1 based on fhwa capability maturity model workshops transportation systems management and operations...
TRANSCRIPT
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based on
FHWA Capability Maturity Model Workshops
Transportation Systems Management and Operations (TSM&O) Organization and Staffing
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The Challenges/Opportunities for TSM&OChallenges
• Congestion and delay are increasing as economic and population growth continue but existing roadways have capacity constraints.
• A high value is placed on the reliability of the system.
• Reviewing the existing TSM&O versus state of practice:
− Unsystematic
− Pockets of excellence
Opportunities
• Unexploited potential of aggressive, integrated, collaborative TSM&O applied to existing roadways.
• Agencies can develop the key capacities needed to improve TSM&O effectiveness.
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What This Series of Webinars Is About
Objective: “Mainstreaming” continuous improvement in TSM&O
Process: Major program of SHRP2 research and over 40 FHWA-sponsored State DOT workshops
Workshop Process: Agency staff self-evaluation and improvement plans, using capability maturity model (CMM)
White Papers are available covering:
• State of the practice regarding agency capabilities
• Current agency approaches for improvement
• www.ops.fhwa.dot.gov/plan4ops/focus_areas/organizing_for_op.htm
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The “Dimensions” of CapabilityB
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nes
s P
roce
sses
Organization and Staffing
Culture
Sys
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s an
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Tech
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y
Per
form
ance
M
easu
rem
ent
“Cap
abili
ties
” Business and technical processes support strategies
Organization and relationships support processes
EffectiveTSM&O Strategies
Collaboration
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The 6 Dimensions of CMM
Business Processes, including planning, programming and budgeting (resources) and project development and procurement;
Systems and Technology, including use of systems engineering, concepts of operations, systems architecture standards, interoperability, and standardization
Performance Measurement, including measures definition, data acquisition, analytics, communication and utilization.
Culture, including technical understanding and business case, leadership, outreach, and program legal authority;
Organization and Staffing, including programmatic status, organizational structure and accountability, staff capabilities, training/development, and recruitment and retention
Collaboration, including relationships with public safety agencies, local governments, MPOs, and the private sector.
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Synergism among Dimensions
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The Capability Maturity Model
LEVEL 1
Performed
• Activities & relationships ad hoc
• Champion-driven
LEVEL 2
Managed
• Processes developing• Staff training• Limited accountability
LEVEL 3
Integrated
• Process documented• Performance measured• Organization/
partners aligned• Program budgeted
LEVEL 4
Optimized
• Performance-based improvement
• Formal program• Formal partnerships
Most Agencies Today
Goal for the Future
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Organization and Staffing:Criteria for Level Achievement
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Workshop Capability Self-Assessments
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Workshop findings will be presented
Followed by three brief case examples
Along the way – think of your questions or comments
• Type these into the webinar comment box
Advance Warning!
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The summary in slides that follow will provide:· Typical state-of-play
· Self-improvement actions suggested by workshop participants (in Implementation Plans)
· Not a “how to” – but a descriptions of what TSM&O staff identify as key actions for improvement in Organization and Staffing
· May help you think through applicable actions in your agency
Remember: “state DOTs” differ widely in size, number of regions/districts, urban vs rural, etc.· No standard solutions (but there are peer agencies)
Organization and Staffing Dimension – CMM Workshop Results
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Program Status – Are there distinct agency objectives requiring a specific set of related, sustainable, accountable actions by agency units (managers and staff?)
Organizational Structure – Does the disposition of responsibilities in the agency support the necessary coordinating and reporting relationships to promote effective/efficient activities?
Staff Development – Are staffing needs defined and needed capabilities developed?
Recruitment and Retention – Can the agency attract, access, and keep the needed staff capabilities?
What is “Organization and Staffing?”Why is It Important?
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DOT organization and staffing typically senior executive function –middle manager limited span of control
Middle managers (those with direct day-to-day operational responsibility) lack authority to make changes
Requires “managing up”: using facts, case, persuasion to stimulate changes and/or create an “authorizing environment”
Span of Control: Organization and Staffing
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Element 1 – Program Status:State of Play
Lack of identity for TSM&O as a formal DOT program.
Rarely a separate “program” with top level representation, consolidated responsibility, clear management accountability, and/or full coordination.
Often a collection of fragmented middle management activities, or possibly part of other activities.
Limited planning, budgetary, performance functions and/or expectations for TSM&O management.
Subsidiary staff status and career limitations.
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Element 1 – Program Status:Participants Proposed Actions
Recognize the challenge of “managing up” to achieve changes in organization.
Develop the business case for TSM&O as a formal program:
· October 7th FHWA/NOCoE webinar on Business Processes.
Identify and introduce features of standard state DOT programs.
Make the case for top level (division) status for TSM&O program.
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Element 2 – Organizational Structure:State of Play
Rarely at top division level (like other “programs”) in organizational hierarchy.
Operational (Transportation Management Centers) vs. engineering (Intelligent Transportation Systems) functions are often separate.
Headquarters policy and programming are distant from regional day-to-day activities.
Responsibility vs. authority:
• Silo-ing and divided responsibilities – who’s in charge?
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Element 2 – Organizational Structure:Participants Proposed Actions
Reorganize – alternative models: statewide stand-alone, distributed/integrated, or geographic-focused.
Relate real-time “operations” and engineering functions.
Clarify single point senior manager program responsibility and reporting lines (vertical, horizontal).
Establish division-level status in headquarters for TSM&O.
Clarify headquarters vs. region roles (for systems engineering, planning, budgeting, and public safety agency relationship).
Use Concept of Operations to define structural needs.
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Element 3 – Staff Development:State of Play
TSM&O not seen as special “discipline.”
Appropriate job descriptions, qualifications, classifications, (24 X7) career paths are not available.
Agency-wide position constraints and impacts (freeze, reduction in workforce).
Champion dependency:
informal influence;
dotted line (stealth) management; and
limited succession/mentoring – vulnerability to turnover.
Training is primarily “on the job.”
Reliance on outsourcing for special expertise.
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Element 3 – Staff Development:Participants Proposed Actions
Define core capacities and match with training needs and resources (note national research).
Rationalize in-house vs. outsourcing for key capabilities and functions.
Compare TSM&O position descriptions and levels with appropriate equivalent positions in other programs.
Address PE requirement relevance.
Consider TSM&O career path limitations and attractiveness.
Support peer-to-peer activities.
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Element 4 – Recruitment and Retention:State of Play
Static staffing levels limits attention.
Mix of laterals and external recruits.
Union, civil service, job description, and Professional Engineer (PE) constraints.
Limited training opportunities and unclear career paths.
Difficulty in competing for specialized technical skills.
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Element 4 – Recruitment and Retention:Participants Proposed Actions
Determine in-house staff priorities (vs outsourcing.)
Use the business case to support arguments for relaxing limitation on staffing.
Review and compare positions, requirements, and compensation across program areas.
Consider TSM&O career path limitations and attractiveness.
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One Executive Summary (covers all dimensions)
Six White Papers – one on each capability dimension
http://www.transportationops.org/
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What You Can Do
Read the CMM reports and white papers
Participate in FHWA state DOT Self-Evaluation Workshops and Regional Operations Forums
Utilize NOCoE website to track developments and access resources
Contact and communicate with corresponding staff in peer states
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Questions/ Contact
FHWA HQ office through your local FHWA Division offices
or
NOCoE
202.624.5478