National Academies Press: OpenBook
« Previous: Model Roadmap
Page 58
Suggested Citation:"Practitioner Considerations." National Academies of Sciences, Engineering, and Medicine. 2022. Integrating Effective Transportation Performance, Risk, and Asset Management Practices. Washington, DC: The National Academies Press. doi: 10.17226/26326.
×
Page 58
Page 59
Suggested Citation:"Practitioner Considerations." National Academies of Sciences, Engineering, and Medicine. 2022. Integrating Effective Transportation Performance, Risk, and Asset Management Practices. Washington, DC: The National Academies Press. doi: 10.17226/26326.
×
Page 59

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

58 The unique circumstances and individual resources in any agency at any time speak to the need for this guidance to establish an example framework process for roadmap development that enables agencies to dig down and establish strategies, goals, and actions specific to their vision and appropriate to their level of integration maturity. However, noteworthy themes in roadblocks to integration were observed during the course of the research in addition to key milestones to consider and plan for in an agency’s roadmap, if not developed within the organization already. These more generally shared integration roadblocks and their mitigation represent key milestones that have been observed to be procedural in initiating an integrated management practice that drives each of the key areas forward. Approaches to Integration Key Integration Milestones • Key players in integration (champions, executives, influencers, field staff) identified. • Business processes documented and understood as well as the personnel and tasks that are required to change them. • Independent task leads identified and supported within the organizational structure for performance, risk, and asset management (all three). • A working culture that drives for inclusion and innovation. This culture normalizes an iterative process to improvement that will have missteps and that encourages the sharing of process and results to benefit other groups. This culture will be captured in enterprise-level vision statements and detailed in business plans but also successfully filtered down throughout the agency. Data and Software Needs Key Integration Milestones • Enterprise data management plan that includes a glossary of terms, identification of process leads, a data map and access instructions, and ability throughout the reach of any agency asset. • A process for data standardization that supports performance, risk, and asset management efforts. This process should be mapped out in a data management plan, and training should be provided for existing and future staff to reference. PRACTITIONER CONSIDERATIONS

Practitioner Considerations 59   Personnel and Skills Key Integration Milestones • Positions identied to match the following required competencies: – Data stewards and administrators for asset data and work orders; – Data stewards and administrators for project and investment management; – Web-based report producers, graphic artists, and data visualizers; and – Communication with stakeholders, legislators, and the public. • Cross-divisional training platform, system, or process to create an environment in which integration and development occur. Training should provide development opportunity on business processes, nontechnical so skills (i.e., communication, time-management), and technical skills. • A knowledge retention practice identied and communicated that mitigates risk of new procedures and sta turnover. Policy and Agency Structure Key Integration Milestones • Executive-level buy-in achieved, communicated, and exemplied to drive process legitimacy and maximize integrated management results. • A clearly dened process to support the agency in meeting strategic and performance goals. • Empowered groups that span enterprise divisional lines and have the ability to eectuate change that supports the further integration of performance, risk, and asset management. ese groups could be management groups, steering committees, or others that create valuable connections and improve process visibility and development across the organization. Resource Requirements Key Integration Milestones • Data including asset inventory and condition over time, typical treatment cost relative to uncertainty, geospatial data, and overlay layers (e.g., GIS) from across the enterprise area of operation and historic work reports and project documentation. • Skills including operational engineering and maintenance, work management and budgeting, data science and statistics, and soware engineering and coding.

Next: Conclusion »
Integrating Effective Transportation Performance, Risk, and Asset Management Practices Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

Fundamentally changing the culture of a transportation agency and integrating those changes into historically siloed management practices, requires the earnest focus of the entire organization, including participation of practically every individual.

The TRB National Cooperative Highway Research Program's pre-publication draft of NCHRP Research Report 985: Integrating Effective Transportation Performance, Risk, and Asset Management Practices is designed to be a process framework that is resilient to the expected evolution of an agency as it matures in its management integration.

Supplemental to the report are a Fact Sheet, a Final Project Report, an Executive Summary, an Integration Research Summary Presentation, a Management Integration Matters Presentation, and a Technical Memorandum.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!