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137 Life expectancy on the surface appears to be a simple, common-sense concept. However, this guide has shown that the concept has many different applications, touching various business processes in a transportation agency, requiring careful attention to consistent methods and defi- nitions. Like any analysis tool, life expectancy is very sensitive to the quality of the data available and is often sensitive to agency policy and programming decisions. The chapters of this guide were structured to ensure that the agency chooses the appropriate tools for the job and develops them in the most cost-effective way possible. The main themes are 1. Defining the scope of the analysis, including identification of the people who will use the information, how they will use it, and the types of assets for which it will be used. All users need to have a consistent understanding of the results and be in a position to put the new information to work. 2. Planning for implementation, which includes the development of a detailed plan for the processes and applications that will use the information. Because âinformation is power,â the introduction of new information in an agency can affect responsibilities and accountabilities, which are often sensitive subjects. It is important to recognize and plan for the organizational changes that can occur. 3. Establishing the framework, which includes having a clear definition of âend-of-lifeâ as it relates to the decisions that the agency makes on a routine basis. Having clear definitions will ensure that everyone who uses the new analysis will understand what it means and how to use it correctly. It is important at this stage to ensure that the necessary input data are available and that it is clear how the information will be delivered to users in the form of applications and reports. It is important to gain buy-in from all the people who can affect successful implementation. 4. Development of foundation tools, which are the methods for computing life expectancy. This includes the development of statistical models from historical data and the use of these models with new data in order to make future predictions of end-of-life. 5. Development of applications, where the foundation tools are put to work on routine agency processes, such as analysis of alternatives, lifecycle cost analysis, treatment selection, treatment timing, priority setting, performance target-setting, budgeting, and policy-making. 6. Continuous improvement, where the agency monitors the accuracy and sensitivity of the analysis tools and works to improve them over time. 7. Prolonging of implementation, which involves building the life expectancy analysis into information systems and the culture so the results of implementation remain relevant and useful over the long term. The completion of this logical sequence of activities will help the agency make more objective, quantitative decisions; enhance agency credibility with and accountability to stakeholders; and improve the agencyâs ability to serve the public interest with asset management. C h a p t e r 8 Conclusions
