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C H A P T E R 6
Research Findings: Institutional Architecture
Characteristics That Support Effective Programs
This chapter focuses on the development of an institutional Technical Process Implications
maturity model. A key finding from consideration of the prac-
The nature of SO&M strategy applications (low-cost and dis-
tices of the mature versus transitioning states was the appar-
tributed) and their key features (critical information, com-
ent direct relationship between some business processes--as
munication and control systems and related technology, the
described in the previous chapter--and their dependency on
necessity of situational awareness, and performance feedback)
institutional support.
require custom-tailored processes in parallel with existing con-
ventions for capital programs. Process development requires
Process Implications for upper-management recognition of the need to formalize
Institutional Architecture SO&M at a statewide level with the full set of standardized
activities in parallel with those of other core programs, such
Each of the key process dimensions discussed in Chapter 5 as planning, programming, project development, and mainte-
is dependent on the following key features of institutional nance. It also requires the identification of the organizational
architecture: scoping implications, technical process impli- units responsible, an accountability mechanism, supporting
cations, systems and technology implications, and perfor- resources, and appropriate professional capacities.
mance measurement.
Systems and Technology Implications
Scoping Implications
Without a formal managed SO&M program and experienced
The selection and implementation of various application systems engineering staff (at both DOT central office and dis-
strategies--the program scoping--is the mechanism through trict levels), achieving standardization, rational systems plat-
which the SO&M-related services are actually delivered in the form, and technology improvement and upgrading is not
field in real time. Impact on level of service will depend on the possible. In addition, since some strategy applications involve
applications selected, where they are deployed, and how well external players in their concepts of operations, there is a need
they are implemented. The promise of SO&M and its cost- for external system coordination. However, this is not likely
effectiveness in maintaining and improving mobility is directly without a level of formal partnering.
proportional to the nature of the implementation, such as the
service needs addressed, extent of SO&M applications, aggres-
Performance Measurement
siveness of the applications (compared to best practice). The
more fully developed, long-standing programs are in trans- Performance measurement is the basis for a transportation
portation agencies where the limits on capacity enhancement agency's accountability for any mission related to mobility
have been acknowledged in policy; where senior leaders have and safety--including increases in reliability. Policy remains
consistently supported a standardized, expanding, and sus- merely assertion, and accountability meaningless, without the
tainable SO&M program; and where capable staff is evident, ability to determine the impacts of investments and actions.
resources rationally relate to key needs, and partner relation- Thus, performance measurement plays a fundamental role in
ships are somewhat formal. the culture and business model of an operations-committed
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