Module 7: TSMO Business Processes and Performance Management, Systems Engineering Process Regional Operations Forum Nashville, TN May 21-23, 2019 We’ve spent much of today learning about various technologies and systems to improve operations. In this subject, we’ll discuss systems engineering as a structured process to plan for and implement operational technologies and systems (such as HOT lanes, traveler information systems, lane guidance controls, etc.)

Business Processes

Session Purpose Introduce Business Process as a dimension of TSMO capability Provide understanding of What is Business Process? Why is it important? What are the benefits?

What is Business Process? TSMO-Related Examples: Formal planning and programming for TSMO Standardized procurement procedures for TSMO technologies New/updated agreements with key TSMO partners Operating procedures for carrying out specific TSMO strategies What are some other examples? TSMO Strategic Plan – TDOT has a TSMO Program Plan, many states have a TSMO Plan Procurement – A qualified Products List or QPL has pre-approved items that don’t require design approval to procure, they are already a known item. Agreements – MOU with emergency responders and the DOT, City to work together for better TIM Op Procedures – A TMC operations manual that details how events and incidents are handled within the TMC and messages to post, who to notify, etc.

Types of Business Processes Management Processes Operational Supporting Govern the operation of an organization’s system of operation Constitutes the core business Put in place to support the core processes Planning, programming, project development, design, construction, maintenance Human resources, accounting, training Examples of business process components in a TSMO context can be categorized into 3 types: Management processes – planning, programming, project development, design, construction, and maintenance govern the overall operation of the agency to produce and outcome (i.e., transportation infrastructure) Operational processes – internal/external agreements, contracts Supporting processes – human resources, accounting, training, etc. Operational and supporting processes are not specifically part of transportation system management and operations in the way we typically think of these activities; however, they can profoundly impact the level of success of TSMO deployment. ******************************************************** Internal/external agreements, contracts, operational procedures

Why is it Important? Program planning as a business process helps to prioritize TSMO needs, objectives, and strategies Successful operational activities and relationships are highly dependent upon effective business practices Helps break down organizational barriers, improve coordination, and increase efficiency Documentation of business processes enables efficient transitions with staff turnover and new organizational partners Lack of effective business processes can hinder an agency’s ability to advance more complex operational strategies, such as ICM or ATDM

What are the Benefits? Provides a formal mechanism to fund, plan for, and implement TSMO strategies, partnerships, and approaches Promotes collaboration to establish, document, and improve protocols – within the agency and with external partners Provides a mechanism to apply measurable improvements to achieve operational goals

Business Process Resources TSMO Guidance http://www.aashtotsmoguidance.org/ Capability Maturity Frameworks https://ops.fhwa.dot.gov/tsmoframeworktool Integrating Business Processes to Improve Travel Time Reliability http://www.trb.org/Publications/Blurbs/165283.aspx Improving Business Processes for More Effective TSMO https://ops.fhwa.dot.gov/publications/fhwahop16018/fhwaho p16018.pdf eTool for Business Processes to Improve Travel Time Reliability http://www.ops.fhwa.dot.gov/plan4ops/focus_areas/organizi ng_for_op/shrp2_le34_etool.htm ******************************************************

Performance Management

Session Purpose Introduce Performance Management as a dimension of TSMO capability Provide understanding of What is Performance Management? Why is it important? What are the benefits?

What is Performance Management? Examples: MoDOT Tracker FAST-Act/MAP-21 Performance Management Requirements ATSPM Dashboards Program Level Performance Management A strategic approach that uses system information to make investment and policy decisions to achieve performance goals FHWA Transportation Performance Management https://www.fhwa.dot.gov/tpm/about/tpm.cfm

TSMO Strategies Support National Goals Safety: To achieve a significant reduction in traffic fatalities and serious injuries on all public roads Incident management can minimize secondary crashes Road weather management can better prepare travelers during inclement weather Congestion Reduction: To achieve a significant reduction in congestion on NHS Corridor management can decrease travel time by leveraging shoulder lanes and parallel corridors Multimodal coordination can encourage underutilized services in congested areas System Reliability: To improve efficiency of the surface transportation system Traveler information can increase travel time reliability Work zone management can minimize travel delays There are some examples of how TSMO strategies may be used to support NATIONAL GOALS

Why is it Important? Watch where you’re going! What gets measured, gets done – and done better Helps explain and justify why funding or policy decisions may be needed Bottom line – it’s just good business Even when we’re little kids we want to know and watch where we’re going (or growing).

What are the Benefits? Provides accountability and transparency Decision makers, the public, our bosses What did we produce with their money? Proactive public relations for the agency Maintain visibility of transportation Data + Analysis + Communication = Credibility Can lead to improvements in agency process and overall efficiency Connecting operations, performance measures and public engagement efforts – and adequately funding them – are the key to agency communication and revenue raising/supporting efforts. Get the public to trust your info, show them they get the best bang for the buck, and it’s a lot easier to have a discussion about needs.

Performance Management Resources FHWA Transportation Performance Management www.fhwa.dot.gov/tpm/ TPM Toolbox www.tpmtools.org/ SHRP2 Reliability Solutions (L02, L05, L17, L35) www.fhwa.dot.gov/goshrp2/Solutions/Reliability/List AASHTO Standing Committee on Performance Measures scopm.transportation.org/Pages/default.aspx SHRP2 L02: Establishing Monitoring Programs for Travel Time Reliability SHRP2 L05: Incorporating Reliability Performance Measures into the Transportation Planning and Programming Processes SHRP2 L17: A Framework for Improving Travel Time Reliability SHRP 2 L35: Local Methods for Modeling, Economic Evaluation, Justification, and Use of the Value of Travel Time Reliability in Transportation Decision Making

Systems Engineering

Session Purpose Introduce Systems Engineering as a process for developing TSMO systems Provide understanding of: What is Systems Engineering? Why is it important? What are the benefits? Provide an overview of Session Quick poll: By a show of hands, how many of you have been involved with Systems Engineering as a stakeholder, to provide input to a Concept of Operations and System Requirements – for an ITS system deployment?

What Is Systems Engineering? A process for developing complex systems that starts with stakeholders’ needs A way to map development to those needs A process for stakeholders to collaborate on defining their expectations and roles using a new system An approach that can validate how system performs in relation to what stakeholders want A way to define and prepare for operation and maintenance of a system A process for developing complex systems that starts with stakeholders’ needs A way to map development and implementation to those needs Uses a collaborative approach for stakeholder to communicate their expectations, roles and interactions wit the new system Includes validation in the field and facilitates smooth transition to operation and maintenance of the system

Systems Engineering Process – The “V Model” A systematic approach from Concept to Operations This is what the SE process looks like. The systems engineering covers project details from concept to operations: Identify portion of regional ITS architecture being implemented Explore and analyze alternatives Engage participating agencies (stakeholders) in developing concept Define functional, performance and other requirements Select procurement options Complete design at both the high and detailed levels Identify applicable standards and define testing procedures Identify resources and processes for operation and maintenance of the system

Systems Engineering Process Needs/ ConOps Affirmation Requirements Testing Design and Implementation

ATMS Concept of Operations Understand the current operations and shortcomings, Cannot control all devices from one interface, outdated hardware, limited ability to implement control plans … and develop a vision of what stakeholders need to address shortcomings. Single interface for operations, cloud-based software, ability to manage and implement control plans … Procedures: Stakeholder responsibilities Deployment: Location, system scale, integration with other systems Performance: Speed, accuracy, reliability Utilization: Users, outputs Effectiveness: Operational improvements Life cycle: Replacements, upgrades Environment: Software and security, agency servers, networks, storage Maintenance: Responsibilities, level of effort, agency capabilities Identify Stakeholders TMC Operators TMC Manager IT Staff Maintenance Law Enforcement Other Regional Agencies … This is an example of the types of inputs that you might see in a concept of operations for an ATMS System. (Advanced Traffic Management System – used in TMC to control ITS field devices such as traffic cameras and Dynamic Message signs) Walk thru a few examples from each box.

What are the Benefits? Creates consistency in how projects are developed and managed Improves stakeholder understanding of the process Ensures mutual understanding of stakeholder expectations and roles Establishes consensus and system ownership among the stakeholders Allows system characteristics to be traced back to needs they address What are the benefits? Consistency in how systems are managed and developed Consensus and ownership among stakeholders Mutual understanding - You set the realistic expectations and manage the planning and implementation based on these expectations. Following the process, there are continuous checks to ensure the project remains realistic, or is feasible to accommodate change. Systems Engineering is like planning for a vacation. If you plan your vacation before you go = accommodations, transportation, schedules. You will have more time to enjoy your trip instead of spending time trying to figure out if you should rent a car or take the train. In our experience, we’ve worked with smaller agencies (e.g. cities) and even a private sector business that were very skeptical of the SE process, but after going through it, they commented that it was very useful and necessary. POLL to Group: Has anyone had similar experience where you questioned whether Systems Engineering was necessary, but ended up being valuable and beneficial?

Systems Engineering Resources FHWA Systems Engineering http://www.ops.fhwa.dot.gov/int_its_deployment/sys _eng.htm Systems Engineering for ITS https://ops.fhwa.dot.gov/publications/seitsguide/segu ide.pdf ITS Professional Capacity Building (PCB) Program http://www.pcb.its.dot.gov/ Talking Transportation and Technology (T3) Webinars http://www.pcb.its.dot.gov/t3_webinars.aspx http://www.pcb.its.dot.gov/t3_archives.aspx ITS Professional Capacity Building (PCB) Program: Comprehensive, accessible, and flexible ITS learning for the transportation industry Systems Engineering Web Page: Comprehensive, accessible, and flexible ITS learning for the transportation industry Talking Transportation and Technology (T3) Webinars: Live webinars on cutting-edge topics and archived webinar sessions for further reference