1. 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.)

2. Business Processes

3. 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?

4. 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.

5. 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.
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Internal/external agreements, contracts, operational procedures

6. 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

7. 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

8. Business Process Resources
TSMO Guidance
Capability Maturity Frameworks
Integrating Business Processes to Improve Travel Time Reliability
Improving Business Processes for More Effective TSMO
p16018.pdf
eTool for Business Processes to Improve Travel Time Reliability
ng_for_op/shrp2_le34_etool.htm
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9. Performance Management

10. 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?

11. 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

12. 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

13. 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).

14. 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.

15. Performance Management Resources
FHWA Transportation Performance Management
TPM Toolbox
SHRP2 Reliability Solutions (L02, L05, L17, L35)
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

16. Systems Engineering

17. 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?

18. 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

19. 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

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

21. 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.

22. 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?

23. Systems Engineering Resources
FHWA Systems Engineering
_eng.htm
Systems Engineering for ITS
ide.pdf
ITS Professional Capacity Building (PCB) Program
Talking Transportation and Technology (T3) Webinars
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