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From page 59... ... 59 C H A P T E R 6 Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices To overcome the potential risks and challenges associated with emerging PMR practice devel opment and implementation, significant changes in how agencies do business is required to direct agencies' capabilities toward encouraging, developing, and implementing these practices. Most agencies appear to face similar potential risks and challenges. Read the entire page →
From page 60... ... 60 Strategic Issues Facing Transportation Awareness and Advocacy Awareness of emerging and innovative practices begins with a recognition that the world is changing rapidly and that no institution (e.g., state departments of transportation) and no institutional responsibility (e.g., highway PMR) Read the entire page →
From page 61... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 61 Table 13. Vision statement for PMR. Read the entire page →
From page 62... ... 62 Strategic Issues Facing Transportation The Future Context This vision suggests that a robust and increasingly resilient and adaptive network of streets and highways will continue to be needed into the future and that this network will continue to include pavements, bridges, tunnels, drainage systems, and other components of highway infrastructure that are familiar in today's world and will remain familiar in the evolving con text. However, the ways of maintaining, preserving, and renewing highway infrastructure will change significantly over the next three to five decades. Read the entire page →
From page 63... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 63 be worth considering. In most instances, the returns on an upfront investment occur over time, and so the pressures of keeping a lid on annual budgets can be a significant restraining force. Read the entire page →
From page 64... ... 64 Strategic Issues Facing Transportation The Importance of Leadership Seeking out and implementing emerging and innovative PMR practices requires leadership and an organizational culture that fosters selfawareness, continuous learning, and adaptation to beneficial changes. For the purpose of this research, leadership positions include not only the CEO but also senior managers who have a role in decision making and responsibility for implementing those decisions, and who thereby have an impact on the longterm direction and daytoday activities of the organization. Read the entire page →
From page 65... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 65 • Planning and resource allocation processes, • Procurement and administrative procedures, • Management systems and information technologies, • Recruitment and promotion practices, • Education and training. External Communication Leaders must also communicate beyond the agency to generate understanding and support for investment and change, and in particular, to obtain endorsement and resources from outside influ encers (e.g., legislators, private industry, customers, etc.) Read the entire page →
From page 66... ... 66 Strategic Issues Facing Transportation Leading Edge Versus Bleeding Edge A conscious practice among agency leadership may be to strive to be on the leading edge of best practices, proven in peer agencies with similar circumstances, while simultaneously avoiding the "bleeding edge," where costs and risks associated with these practices are likely to be greater. This may not be a bad practice. Read the entire page →
From page 67... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 67 This hesitancy or inability to get started may be due to the shortterm thinking. It is ask ing a leader to rise above understandable instincts to focus primarily on shortterm problems and to invest energy and resources toward emerging and innovative practices whose benefits in years to come they may be unlikely to experience. Read the entire page →
From page 68... ... 68 Strategic Issues Facing Transportation challenge for practitioners lies in advocating for a new practice in an organization whose leader ship and culture may fall somewhat short of these ideals. Seasoned practitioners understand that they cannot rely on the pull of leadership alone to advance new practices. Read the entire page →
From page 69... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 69 to help win support for their pursuit. Leadership will want to know how to implement these practices, not just why. Read the entire page →
From page 70... ... 70 Strategic Issues Facing Transportation Table 15. Tips for champions of emerging and innovative PMR practices. Read the entire page →
From page 71... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 71 Emerging PMR Practice Assessment, Adoption, and Action Plan Moving beyond awareness and advocacy, agency capabilities and required actions can be as sessed for individual PMR practices deemed worthy of investigation. Table 16 introduces seven CSFs deemed essential to fostering emerging practices generally within the agency and to ad vancing specific strategies. Read the entire page →
From page 72... ... 72 Strategic Issues Facing Transportation Capability modelbased improvement frameworks (e.g., CMF) are now being used by FHWA and state transportation agencies focused on improving transportation agency capabilities related to new technology and process developments such as TSMO and connected vehicles. Read the entire page →
From page 73... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 73 important to being able to assess and advance innovative PMR practices. Indeed, the practitioner is likely to be called upon to identify, and be required to support organizationallevel improve ments necessary to advance emerging and promising PMR practices. Read the entire page →
From page 74... ... 74 Strategic Issues Facing Transportation What Is the Assessment Outcome? A key outcome of the CMF assessment is to identify the gaps in capability between current agency practice and a threshold target level deemed necessary to advance a specific emerging PMR practice. Read the entire page →
From page 75... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 75 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Le ve l 1 Le ve l 2 Le ve l 3 1. A w ar en es s C on te xt A w ar en es s: Le ad in g ed ge p ra ct ic es ; S ta tu s of R &D in p ro gr es s; P ro bl em s be in g ad dr es se d; A lte rn at ive ap pr oa ch es b ei ng d ev el op ed an d te st ed La rg el y un aw ar e or v er y lim ite d aw ar en es s an d in te re st So m e aw ar en es s an d m od er at e in te re st in fo llo w in g th e fu nd am en ta l a nd a pp lie d re se ar ch a nd d ev el op m en t H ig h le ve l o f a w ar en es s an d ke en in te re st in c lo se ly fo llo w in g fu nd am en ta l an d ap pl ie d re se ar ch a nd d ev el op m en t in th is a re a Sp ec ifi c Aw ar en es s: W ha t i t i s; W ha t i t d oe s; W he re it sh ou ld w or k w el l; W he re it m ig ht n ot a pp ly ; L ev el o f e ffo rt an d re so ur ce s re qu ire d (s ta ffi ng , ex pe rti se , f ac ilit ie s, e qu ip m en t, tim e an d bu dg et ) Read the entire page →
From page 76... ... 76 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Le ve l 1 Le ve l 2 Le ve l 3 3. P ra ct ic eSu pp or tiv e Sy st em s, Pr og ra m s, a nd Bu dg et s Ag en cy R &D Th e ag en cy d oe s no t e ng ag e in ap pl ie d R &D o f s uc h pr ac tic es Th e ag en cy o cc as io na lly u nd er ta ke s ap pl ie d R &D o f s uc h pr ac tic es th at m ay s ol ve a pr ob le m o f c on ce rn th at o th er s ha ve n ot ad eq ua te ly a dd re ss ed Th e ag en cy h as a n ac tiv e in -h ou se a nd / or c on tra ct a pp lie d R &D p ro gr am o f pr ac tic es fo cu se d on p rio rit y pr ob le m s of co nc er n th at h av e no t b ee n ad eq ua te ly ad dr es se d Ag en cy P ilo t T es tin g Th e ag en cy ra re ly u nd er ta ke s pi lo t t es tin g of in no va tiv e pr ac tic es Th e ag en cy o cc as io na lly u nd er ta ke s pi lo t te st in g of p ra ct ic es th at m ay s ol ve a p ro bl em of c on ce rn th at o th er s ha ve n ot a de qu at el y ad dr es se d Th e ag en cy re gu la rly d oe s pi lo t te st in g of p ra ct ic es fo cu se d on p rio rit y pr ob le m s of c on ce rn th at h av e no t b ee n ad eq ua te ly a dd re ss ed In st itu tio na l K no w le dg e M an ag em en t S ys te m Th er e is n o fo rm al s ys te m fo r sh ar in g or c om pi lin g te ch ni ca l kn ow le dg e re la te d to th es e pr ac tic es , w hi ch re si de s am on g th e ex pe rie nc e of in di vi du al s Ke y st af f m ai nt ai n th ei r o w n in di vi du al sy st em s fo r c om pi lin g, u pd at in g, a nd ac ce ss in g in fo rm at io n sp ec ifi c to th es e pr ac tic es a nd s ha re th is te ch ni ca l k no w le dg e in fo rm al ly o r o n an a sne ed ed b as is An a ge nc yw id e kn ow le dg e m an ag em en t s ys te m is u se d to c om pi le , up da te , a nd a cc es s sp ec ifi c in fo rm at io n on th es e pr ac tic es Ac ce ss to F un di ng Ac ce ss to fu nd in g in s up po rt of su ch p ra ct ic es is a d ho c an d illde fin ed in th e ab se nc e of a ny es ta bl is he d bu dg et ar y pr oc es s or pr og ra m g ea re d to w ar d fu nd in g th is ty pe o f i nn ov at io n Al th ou gh th er e is n o es ta bl is he d bu dg et ar y pr oc es s or p ro gr am g ea re d to w ar d fu nd in g th is ty pe o f p ra ct ic e, th er e ar e re co gn iz ed op po rtu ni tie s to m ak e th e ca se a s a "s pe ci al pr oj ec t" ou ts id e of re gu la r p ro ce ss es Th e op po rtu ni ty fo r m ak in g th e ca se fo r su ch p ra ct ic es is th ro ug h es ta bl is he d bu dg et ar y an d pr og ra m p ro ce ss es th at en co ur ag e in no va tio n ad vo ca te s to co m pe te fo r f un di ng As si st an ce fr om S up po rt Fu nc tio ns : In fo rm at io n te ch no lo gy , h um an re so ur ce s, a nd p ro cu re m en t un its a nd s up po rti ng s ys te m s G ai ni ng a ss is ta nc e in th e fo rm of a dm in is tra tiv e an d te ch ni ca l su pp or t, pa rti cu la rly fo r n ew in iti at ive s, c an b e ar du ou s to ac hi ev e G ai ni ng a ss is ta nc e in th e fo rm o f ad m in is tra tiv e an d te ch ni ca l s up po rt re qu ire s pa tie nc e an d pe rs is te nc e, p ar tic ul ar ly fo r n ew in iti at ive s, b ut is ty pi ca lly a ch ie va bl e G ai ni ng a ss is ta nc e in th e fo rm o f ad m in is tra tiv e an d te ch ni ca l s up po rt is re ad ily a ch ie va bl e, e ve n fo r n ew in iti at ive s Av ai la bi lit y of F ac ilit ie s, Eq ui pm en t, an d Te st S ite s Th er e is in su ffi ci en t c ap ac ity in fa ci lit ie s, e qu ip m en t, an d te st si te s av ai la bl e w ith in th e ag en cy or a cc es si bl e th ro ug h ou ts ou rc in g to u nd er ta ke s uc h pr ac tic e Th e ca pa ci ty in fa ci lit ie s, e qu ip m en t, an d te st s ite s av ai la bl e w ith in th e ag en cy o r ac ce ss ib le th ro ug h ou ts ou rc in g to u nd er ta ke su ch p ra ct ic e is b ar el y su ffi ci en t, bu t c an b e ex pe ct ed to in cr ea se w ith th e ad va nc em en t of th e in no va tio n Th er e is s uf fic ie nt c ap ac ity in fa ci lit ie s, eq ui pm en t, an d te st s ite s av ai la bl e w ith in th e ag en cy o r a cc es si bl e th ro ug h ou ts ou rc in g to u nd er ta ke s uc h pr ac tic e Ta b le 1 7. Read the entire page →
From page 77... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 77 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Le ve l 1 Le ve l 2 Le ve l 3 4. In no va tio nFr ie nd ly C ul tu re a nd O rg an iz at io n Le ad er sh ip S up po rt; C ol la bo ra tio n an d Te am wo rk ; R ec ep tiv ity to N ew Id ea s; De di ca tio n to Co nt in uo us Im pr ov em en t La rg el y ab se nt Pr es en t i n th e or ga ni za tio n un its in vo lve d in th is ty pe o f P M R p ra ct ic e Pe rv as ive th ro ug ho ut th e ag en cy Su pp or t f ro m In te rn al P ar tn er s: As n ee de d to a dv an ce s uc h em er gi ng P M R p ra ct ic e Th er e is litt le o r n o in te re st fr om sis te r u ni ts w ith in th e ag en cy w ho se p ar tic ip at io n in a dv an cin g th is pr ac tic e is es se nt ia l Th er e is s om e le ve l o f i nt er es t a nd a bi lit y to p ro vi de s up po rt in a dv an ci ng th is P M R pr ac tic e fro m e ss en tia l s is te r u ni ts , t ho ug h no t t o th e sa m e de gr ee a s th e le ad u ni t Th er e is p ro ac tiv e, e nt hu si as tic in te re st an d su pp or t f ro m s is te r u ni ts a nx io us to pa rtn er in a dv an ci ng th is P M R p ra ct ic e O rg an iz at io na l B ar rie rs Th er e is o ne o r m or e ba rri er w ith in th e or ga ni za tio n to ad va nc in g th is P M R p ra ct ic e, w hi ch is u nl ike ly to b e ov er co m e Th er e is o ne o r m or e ba rri er w ith in th is or ga ni za tio n to a dv an ci ng th is P M R p ra ct ic e, w hi ch v er y lik el y ca n be o ve rc om e Th er e ar e no b ar rie rs w ith in th e or ga ni za tio n to a dv an ci ng th is P M R pr ac tic e R is k– R ew ar d R es po ns e R is k av er si on w ith re sp ec t t o th is PM R p ra ct ic e an d a ge ne ra l f ea r of fa ilu re w ill im pe de a bi lit y to ad va nc e it w ith in th e or ga ni za tio n Th er e is a w illi ng ne ss to a dv an ce th is P M R pr ac tic e an d ac ce pt th e po ss ib ilit y of fa ilu re be ca us e of le ad er sh ip s up po rt an d ac ce pt ed ris k m an ag em en t s tra te gi es Th e po te nt ia l o f f ai lu re is s ee n as a le ar ni ng e xp er ie nc e in cl ud in g by le ad er sh ip a nd th er e is n o he si ta nc y ab ou t a dv an ci ng th is P M R p ra ct ic e be ca us e ris ks a nd ri sk m an ag em en t a re w el l u nd er st oo d 5. Read the entire page →
From page 78... ... 78 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Le ve l 1 Le ve l 2 Le ve l 3 6. L eg al , R eg ul at or y, an d Po lic y Is su e M an ag em en t Li ab ilit y Is su es Id en tifi ed fo r t hi s PM R p ra ct ic e bu t n ot a de qu at el y ad dr es se d Id en tifi ed fo r t hi s PM R p ra ct ic e an d ad dr es se d in a m in im al ly a cc ep ta bl e m an ne r Fo rm al ly a dd re ss ed , i nc lu de d un de r ris k as se ss m en t, an d lia bi lit y pr ot ec tio n m ea su re s de ve lo pe d fo r t hi s PM R pr ac tic e In te lle ct ua l P ro pe rty Is su es Id en tifi ed fo r t hi s PM R p ra ct ic e bu t n ot a de qu at el y ad dr es se d Id en tifi ed fo r t hi s PM R p ra ct ic e an d ad dr es se d in a m in im al ly a cc ep ta bl e m an ne r Fo rm al ly a dd re ss ed , i nc lu de d un de r ris k as se ss m en t, in te lle ct ua l p ro pe rty pa rtn er sh ip s av ai la bl e, a nd m ec ha ni sm s in p la ce to m an ag e th em fo r t hi s PM R pr ac tic e Le ga l a nd R eg ul at or y C ha lle ng es Id en tifi ed fo r t hi s PM R p ra ct ic e bu t n ot a de qu at el y ad dr es se d Id en tifi ed fo r t hi s PM R p ra ct ic e in a m in im al ly ac ce pt ab le m an ne r Fo rm al ly a dd re ss ed a nd a ny is su es re la te d to th is P M R p ra ct ic e ha ve b ee n re so lve d Po lic y Is su es Th er e ar e po te nt ia l p ol ic yle ve l co nfl ic ts re la te d to th is P M R pr ac tic e th at h av e be en id en tifi ed bu t n ot a dd re ss ed Th er e ar e no k no w n po lic yle ve l c on fli ct s re la te d to th is P M R p ra ct ic e Th er e ar e po lic ie s in p la ce w hi ch su pp or t a dv an ci ng th is P M R p ra ct ic e 7. Read the entire page →
From page 79... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 79 Required Actions Framework (RAF) The RAF lays out a highlevel action plan for advancing the emerging and innovative practices (the term "advancing" is used purposely as opposed to "implementation," since these efforts will include a testing and evaluation phase to confirm whether expectations are met and implemen tation should follow) Read the entire page →
From page 80... ... 80 Strategic Issues Facing Transportation are not available. As is likely in many cases, where the new practice would supplant an existing practice, it is important to consider the incremental benefits and costs (i.e., the change in costs and the change in benefits from existing practice) Read the entire page →
From page 81... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 81 Ta b le 1 8. Read the entire page →
From page 82... ... 82 Strategic Issues Facing Transportation From the twostep process (assessing capability using the CMF) and determining required action steps using the RAF, a go/nogo recommendation for advancing a specific practice would entail one of several possible actions: 1. Read the entire page →
From page 83... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 83 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 84... ... 84 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 85... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 85 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Su gg es te d Ac tio ns As se ss m en t o f A nt ic ip at ed Be ne fit s an d C os ts Ag en cy a nd e xt er na l b en efi ts an d co st s ar e qu an tifi ed a nd an al yz ed o n a life -c yc le b as is , an d in pu ts , o ut pu ts , a nd ou tc om es a re w el l d efi ne d Q ua nt ify th e be ne fit s an d co st s of th e PM R pr ac tic e  U til iz e pe rfo rm an ce d at a to q ua nt ify b en efi ts a nd c os ts in te rn al to th e ag en cy (e .g ., im pr ov ed a ss et p er fo rm an ce o r l ow er c ap ita l a nd li fe -c yc le c os ts ) Read the entire page →
From page 86... ... 86 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 87... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 87 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 88... ... 88 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Su gg es te d Ac tio ns As si st an ce fr om S up po rt Fu nc tio ns : In fo rm at io n Te ch no lo gy , hu m an re so ur ce s, a nd pr oc ur em en t u ni ts a nd su pp or tin g sy st em s G ai ni ng a ss is ta nc e in th e fo rm of a dm in is tra tiv e an d te ch ni ca l su pp or t i s re ad ily a ch ie va bl e, ev en fo r n ew in iti at ive s En su re c oo pe ra tio n fro m s up po rt fu nc tio ns re qu ire d to a dv an ce th e pr ac tic e  I de nt ify in te rfa ce s w ith s up po rt fu nc tio na l u ni ts a nd a pp ro pr ia te s ys te m s re la te d to ad va nc in g th e PM R p ra ct ic e  I de nt ify o rg an iz at io na l b ar rie rs re la te d to c oo pe ra tio n fro m th es e su pp or t f un ct io ns a nd sy st em s, c on si de rin g pr ac tit io ne r s ta ff en ga ge m en t, an d so lic it id ea s fo r i m pr ov em en t  C re at e an a ct io n pl an fo r a dd re ss in g id en tifi ed b ar rie rs , r ec og ni zi ng th at s om e ba rri er s m ay b e a pr od uc t o f l on gs ta nd in g in st itu tio na l i ss ue s th at re qu ire s ig ni fic an t l ea de rs hi p in ve st m en t t o re so lve (s ee O rg an iz at io na l B ar rie rs b el ow ) Read the entire page →
From page 89... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 89 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 90... ... 90 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 91... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 91 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 92... ... 92 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Su gg es te d Ac tio ns Le ga l a nd R eg ul at or y C ha lle ng es Fo rm al ly a dd re ss ed a nd a ny is su es re la te d to th is p ra ct ic e ha ve b ee n re so lve d Id en tif y ot he r l eg al a nd re gu la to ry is su es re la te d to th e em er gi ng P M R pr ac tic e an d ad dr es s as a pp ro pr ia te  I de nt ify o th er le ga l a nd re gu la to ry c ha lle ng es (o th er th an li ab ilit y an d in te lle ct ua l p ro pe rty ) Read the entire page →
From page 93... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 93 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 94... ... 94 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 95... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 95 Fostering Emerging/Innovative Practices within the Organization The previous section focused on a practitioneroriented assessment of the capabilities and actions required to decide on whether and how to advance a particular emerging PMR practice using the CMF and the RAF. There is another somewhat less specific capability assessment that can be done at either the agencywide level or for a single organizational unit that assesses the capability to foster such practice in general. Read the entire page →
From page 96... ... 96 Strategic Issues Facing Transportation How Is the Assessment Conducted? The assessment process is the same as for the emerging/innovative PMR Practice CMF, except that the evaluation is simplified by assessing capability in terms of the seven CSFs at high levels rather than examining their respective components. Read the entire page →
From page 97... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 97 Cr iti ca l S uc ce ss Fa ct or Le ve l 1 Le ve l 2 Le ve l 3 1. Read the entire page →
From page 98... ... 98 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Le ve l 1 Le ve l 2 Le ve l 3 3. P ra ct ic eSu pp or tiv e Sy st em s, Pr og ra m s, a nd Bu dg et s • Ag en cy la ck s ro bu st , s up po rti ve s ys te m s an d pr og ra m s to fo st er in no va tiv e pr ac tic es , in cl ud in g pa rti ci pa tio n in a pp lie d re se ar ch an d de ve lo pm en t, pi lo t t es tin g, k no w le dg e m an ag em en t, an d ab ilit y to re ad ily a cc es s fa ci lit ie s, e qu ip m en t, or te st s ite s as so ci at ed w ith th e pr ac tic e • Ac ce ss to fu nd in g fo r p ra ct ic e is a d ho c an d illde fin ed a nd la ck s an e st ab lis he d bu dg et ar y pr oc es s or p ro gr am • Ad m in is tra tiv e an d te ch ni ca l s up po rt fo r n ew in iti at ive s an d in no va tiv e pr ac tic es is n ot re ad ily av ai la bl e • Ag en cy h as id en tifi ed th e ne ed fo r a nd is at te m pt in g to d ev el op s up po rti ve s ys te m s an d pr og ra m s to fo st er in no va tiv e pr ac tic es (e .g ., ap pl ie d re se ar ch a nd d ev el op m en t, pi lo t t es tin g, kn ow le dg e m an ag em en t, et c. Read the entire page →
From page 99... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 99 Cr iti ca l S uc ce ss Fa ct or Le ve l 1 Le ve l 2 Le ve l 3 5. In no va tio nSu pp or tiv e St af f • Ac qu is iti on o f n ew k no w le dg e is ty pi ca lly th e re su lt of m od es t, in cr em en ta l i m pr ov em en t t o ex is tin g pr ac tic e • Su pp or t f or c on tin uo us e du ca tio n an d tra in in g th at m ig ht s tim ul at e in te re st in in no va tiv e pr ac tic es is s ev er el y lim ite d or u na va ila bl e • St af f c ap ac ity a nd te ch ni ca l e xp er tis e is st re tc he d th in , a nd c om m itt ed to s up po rti ng ex is tin g pr og ra m s us in g cu rre nt p ra ct ic es , w ith li ttl e or n o tim e to in ve st in le ad in g ed ge / in no va tiv e pr ac tic es • R ec ru itm en t a nd re te nt io n de ci si on s ar e ba se d on c an di da te s' pr of es si on al k no w le dg e re la te d to e xi st in g pr ac tic es ra th er th an a re as th at m ay su pp or t i nn ov at ive p ra ct ic es • So m e, b ut n ot a ll ke y st af f, pr oa ct ive ly s ee k op po rtu ni tie s to a cq ui re a nd in co rp or at e ne w kn ow le dg e th at c an s ig ni fic an tly im pr ov e ex is tin g pr ac tic e • C on tin uo us e du ca tio n an d tra in in g op po rtu ni tie s to fo st er in no va tiv e pr ac tic es h av e be en id en tifi ed , b ut li m ite d re so ur ce s ca n m ak e it di ffi cu lt to a cc es s th em • St af f c ap ac ity a nd te ch ni ca l e xp er tis e ne ed ed to s up po rt in no va tiv e pr ac tic es , e ith er in -h ou se or a cc es si bl e th ro ug h ou ts ou rc in g, a re id en tifi ed an d ad dr es se d in a n ad h oc m an ne r • N ew h ire s po ss es si ng s ki lls a nd in te re st in le ad in g ed ge p ra ct ic es a nd a pp ly in g in no va tio n ar e of te n pr io rit iz ed b ut m ay b e di ffi cu lt to re cr ui t • St af f a re e xp ec te d to , a nd th e m aj or ity d o, pr oa ct ive ly s ee k op po rtu ni tie s to a cc es s ne w kn ow le dg e th at c an a dv an ce e xi st in g pr ac tic e to w ar d th e le ad in g ed ge • C on tin uo us e du ca tio n an d tra in in g op po rtu ni tie s to fo st er in no va tio n ar e tre at ed a s hi gh p rio rit ie s an d re ad ily a cc es si bl e to s ta ff • Su ffi ci en t s ta ff ca pa ci ty a nd te ch ni ca l e xp er tis e to s up po rt in no va tiv e pr ac tic es c an g en er al ly be a ss em bl ed , e ith er in -h ou se o r t hr ou gh ou ts ou rc in g or p ar tn er in g • Ag en cy p ro ac tiv el y se ek s an d cu lti va te s st af f th at p os se ss th e de si re a nd k no w le dg e to a pp ly le ad in g ed ge /in no va tiv e pr ac tic es to th ei r r ol es an d re sp on si bi lit ie s; a ge nc y's re pu ta tio n as an in no va tiv e in st itu tio n he lp s to a ttr ac t t he se in di vi du al s 6. Read the entire page →
From page 100... ... 100 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Le ve l 1 Le ve l 2 Le ve l 3 7. Read the entire page →
From page 101... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 101 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt s Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 102... ... 102 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt s Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 103... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 103 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt s Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 104... ... 104 Strategic Issues Facing Transportation Cr iti ca l S uc ce ss Fa ct or Co m po ne nt s Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →
From page 105... ... Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices 105 Cr iti ca l S uc ce ss Fa ct or Co m po ne nt s Po te nt ia l T ar ge t ( Le ve l 3 ) Read the entire page →

From page 59...

... 59 C H A P T E R 6 Capability Maturity Evaluation and Approaches to Implementing Emerging PMR Practices To overcome the potential risks and challenges associated with emerging PMR practice devel opment and implementation, significant changes in how agencies do business is required to direct agencies' capabilities toward encouraging, developing, and implementing these practices. Most agencies appear to face similar potential risks and challenges.