Integrating Business Processes to Improve Travel Time Reliability (2011) / Chapter Skim
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The research focused on business process analysis that was narrowed to key operational areas that have the most effect on travel time reliability. These included the following areas: • Incident management; • Work zone management; • Planned special-event management; • Road weather management; and • Traffic control and traffic operations.
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Describes one of several programs the Washington State DOT and Washington State Patrol have implemented to support their Joint Operations Policy Statement for incident response and management Describes the use of contracted private tow vendors and sponsors to deliver a freeway service patrol program throughout the state of Florida Describes the pilot corridor for ATM strategies for recurring congestion, as well as the incident response and management program Describes North Carolina DOT's evaluation process for major work zones and traffic and safety impacts as a result of changes in work zones Describes the microsimulation model developed by the Michigan DOT to model the impacts of freeway construction closures on an entire network Describes the development of traffic management procedures to support large-scale-event traffic at the new speedway facility Describes the traffic signal timing plans developed specifically for events at The Palace Describes the series of processes that are initiated by the Nevada DOT to alert travelers when Caltrans closes the state line on I-80 during winter weather events Describes the evolution of a database initially developed to store freeway data into a central repository for agencies to be able to access real-time incident and traffic operations data Describes a multiagency approach to developing corridor traffic signal timing plans Washington DOT Florida DOT UK Highways Agency North Carolina DOT Michigan DOT Kansas DOT Kansas Highway Patrol Road Commission of Oakland County Auburn Hills Police Department Nevada DOT Maricopa County DOT/AZTech Metropolitan Transportation Commission Table ES.1. Case StudiesA consistent approach to mapping business processes was required to analyze the identified processes and identify key integration points within the processes.
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The invitees represented various roles in the agencies where they worked, including planning, operations, and program management. The following were the participating agencies in the workshop: • American Association of State Highway and Transportation Officials; • Arizona EMS Bureau; • CH2M Hill; • Kansas DOT; • Kimley-Horn and Associates, Inc.; • Maricopa County DOT/AZTech; • Michigan DOT; • Nevada DOT; • North Carolina DOT; • North Central Texas Council of Governments; • Oregon DOT; • Transportation Research Board/SHRP 2; and • Wisconsin DOT.
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They were among the most common obstacles to integrating business processes to improve travel time reliability. • Departments of transportation historically are construction and maintenance focused and not operations focused; • Although reliability is emerging as an important metric among agencies, often it does not spur process implementation or integration; • The agency stakeholders or partners who contribute to reliability-focused strategies often have different motivations and approaches to process implementation and process change; and • The process modeling that was mapped out in the case studies may not be at a level that is typical of how a DOT or other stakeholder agency would view individual operational processes, creating a challenge in identifying critical gaps or breakdowns in specific processes.
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Enablers that led to the successful integration and institutionalization of business processes were identified in many of the case studies. Among these enablers were the following: • Clear identification of performance measures and targets to provide senior-level managers with an incentive for process change; • Implementation of effective evaluation and reporting abilities to clearly demonstrate the success of a process and communicate the benefits to the public; and • Development of formal agreements to demonstrate buy-in of each participating agency and ensure consistency as personnel change over time.
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Action plans for implementing and institutionalizing specific business processes for better travel time reliability would be the goals of the workshops. The workshops or training courses should teach a method of documenting business processes, such as BPMN.
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