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relationships, and measures that are required for improved Figure 2.3 illustrates these features and the requirements
efficiency and effectiveness. they place on specialized infrastructure, custom-tailored busi-
ness processes, and various institutional arrangements.
Unique Process and
Institutional Demands of SO&M Institutional Reality
Implementing effective congestion management applications The failure to capitalize on the potential of SO&M is not for
makes demands on a transportation agency's institutional envi- lack of concepts, technology, or even money. Institutional
ronment that are at odds with those of capacity development, issues are a significant part of this phenomenon. With only
safety, and maintenance that constitute the legacy context. some notable exceptions, few transportation agencies have
These demands reflect common and characteristic features of business models committed to making the most effective use
SO&M applications that determine their effectiveness. SO&M of existing capacity.
applications are typically FHWA administers an annual traffic incident manage-
ment self-assessment of (TIM SA) for 86 urban jurisdictions
· Reactive and responsive to unpredictable events on an (states, regions). This one of the few sources that rate trans-
around-the-clock basis; portation agency practices and progress in the program and
· Dependent on situational awareness and communications institutional areas (called "strategic" in the FHWA survey), as
technology; well as the more tactical and support-oriented areas related
· Applied at the corridor scale or network level; to incident management-specific procedures and protocols.
· Based on teamwork and communications intensive; In the strategic area, respondents rate progress in how inci-
· Dependent on performance monitoring and evaluated dent management programs are organized, resourced, tracked
through the impact on system performance measured in supported and sustained. Since incident management is a
real time; core strategic for SO&M in general, the assessment provides
· Based on the use of dynamic high technology and systems a useful reflection of current state progress. The self assess-
engineering; and ments indicated that, at the program level, SO&M remains
· Dependent on outsiders--partners who are not under the substantially informal regarding program status, formal inter-
control of a transportation agency, including PSAs and local agency relationships and performance tracking. As reported
government. in the 2009 assessment, "Despite progress in the Strategic
Conventional Agency Processes
Taking Place in Administrative Time
Accommodate Interagency
Scoping & Program in Portfolio Coordination
Business
Processes Plan and
Systems Engineering
Program
Technology Infrastructure
Infrastructure
and Systems for Situational
for Control
Deployment Awareness
Maintenance Asset Management
Operations Actions
Taking Place in Real Time
Real-Time
Mobilization of
Interagency Coordinated Execution of Event Response Activities
Equipment/
Systems Personnel
Operations &
Situation Status Communications and Reporting (Internal and External)
Performance
Monitoring
Performance Monitoring
Figure 2.3. Essential process and capabilities to realize SO&M strategy
application effectiveness.
