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19 C H A P T E R 4 This project has identified a wide range of opportunities for leveraging GIS capabilities to enhance the effectiveness of TAM. These opportunities were organized based on five core asset management processes: (1) identifying the state of the assets, (2) assessing and managing risk, (3) identifying needs and work candidates, (4) developing programs, and (5) managing and tracking work. Key advantages of using GIS within these processes include enhanced ability to integrate information, analyze this integration to support effective deci- sion making, and communicate information across business units within the organization and with external stakeholders. While some agencies have made substantial progress in using GIS for asset management, many challenges remain related to development of complete, quality geospatial data, standardiza- tion and synchronization of location referencing information across individual asset and maintenance management systems, implementation of data governance structures and processes, and automating spatial data integration and analysis tasks. The project has produced several products that are intended to help transportation agencies identify and implement new or enhanced GIS capabilities that can advance TAM practice. An Executive Guide highlights the potential benefits and applications of GIS for TAM. A second, more detailed Imple- mentation Guide provides a framework that state DOT asset management and GIS staff can use to (1) assess existing capabil- ities, (2) identify opportunities for improvement, (3) evaluate ROI and create a business case, and (4) develop an implemen- tation strategy that builds on ingredients for success dis- tilled from the literature. Supplementing these two guides is a web product that showcases three Pilot Applications of GIS for TAM, developed in cooperation with CDOT, the Iowa DOT, and WVDOT. Findings of NCHRP Project 08-87 were disseminated in three workshops that reached asset management and GIS staff in over 30 states, and in three webinars that were publicized by AASHTO and had approximately 80 registrants. The scope of NCHRP Project 08-87âincluding literature review, case studies, executive and implementation guidance development, pilots, and outreach activitiesâcan serve as a useful model for future similar projects aimed at identifica- tion and diffusion of successful practices in transportation agencies. Conclusions
