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APPENDIX A
Guidance for Transit Managers
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41
TABLE OF CONTENTS
42 1 Introduction
42 2 TEAP Framework Executive Summary
42 2.1 What does the Framework do?
42 2.1.1 What are the TEAP Framework elements?
43 2.1.2 Enterprise Architecture Planning (EAP) and Enterprise
Architecture (EA) Overview
43 2.1.3 Business Case Methodology Overview
44 2.1.4 Funding Overview
44 2.1.5 Systems Engineering Overview
44 2.1.6 Post-Implementation Analysis Overview
44 2.1.7 How do the TEAP Framework elements relate?
45 2.1.8 Growing Need for TEAP Framework Knowledge & Skills
45 2.2 Manager's Roles & Checklists
45 2.2.1 Key Roles for Managers
46 2.2.2 EA/EAP Checklist for Managers
47 2.2.3 Business Case Methodology Checklist for Managers
47 2.2.4 Funding Checklist for Managers
47 2.2.5 Systems Engineering Checklist for Managers
48 2.2.6 Post-Implementation Analysis Checklist for Managers
48 3 References
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1 Introduction gies, to help them better meet their enterprise business process
needs and corporate objectives. The Framework will also help
Transit has become more and more dependent on the suc- guide an agency's IT/ITS planning process, improve its under-
cessful operation and interaction of its automated systems. standing of risks, better manage the project implementation
Managers in all areas of transit are incorporating Information effort, validate and verify compliance with its needs, and mea-
Technology (IT) and ITS systems to improve system perfor- sure results and benefits.
mance and provide critical information for effective decision- Specifically, the TEAP Framework guides transit in:
making and the efficient provision of transit service. Those
systems increasingly interact with systems managed by other · Planning how information, services, and technology will
areas within the transit organization, necessitating a higher connect across an enterprise to support business processes,
degree of systems thinking and planning. In general, success- solve problems, and measure performance;
ful transit IT/ITS projects can no longer be implemented with · Promoting information sharing across agency and institu-
only the attention of the IT department. tional barriers;
Many of the issues associated with poor implementations of · Ensuring that IT/ITS projects are defined and staged in a
technology projects can be avoided if transit managers from all way that ensures best value and supports successful project
business areas step forward and take a leadership role in ensur- implementation, operations, and maintenance;
ing that their organization and the IT/ITS project teams imple- · Ensuring that the benefits and costs of proposed IT/ITS proj-
ment the key principles and elements of the Transit Enterprise ects are understood across the project's lifecycle (including
Architecture and Planning (TEAP) Framework. operations and maintenance) and that resources are available
This Guidance for Managers addresses: to support the program;
· Specifying IT/ITS projects to maximize the IT/ITS invest-
· A TEAP Framework Executive Summary (Section 2.1) that
ment decisions across the organization;
briefly describes the benefits of the Framework and its five · Ensuring that IT/ITS projects meet stakeholder needs:
elements, and provides a few examples of how the elements requirements are explicitly described, risks are identified
interrelate and increase their value to transit. Read this sec- and mitigated, and the system development process is man-
tion to gain a better understanding of how using the Tran- aged to ensure that correct operations and requirements are
sit Enterprise Architecture and Planning Framework can met; and
improve your agency's IT/ITS project outcomes. · Describing the leadership and processes that ensure that
· Manager's Roles & Checklists (Section 2.2), which provides
the organization's IT group supports and extends corpo-
guidance on manager's roles and steps that transit man- rate strategies and objectives.
agers can undertake to help improve the likelihood of suc-
cess of IT/ITS projects and to improve the value of transit
IT/ITS investments. Use this section to help assess issues 2.1.1 What are the TEAP Framework elements?
and to point to specific actions that can be taken to improve The TEAP Framework comprises five elements, shown in
the process of selecting, defining and implementing IT/ITS Figure 1. They provide tools for planning, developing, deploy-
projects. ing, and evaluating the systems and technologies that best
meet an organization's objectives. These key elements of the
2 TEAP Framework Framework are:
Executive Summary
· Enterprise Architecture Planning (EAP) and Enterprise
The goal of the Transit Enterprise Architecture and Planning Architecture (EA) development process (developing the
(TEAP) Framework project is to provide transit agencies with blueprints);
a roadmap, based on a Transit Enterprise Architecture and · Business Case Methodology (how well does this project fit
Planning Framework, to successfully implement IT/ITS sys- into the your stated priorities; what are the risks, benefits
tems that meet their business needs. Among other benefits, the and costs, and estimated return on investment [ROI]);
Framework and its elements help an agency leverage its IT/TS · Funding (how to pay for IT/ITS projects);
investments and maximize their value to the organization. · System Engineering for helping to design and manage an
IT/ITS Project implementation; and
· Post-Implementation Analysis to assess whether the imple-
2.1 What does the Framework do?
mentation met project and agency goals and achieved a
The Framework helps transit professionals understand the meaningful (estimated) ROI and to review the project
financial, operational and management impacts of technolo- implementation experience for lessons learned.
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policy statements, procedures, inventories or other pieces
of information. The term used to describe these is "artifact."
Enterprise The Enterprise Architecture is a dynamic repository of knowl-
Architecture edge, in an organized framework. By providing an overview of
Planning (EAP) the current status and the future desired state of the business
and technology, it facilitates the coherent planning and devel-
opment of technology purchases ahead of time, to optimize the
Post- Business Case use of resources and the value of the investments.
Implementation Methodology The Enterprise Architecture links projects to business
Analysis strategy by associating critical business processes, organi-
zational resources, and service performance with support-
ing applications, data, and technologies. EA models can
generate insight into cost savings and productivity increases
because they link resources and costs that apply to the busi-
Systems
Engineering Funding ness, information used for decision making, applications
and technologies. Put into practice, this element might
show how cuts in staffing may impact an IT system's effec-
tiveness since technology enhancements may not be effi-
cient if there are limited staff resources to support the
information needed by the IT solutions. For example, a bus
Figure 1. TEAP Framework elements. annunciation system relies on maintaining a high quality
bus stop inventory with accurate locations of each bus stop
by trip/pattern/route. If there are cuts in staff or resources,
Looking at each element in more detail clarifies the role each and the inventory is not maintained then the Annuncia-
plays and how they work together to create a successful TEAP tion System will not provide accurate information to riders.
Framework. The EA models the business needs and shows the linkages to
the information sources, applications, and infrastructure
components.
2.1.2 Enterprise Architecture Planning (EAP)
Guidance for transit managers related to EA/EAP is included
and Enterprise Architecture (EA) Overview
in Section 2.2.2.
The Enterprise Architecture Plan-
Enterprise
ning process is a set of activities used
Architecture
Planning (EAP)
2.1.3 Business Case Methodology Overview
Post-
Implementation
to develop the Enterprise Architecture
Business Case
Methodology
Analysis
models, diagrams and descriptions. A Business Case Methodology
Enterprise
Systems
The process relies on stakeholder
Funding
Architecture
Planning (EAP) (BCM) is a formal analysis used to
Engineering
input to document the agency's cur- Post-
Implementation
Business Case
Methodology
justify and capture the reasoning for
Analysis
rent performance measures, business initiating a project.
processes, data, applications, and tech- Systems
Funding
The business case typically reviews
Engineering
nologies, reflecting the organization's "as-is" architecture. and verifies that (1):
Next, a "to-be" architecture is developed that documents
where the organization wants to be with respect to its busi- · The proposed investment has value and importance
ness in the future. A four to five year horizon works best · The project will be properly managed
here. It consists of the corporate mission, goals, objectives, · The organization has an adequate plan and the capability
and the business processes, data, applications, and tech- to deliver the benefits
nologies that are needed to support that vision. The third · The organization's resources are working on the highest
step describes the "gap" between the current ("as-is") and value opportunities
the future ("to-be") and how to close it. The Enterprise · Projects with inter-dependencies are undertaken in the
Architectures, both the "as-is" and "to-be" architectures, optimum sequence.
are composed of four or five models (Business, Data, Appli-
cations and Technology, plus in some approaches a Perfor- Guidance for transit managers related to BCM is included
mance model) that are depicted in one or more diagrams, in Section 2.2.3.
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2.1.4 Funding Overview US DOT recognized the potential benefit of the systems
engineering approach for ITS projects and included require-
IT/ITS Project Funding discusses
Enterprise ments for the use of the systems engineering process in the
approaches for obtaining and making
Architecture
Planning (EAP)
FHWA Final Rule/FTA Final Policy on Architecture and Stan-
Post- use of various sources of funding for
Implementation
Business Case
Methodology dards that was enacted on January 8, 2001.
Analysis
IT/ITS projects. Like IT projects in
Guidance for transit managers related to SE is included in
general, transportation IT and ITS
Systems
Funding
Engineering Section 2.2.5.
projects are delivered through public
leveraging options like bond financ-
ing, public-private partnerships, co- 2.1.6 Post-Implementation Analysis Overview
mingled funding, and a variety of Federal, state and local
Post-implementation analysis or
funding sources. Enterprise
Architecture
Post Implementation Review (PIR),
Planning (EAP)
Transit agencies are using many of these financing mecha- Post-
as it is commonly called in the IT field,
nisms to access the various sources of capital for IT/ITS projects. Implementation
Analysis
Business Case
Methodology
is conducted at the final stages or right
Historically, buy (pay-as-you-go), borrow (issue bonds), or
after a project has been completed.
lease were the primary financing mechanisms used by transit Systems
Engineering Funding
agencies. Since the 1990's, there has been more creative use of "The purpose of the PIR is to evaluate
these traditional mechanisms and the introduction of public- how successfully the project objec-
private partnerships. Financing mechanisms, particularly tives have been met and how effective the project manage-
four categories--debt mechanisms, capital leasing financing, ment practices were in keeping the project on track." (2) This
equity and partnerships, and credit enhancements--have information can be used to improve project management
been important. processes and guide where the next set of investments should
Based on a modest survey of transit agencies, it was found be made. The PIR and associated ROI analyses can also help
that no one financing method works for all situations, rather demonstrate how the project made a difference and identify
financing decisions need to be tailored to the specific project, lessons learned.
region and financial circumstance. The PIR is not the testing and verification activities that are
Guidance for transit managers related to IT/ITS funding is typically performed in a project acceptance or closeout phase.
included in Section 2.2.4. For example, an Automatic Vehicle Location (AVL) system
may have to be accepted from a vendor if it performs accord-
ing to the requirements in the Request for Proposal (RFP), it
2.1.5 Systems Engineering Overview passes the test plan, and satisfies the systems engineering ver-
Systems Engineering (SE) is a disci- ification process. The system, however, may not perform the
Enterprise
pline that helps ensure that customer
Architecture
Planning (EAP)
way the users want. Perhaps the business changed or the proj-
Post- needs are implemented in the system
Business Case
ect was specified ambiguously and/or incorrectly in the RFP
Implementation
Analysis
Methodology
that is developed. Customer needs are and System Requirements. The post-implementation analy-
defined by those who have a vested sis plan is also sometimes called a Validation Plan.
Systems
Engineering
Funding
interest in the system, such as a user, a In summary, the PIR occurs after the IT/ITS system has
manager, or someone impacted by the been incorporated into the business and assesses how well the
operations of the system (e.g., recipi- project meets the users' needs, what needs to be done next,
ent of information or process coordination partner). and how well the implementation process went. Developing
Customer needs drive the system requirements, or what the and sharing lessons learned can continuously improve the
system should do. For example, if there is a need to measure agency's project acquisition and management processes.
ridership at stops for each trip and an Automated Passenger Guidance for transit managers related to Post Implemen-
Counting (APC) system is being proposed to do the counting, tation Analysis can be found in Section 2.2.6.
then there must be a corresponding system requirement for the
APC system to count boardings and alightings at each stop by 2.1.7 How do the TEAP Framework
trip identifier. The systems engineering process ensures that
elements relate?
the requirement is described in the design and consequently
implemented in the software and that data is collected, stored, Figure 2 below shows the TEAP Framework and how the
and reported in a format that supports its use as a performance framework elements relate to each other at a high level. By
measure. The steps prescribed by the Systems Engineering using the Framework elements together, the value of the
process ensure a structured approach to track customer needs Framework is much greater than the sum of its parts. For
throughout the development stages of an IT/ITS project. example, the information in the Enterprise Architecture can
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EAP
Enterprise
Architecture
INPUTS · Performance
Potential
P o
· Vision / Mission / Goals · Business
P r
Projects
· Internal · Data
· External / Regional · Applications BUSINESS CASE
· Technology METHODOLOGY
IT/ITS
Strategic Plan
FUNDING
· Budget Process
· Operating & Capital
:: Programs
POST-
IMPLEMENTATION SYSTEMS Approved
A
ANALYSIS ENGINEERING P
Projects
KEY
Project Flow
Supporting Information Flow
Figure 2. How Framework elements relate.
improve the speed of developing the Business Case Method- 2.2 Manager's Roles & Checklists
ology and the project requirements in the Systems Engineer-
ing process. It also improves the quality and completeness of This section is intended to assist transit managers in enabling
those products. A well developed Business Case helps ensures their staff and the transit organization to effectively acquire,
that a project gets funded and that the funding is at the appro- assess and enhance IT/ITS systems. A general set of roles for
priate level. It also helps ensure that the plan and resources transit managers are included as well as checklists that are spe-
are available to gather baseline data needed to prove that the cific to each of the TEAP Framework elements.
project made a difference during the post-implementation
analysis. Information from the systems engineering steps can 2.2.1 Key Roles for Managers
help decision makers advance a project effectively through
funding "decision gates." Key roles for all the members of the transit management
team are to:
2.1.8 Growing Need for TEAP Framework · Ensure a common vision for the organization and commu-
Knowledge & Skills
nicate goals and priorities. If vision and goals are not clear,
As competition for limited resources increases, the need scarce IT resources may be spent on less critical projects.
for skills in building a good business case, arranging funding, · Ensure that IT/ITS systems support the agency's opera-
using EAP to improve the value of the investment, managing tional needs. The organization's goals should be one of
projects with good systems engineering practices, and prov- the drivers of the IT/ITS project's goals, objectives, and
ing value with post-implementation analysis, will increase. requirements.
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· Be champions of integration and an enterprise-wide per- about data), data security, preservation, and appropriate
spective when IT/ITS projects are being developed. Without access.
management championship of an enterprise-wide perspec- Support the development of an Enterprise-wide Data
tive, the focus of staff and projects will be more "stove-piped," Architecture by providing staff support to help with the
resulting in a loss of resource leveraging, missed issues that definition of current and future data requirements, data
cause problems later in the project life cycle, and the loss of dependencies with other systems and groups in transit,
potential efficiencies. and other needed information.
· Provide oversight and encourage staff as they implement Ask staff if data standards are available, or can be devel-
technology solutions that take into consideration enterprise- oped agency-wide, that streamline data maintenance
wide needs and issues. Staff will likely need both training activities.
and encouragement as they adopt new system development Only approve data set development in your organiza-
approaches. tion after ascertaining throughout the organization if
· The transit General Manager and the head of Information other requirements can be incorporated that may allow
Technology have particular responsibility for ensuring that cost sharing and that maximize the value of the effort
an integrated, agency-wide approach is taken for developing and data to the organization. As the enterprise-wide
data and information systems solutions. (3) Data Architecture is developed, this review and coordi-
nation task gets quicker and easier.
Create a grass-roots advocacy for key data sets by advocat-
2.2.2 EA/EAP Checklist for Managers
ing data "owners" and "custodians," and provide a forum
All transit managers can both sup-
EAP
Enterprise
Architecture
where their issues may be addressed.
· Ensure that your business area has a complete inventory of
INPUTS · Performance
Potential
Po l
port and gain benefits from fostering
· Vision
V sion / Mission / Goals
Vi Goals · Business
Projects
Pr
· Internal · Data
· External / Regional · Applications BUSINESS CASE
· Technology
T METHODOLOGY
IT/ITS
thinking with an enterprise-wide
Strategic Plan
FUNDING
· Budget Process
all the technology systems and applications that are needed
· Operating & Capital
perspective and from developing an
POST-
T
:: Programs
to run your business. Typically, an inventory may exist of
IMPLEMENTATATION
IMPLEMENTATION SYSTEMS
systems supported by the IT department, but other critical
Approved
A d
Enterprise Architecture at their organ-
L
ANALYSIS ENGINEERING Projects
P
KEY
ization. Included below is guidance for
Project Flow
spreadsheet and database applications developed within
transit managers on actions related to
Supporting Information Flow
the business area may exist that are not inventoried nor
EA/EAP they can take that will benefit understood by more than one person.
their organization and/or the transit agency as a whole. Take actions to reduce operating risks due to systems
that are undocumented, poorly backed-up, or depen-
· Have more effective IT staff and IT/ITS project team dent on only one individual.
members by increasing the availability of knowledge Ask staff to move towards greater standardization and
about your business goals and processes through actions version control of software and hardware.
such as: Understand licensing restrictions of third party software
Providing educational tours of your business area to IT and its interfaces; this becomes critical when application
and IT/ITS project staff. data is needed for downstream applications.
Working with other transit managers and groups to allo- · Promote alignment of project development and procure-
cate time and resources for identifying and documenting ment efforts with the "to-be" EA transition plan or "gap"
the business relationships and dependencies between the analysis. The EAP transition plan may also specify the
groups. development of standards and templates for hardware,
Supporting the development and documentation of software, interfaces, and data. These standards will enable
the EA Business Architecture that helps team members faster deployment and more effective management of the
from different groups and new staff understand how the system's lifecycle.
business works ("as-is") and how it is planned to work Ensure that the procurement process reviews the proj-
in the future ("to-be"). ect specifications and procurement criteria against the
Helping communicate an Enterprise Architecture Vision EA IT standards.
for the agency that promotes the move towards enter- Establish a role for appropriately appointed IT staff on
prise standards for performance metrics, information, every project with a technology component to ensure
software, and hardware. alignment with the Enterprise Architecture Vision.
· Foster the mind-set in your organization that data is a cor- Ensure that the description of potential impacts is based
porate asset requiring governance discipline and manage- on a review of the EA linkages among business strate-
ment procedures such as standardization, quality control, gies, business processes, information, applications, and
documentation of issues and other metadata (information technology.
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2.2.3 Business Case Methodology Checklist · Develop a "gated approach" to requesting and releasing
for Managers IT/ITS project funding that fits the needs of your orga-
nization and the size and importance of the project. A
EAP
This section provides guidance for
"gated" approach helps reduce risk and continually refines
Enterprise
Architecture
INPUTS · Performance
Potential
Po l
transit managers related to the Busi-
· Vision
V sion / Mission / Goals
Vi Goals · Business
Projects
Pr
· Internal · Data
· External / Regional · Applications BUSINESS CASE
the project scope, schedule, and budget so a project is not
· Technology
T METHODOLOGY
IT/ITS
ness Case Methodology (BCM).
Strategic Plan
FUNDING
· Budget Process
· Operating & Capital
:: Programs held accountable against early, poorly refined estimates.
POST-
L
T
IMPLEMENTATATION
IMPLEMENTATION
ANALYSIS
SYSTEMS
ENGINEERING
Approved
A
Projects
P
d
· If your organization does not have
One example of such an approach would be to:
a BCM, work with the IT Manager Require the development of a preliminary Business Case
KEY
Project Flow
and the other transit managers
Supporting Information Flow for a proposed project.
to have a formal analysis process If the Business Case makes sense, the project passes
developed or acquired, even if it is a simple one. Support the through a "gate" when the management team releases
development process by providing goals, guidance and a funding to develop functional requirements, a prelimi-
thoughtful review. nary concept of operations, and refined scope, schedule,
· Make sure that the transit executive management team and budget information.
understands and owns the BCM because it plays a critical Review the new materials from the prior step; if all still
role in investment decision making and how their pro- looks good, the project passes through another "gate"
posed projects will be understood and judged. when the management team releases funding to develop
· Ideally, the management team should review the process the project implementation approach, including further
and ensure that it is unbiased and contains the information refinements to the scope, schedule, and budget.
needed by the IT department, the transit business areas, Review the implementation approach materials from the
finance and budget, and other key stakeholders. prior step and determine if additional information is
· Further, the transit management team should review and needed by the management team before releasing the
guide policy and practices concerning how flexible the BCM project and funds through this "gate" into the implemen-
should be. For example, should the BCM be modified to tation phase.
have a simpler form for less expensive and less risky projects? The IT Manager and the Business Area Manager for the
· Review the Business Case for proposed projects and deter- project should continue to monitor the project's progress
mine if a project meets agency goals, adequately addresses and expenses throughout the project's life cycle.
risks, and is financially viable before it is allowed to start.
· Provide oversight of proposed projects throughout their
lifecycle and ensure that the business case is updated at 2.2.5 Systems Engineering Checklist for Managers
agreed-upon project steps or phases. As the project moves
This section provides guidance to
EAP
through phases, estimates can be updated as additional
Enterprise
Architecture
INPUTS · Performance
Potential
Po l
transit managers relative to the use of
· Vi
V
Vision
sion / Mission / G
Goals
oals · Business
Projects
Pr
· Internal · Data
· Applications BUSINESS CASE
information becomes available and assumptions pertaining
· External / Regional
· Technology
T METHODOLOGY
IT/ITS
systems engineering for project devel-
Strategic Plan
to scope, schedule, and budget get confirmed or disproved.
FUNDING
· Budget Process
· Operating & Capital
opment. The guidance is designed to
:: Programs
· The business area manager for the proposed project (e.g., POST-
T
IMPLEMENTATATION
IMPLEMENTATION SYSTEMS Approved
A d
help managers ask questions to better
L
ANALYSIS ENGINEERING Projects
P
Manager of Operations, Manager of Customer Services, etc.)
understand what is occurring during
and the IT Manager should jointly assume accountability for KEY
Project Flow
the planning and development of an
Supporting Information Flow
the validity of the assumptions and project approach.
IT/ITS project and to provide better
· Ensure that the metrics used in the Business Case are
oversight and support to the projects, whether they are run by
business-relevant and matter to key stakeholders.
consultants or by transit staff.
2.2.4 Funding Checklist for Managers General Guidance
EAP
Enterprise This guidance for transit managers · Identify personnel within the organization who have sys-
Architecture
INPUTS
tems engineering experience.
· Performance
Potential
Po l
relates to considerations for managing
· Vision
V sion / Mission / Goals
Vi Goals · Business
Pr
Projects
· Internal · Data
· External / Regional · Applications BUSINESS CASE
· Technology
T METHODOLOGY
· If the agency does not already possess it, put plans in place to
IT/ITS
or overseeing IT/ITS funding issues.
Strategic Plan
FUNDING
· Budget Process
· Operating & Capital
POST-
T
:: Programs
obtain the necessary knowledge and skills pertaining to the
IMPLEMENTATATION
IMPLEMENTATION
· Prioritize proposed IT/ITS proj-
SYSTEMS
systems engineering process, whether it is high level training
Approved
A d
L
ANALYSIS ENGINEERING Projects
P
KEY
Project Flow
ects, taking into consideration the for managers or more detailed training for project managers.
Supporting Information Flow
agency's goals and the project devel- · Define a process for reviewing proposed projects to deter-
opment dependencies with other mine to what degree the systems engineering process is
IT/ITS projects. needed for each project.
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48
Project-Specific Guidance ized. A number of the steps also improve the value and suc-
As a manager, ask the following questions with respect cess of other phases of an IT/ITS implementation.
to each agency IT/ITS project, then provide guidance and
support as needed to help ensure the success of the project.
· Ensure that a realistic Post-Implementation Review (PIR)
· Is it a low-risk or high-risk project? If the project is high risk,
Plan or Project Validation Plan (depending on the termi-
then use of the systems engineering process is essential to its nology used by the agency) is developed before the systems
success. development is started so appropriate "before" data can be
· Has the agency assigned a project manager who has expe- collected.
rience with the systems engineering process? · Ensure that financial analyses, such as ROI with cost,
· Have the stakeholders who will be affected by the project benefit, and Total Cost of Ownership considerations are
been identified and are they participating in the project completed during the development of the Business Case.
development steps? These analyses can be used to assess whether the completed
· Have stakeholder needs been identified and documented project met or exceeded the original expectations.
(e.g., in a Concept of Operations)? · Provide motivation, oversight, and the resources necessary
· Ensure that all the transit managers understand the Concept to collect the data.
of Operations for a new project. Additional stakeholder · Ensure that the project verification steps in the systems
needs and issues may be uncovered during the management engineering process, which verify that requirements are
team meeting to review the Concept of Operations. met, are completed before system acceptance and project
· Have system requirements been defined, traced to the needs, closeout.
and documented? · After project closeout, ensure that the PIR data collection
· Did the design of the project consider alternatives rather plan is underway, so the post-implementation analyses can
than assuming a solution? be completed.
· Is there a plan to verify that the system requirements are · Request and review the post-implementation analysis
met by the completed system? report.
· Has there been planning for Operations and Maintenance? · Follow-up to make sure appropriate system and process
This might first be documented in the Concept of Opera- improvement recommendations are implemented.
tions and then described more completely in an Operations
and Maintenance Plan.
3 References
2.2.6 Post-Implementation Analysis Checklist
for Managers 1. Description derived from http://en.wikipedia.org/wiki/Business_case
[November 20, 2008]
EAP
Enterprise
Architecture
This section provides guidance 2. From the Washington State Department of Information
INPUTS · Performance
Services, Information Services Board, Project Management
Potential
Po l
to transit managers relative to the use
· Vision
V sion / Mission / Goals
Vi Goals · Business
Projects
Pr
· Internal · Data
· External / Regional · Applications BUSINESS CASE
· Technology
T METHODOLOGY
Framework, Closure-Post Implementation Review, http://isb.
IT/ITS
of Post-Implementation Analysis.
Strategic Plan
FUNDING
· Budget Process
· Operating & Capital
wa.gov/tools/pmframework/projectclosure/postimplementation.
The guidance focuses on manage-
:: Programs
POST-
T
IMPLEMENTATATION
IMPLEMENTATION SYSTEMS Approved
A d aspx
L
ANALYSIS ENGINEERING Projects
P
ment activities that ensure that 3. Best Practices for Using Geographic Data in Transit: A Location
KEY
Project Flow
the benefits of completing post- Referencing Guidebook, Paula Okunieff, Nancy Neuerburg, and
Supporting Information Flow
implementation analyses are real- Teresa Adams, 2003
