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39 A seven-step methodology has been developed for analyzing and implementing busi- ness processes. Integration of new or changed processes can be divided into two dis- tinct aspects in supporting reliability-focused operations: process integration at the operations level and process integration at the institutional or programmatic level. Each has different challenges in terms of process implementation, execution, and over- all integration. At the operations level, various processes and activities evolve and are coordinated among those who are responsible for overseeing or carrying out operational initiatives (such as steps a traffic management center operator takes to initiate notification to travelers). There is often a direct link between the process and the outcome (although it might take a collective set of processes to result in a significant outcome). Process integration at the programmatic level is a much more complex undertaking. Not only are there different constraints to be worked through at the institutional level, there is also a much less direct relationship between those programmatic processes and their contribution to travel time reliability. Yet, institutionalizing processes so that they influence training, staffing and resource management, planning, programming, and policy is an essential enabler to effective business process integration. Process integration needs to occur at the operations level (in the field, in the center) as well as within the institution, so that it extends to planning, programming, train- ing, procurement, and other organization-level activities. Creating positive impacts on travel time reliability (i.e., minimizing the negative impacts of variability on travel times) is rarely the result of operational processes from one source or one agency. Mul- tiple entities carry out one or more steps in each process, and each individual step is an enabler of the success of the overall process. 6 SUMMARY
40 GUIDE TO INTEGRATING BUSINESS PROCESSES TO IMPROVE TRAVEL TIME RELIABILITY The overarching objective behind the need for integrated processes is improved travel time reliability, although this is not yet widely measured or reported on by most transportation agencies. Furthermore, the fact that external agency partners or enti- ties are not likely to have reliability-focused metrics makes it challenging to articulate such a goal that spans multiple partners. To extrapolate impacts on reliability, agencies need to capture those operational and response metrics that contribute to an overall reliability strategy: reduced delay, increased use of traveler information systems, num- ber of automated information exchanges with key partners, and proactive preventive maintenance activities, among others. Such metrics can help show how incremental process enhancements and integration efforts provide a cumulative impact on network operations and reliability. The benefits that result from process integration at both the operations level and the programmatic and institutional levels can include increased efficiency, saving of financial and staff resources, increased scalability and flexibility of systems, and, ultimately, processes that are more integrated into an institution. For any process to remain beneficial, it should be developed in such a way that it allows for innovation. Processes that are not flexible and remain static may be effective initially in improving travel time reliability, but as travel conditions, travel patterns, and other factors that affect reliability change over time, a process that is static may lose its effectiveness.
