis used vertical “swim lanes” to divide the overall process into three core areas: Policy Level/Organizational Structure, Specific Process, and Evaluation/Documentation. M o to ri st W a sh in g to n S ta te P a tr o l W S D O T O p e ra ti o ns Policy Level / Organizational Structure Specific Process (Incident Response Using Instant Tow) Evaluation / Documentation Incident Occurs Instant Tow Not Needed Providing Instant Tow Service Proposal Incident Identified on WSDOT CCTV Cameras Incident Identified on WSDOT CCTV Cameras or Through Other Notification WSP Comm. Dispatch is Notified of Incident Instant Tow Dispatched Yes No Yes No Instant Tow Operator Arrives on Scene Reimburse Tow Operator for Dry Run No Dispatch is Cancelled and No Reimbursement to Tow Operator Yes Instant Tow Operator Provides Tow Yes Motorist Reimburses Tow Operator for Service In s ta n t T o w O p e ra to r No Instant Tow Service Complete Instant Tow Activity Reports Compiled Motorist Receives Tow Tow Operator Completes Accountability Form WSP Solicits Tow Operators to Participate in Instant Tow Program WSP Officer on Scene Provides Approval to Tow Vehicles Performance Monitoring Reports Generated Incident is Blocking at Least One Lane of Traffic? Situation Arises That Negates Need for Tow (Ex. Stalled Vehicle Starts and Clears Lane) Instant Tow Operator Notified Within 10 Minutes of Original Dispatch? WSP Trooper Dispatched WSP Comm. Dispatch Continues to Monitor Incident WSP Comm. Dispatch Notifies Tow Operator That Tow is Not Needed Weekly roadside service determined Weekly roadside service Based on Conditions Upon Arrival is Tow Needed? GATEWAYS POOLS LANES EVENT TASK Figure 2.2. Example of BPMN business process for WSDOT incident response.

10 GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY The agencies involved in the case studies had not formally mapped their business processes before this research project. After interviews were conducted, the processes were mapped and then reviewed by the agencies for accuracy. Although mapping had not been performed, the integration of the processes had been successful. The documentation of a business process, however, allows an organi- zation to evaluate its details. Mapping can highlight resource needs (personnel or tech- nological) within the process. It also can help identify additional support needs, such as for training, formal agreements, or policy requirements. The BPMN documentation allowed the team to identify crucial integration points within each case study so that real-world examples of how these processes are affecting travel time reliability could be extracted and summarized. Mapping operational processes is not without its challenges. Although it does pro- vide a representation of the sequential activities and who is responsible for carrying them out, it is difficult to represent specific outcomes within the context of the process modeling.