Developing the Guide to Retaining Essential Consultant-Developed Knowledge Within DOTs (2017) / Chapter Skim
Currently Skimming:
Pages 3-6
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 3... ...
Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 3 2. LITERATURE REVIEW The purpose of the literature review was to identify existing research that could inform the process of developing useful guidance for capturing and learning consultant‐developed knowledge at state DOTs. In conducting this literature review, the following sources were reviewed: Publications of the Federal Highway Administration (FHWA)
|
From page 4... ...
Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 4 Outsourcing Impacts on DOT Workforce Needs The majority of studies related to outsourcing at DOTs have focused on motivations for outsourcing, costs and benefits of outsourcing, methods for outsourcing, mechanics of consultant selection, and quality assurance for consultant work. Research to date has been aimed at helping DOTs to develop effective outsourcing strategies; workforce needs related to outsourcing have not been a significant thrust. However, several studies – including the NCHRP syntheses and GAO report cited above have noted concerns about loss of core DOT staff competencies through "perpetual outsourcing" of key DOT functions. These studies have stressed the importance of maintaining sufficient in‐house capabilities to ensure adequate oversight and quality assurance of consultant activities. An AASHTO‐sponsored 2003 NCHRP study (Science Applications International Corporation, 2003) reviewed the state of the practice for outsourcing of DOT project delivery functions. This study noted the importance of independent verification of contractor performance by DOT staff, and pointed out that agencies using design‐build construction methods may require more experienced contract and program management staff. It cited work by the Louisiana Department of Transportation and Development (LADOTD)
|
From page 5... ...
Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 5 over to agency staff for system maintenance and operation. For example, the Connecticut DOT (CTDOT) developed a presentation (unpublished)
|
From page 6... ...
Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 6 A 2009 presentation on "Tacit Knowledge Transfer in a State Transportation Agency" (Novak, 2009) features a case study from VDOT and provides a useful discussion of how to capture and transfer the kind of knowledge that is difficult to convey in words.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.