Integrating Effective Transportation Performance, Risk, and Asset Management Practices (2022) / Chapter Skim
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Pages 25-33
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From page 25... ...
All of this should be stored in a centralized location under the supervision of a designated coordinator. Principles for Data Governance In recognizing the critical role data play in performance, risk, and asset management, the AASHTO Standing Committee on Planning established the following core data principles: • Data are valuable.
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From page 26... ...
Sample data governance map. Recommended Software and Tools ✓ Bridge management ✓ Pavement management ✓ Asset management ✓ Project prioritization ✓ Reporting ✓ Spreadsheet and utility tools ✓ High-level language ✓ Geographic information ✓ Business intelligence and dashboarding
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From page 27... ...
. • Generate annual work programs for investment planning and system optimization strategies and provide map and visual access to all their data.
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However, these programs tend to perform less effectively for larger data sets and more complex operations, owing to memory limitations, relatively slow performance, and lack of flexibility. Additionally, these programs cannot be easily used for programmatic or geospatial analyses, which are often needed to support asset and performance management practices.
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From page 29... ...
, how well the software scales for various deployment levels, and the overall cost of the software, as well as how it might support the broader vision of integration. Data Implementation To support an integrated management approach, it is often necessary to acquire, manage, analyze, and visualize large amounts of data related to asset condition and location, financial planning, risk probability and impact, and more.
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From page 30... ...
Often, these targets are set using inventory data, performance models, and software packages that are not fully understood or explicable by agency staff, perhaps because they are off-the-shelf packages, because they are based on national data sets and parameters, or because the agencies lack the skill sets to manage the tools and have outsourced the task to consultants. In that environment, the data and software themselves become risks.
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From page 31... ...
. Additionally, ongoing research that is investigating tools, methods, and guidance for managing emerging transportation data and technologies and leveraging them for advanced agency decision-making is taking place under NCHRP Project 08-119, "Data Integration, Sharing, and Management for Transportation Planning and Traffic Operations." NCHRP Project 08-116, "Framework for Managing Data from Emerging Transportation Technologies to Support Decision-Making," provides guidance to help agencies initiate a shift away from traditional data management practices to a practice that is more effective in handling modern big data sets from emerging technologies.
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From page 32... ...
Managed Agency data and software processes are being transformed according to the defined roadmap, with new data and workload sharing becoming systematic and repeatable. A formal data governance structure is being established by using enterprise systems to minimize duplication of effort, improve efficiency of data collection, and increase availability of key data and software resources for agency staff across multiple departments.
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From page 33... ...
Examples of key data sources and information systems include the following: DDIRs with information about storm-related damage and other events that cause damage and disruption to the state's transportation system; Linear Reference System with roadway inventory and cross section data; VAMIS and the legacy Pavement Management System and Bridge Management System for asset-level data and the asset inventory (location, condition, treatment history, and inspection reports) ; Construction Management System for things like project cost and schedule information; Managing Assets for Transportation Systems (MATS)
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