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1. The AASHTO Guide toSystems Operations & Management NCHRP 3-94
Steve Lockwood – PB
Phil Tarnoff – University of Maryland
Rich Margiotta, Erin Flanigan – CSI
John Conrad – CH2MHill
Scott Rawlins – SSOM and Panel Chair Basic Mitigation Strategy
2. Effective Strategies are evolving to maximize performance of existing system 2
3. State of the Practice is Advancing 3
4. Supporting Effectiveness Through Maturing Processes and Institutional Arrangements 4 Research indicates that effective programs require the support of specific business and technical processes – and, in turn that these processes must be supported by institutional and organizational arrangements
For example: xxxxxxxxxxxxxxxxxxxxxxxxxxxxxResearch indicates that effective programs require the support of specific business and technical processes – and, in turn that these processes must be supported by institutional and organizational arrangements
For example: xxxxxxxxxxxxxxxxxxxxxxxxxxxxx
5. The Need for SO&M “Green Book” Objective: maximizing the effective use (performance) of existing system
Research shows that top management actions regarding processes and institutional arrangements are key to effectiveness
Guidance to Indentify steps managers can/should take designed to improve SO&M programs
Develop existing material into an accessible and user-friendly product
Web-based approach with self-evaluation point of departure
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6. The Operations Capability Framework: Key Elements Business/Technical Process Capabilities:
Scope of Activities
Business Processes
Technology/Systems
Performance Measurement Institutional/Organizational Arrangements:
Culture/Leadership
Organization/Staffing
Resources
Partnerships
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7. Concept of Capability Maturity Levels 7
8. Maturity Model Framework(Has now been applied in practice) State DOT experience indicates that certain process & institutional features are closely linked to effective programs and their maintenance of continuing improvement
Key is internalizing continuous and measurable improvement in customer-related performance across complete range of operations needs
Point of departure self-evaluated
Defines next level of arrangements to improve effectiveness (stepwise) and strategies to achieve it
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9. Substantive Structure: 9
10. Levels of Maturityfor Each of the 3 Dimensions Level 1 (L1) - characterizes agencies that have not yet begun to develop an SO&M program
Levels 2 (L2) and 3 (L3) - describe the level of maturity found in the top 10 percent of State DOTs
Level 4 (L4) - an ideal target for achievement in terms of institutionalized, sustainable, continuously improving SO&M activities 10
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15. User-based Self-Evaluation Indicate User’s position (check one):
Top management (CO or District)
Program manager (CO or District)
Project manager (CO or district)
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16. “Black Box” Determines Users current level and next steps to improved capability 16
17. Standard Strategy Templates for Each Element/Level combination (100+) 17
18. Process is repeated for next element of capability “Model” uses user self-evaluation to determine current level
Model defines next steps (based on current best practice
User only sees material related to her agency level
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19. Benefits of Web-Based Approach Avoids lengthy paper documents with big charts
Relationships among elements built in
Custom tailored to user
Users self-evaluate SDOT state of play
Increasing levels of detail displayed on automated basis
Hyperlinks to supporting documents 19
20. Need for Senior State DOT Input Importance of SO&M to your program?
Your management objectives related to SO&M?
Principle challenges you see
Lessons you have learned to date
Utility of Guidance to you
We look forward to follow-up with you 20