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xii The case studies provided the primary basis for the projectâs recommendations and guidance. The case studies looked at successful examples in which business process integration resulted in improved reliability. The following are the case studies and the agencies that participated in them: ⢠Washington State Joint Operations Policy Statement (JOPS) and Instant Tow Dispatch Programâ Washington State Department of Transportation (WSDOT); ⢠Florida Road Rangers Freeway Service Patrol ProgramâFlorida Department of Transportation (FDOT); ⢠United Kingdom (UK) Active Traffic ManagementâUK Highways Agency; ⢠North Carolina Department of Transportation (NCDOT) Traffic and Safety Op- erations CommitteeâNCDOT; ⢠Michigan Department of Transportation (MDOT) Work Zone Traffic Control ModelingâMDOT; ⢠Kansas Speedway Special Event Traffic ManagementâKansas Department of Transportation (KDOT) and Kansas Highway Patrol (KHP); ⢠The Palace at Auburn Hills Special Event Traffic ManagementâRoad Commis- sion of Oakland County and Auburn Hills Police Department; ⢠I-80 Winter State-Line ClosuresâNevada Department of Transportation (NDOT); ⢠AZTech Regional Archived Data ServerâMaricopa County Department of Trans- portation (MCDOT)/AZTech; and ⢠San Pablo Avenue Signal RetimingâMetropolitan Transportation Commission (MTC). As the case studies evolved, it was found that there were two distinct aspects to process integration that were critical to support reliability-focused operations: pro- cess integration at the operations level and process integration at the institutional or programmatic level. At the operations level, various processes and activities evolve and are coordinated among those who are responsible for overseeing or carrying out operational initiatives. There is often a direct link between the process and the out- come. These processes are often detailed and unique for each application and typically do not require major changes within organizations at the programmatic, administra- tive, or legislative level. Process integration at the programmatic level is a much more complex under- taking. Not only are there different constraints to be worked through at the institu- tional level, there is also a much less direct relationship between those programmatic processes and their contribution to travel time reliability, although institutionalizing certain processes may be an important enabler of operations processes. Process inte- gration at the programmatic level may require more formal adoption of the changes and will generally take longer and involve higher levels of decision makers within one or more agencies.
xiii This guide identifies influences that lead to process integration, common obstacles faced when implementing process integration, and an outline of the steps that can be referenced to implement and institutionalize processes. The steps reflect the need to define specific reliability goals, document current business processes and recom- mended changes, implement a process, measure outcomes against reliability goals, and institutionalize the process. The guide is not specific to any one process. Its purpose is to assist any agency that is seeking to improve travel time reliability through improved coordination and integration of multiple processes and agencies.
xv CONTENTS 1 CHAPTER 1 Purpose 1 Introduction and Background 2 Contents and Organization 3 Intended Readership 5 CHAPTER 2 Travel Time Reliability and Operations 5 What Is Travel Time Reliability? 6 Focus on Business Processes and Process Integration 8 Modeling and Analyzing Business Processes 11 CHAPTER 3 Methodology for Analyzing and Integrating Business Processes 13 Step 1: Influences 14 Step 2: Define the Specific Reliability Goal 15 Step 3: Identify and Document Current Business Processes 16 Step 4: Develop/Change and Implement Process 18 Step 5: Assess Process 19 Step 6: Document Process 20 Step 7: Institutionalize Process
xvi 23 CHAPTER 4 Applying Process Integration Analysis 23 WSDOT Instant Tow 29 I-80 Winter Operations and Mobility in Nevada 35 CHAPTER 5 Process Integration Benefits and Challenges 35 Benefits of Process Integration 36 Obstacles to Process Integration 37 Aligning with Other Institutionalized Processes 39 CHAPTER 6 Summary 41 References Color versions of the figures in this guide are available online: www.trb.org/Main/Blurbs/165284.aspx.