Integrating Effective Transportation Performance, Risk, and Asset Management Practices (2022) / Chapter Skim
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Pages 34-41
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From page 34... ...
Needs for recruitment and training may be a ected, and because institutional knowledge and experience may become essential for successful integration of performance, risk, and asset management, agencies should proactively consider strategic approaches to human capital needs. e personnel and skills needed for a successful integration of asset, performance, and risk management may include • Overall e ort managers in coordination with executive-level champions; • Data curators and system administrators for speci c asset data and work orders; • Data curators and system administrators for projects and investment management; • Web-based report producers, graphic artists, and data visualizers; and • Experts in communication with stakeholders, legislators, and the public, including through social media.
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From page 35... ...
. Data Science and Information Technology The following specific technical competencies may be necessary to maintain an integrated practice of performance, risk, and asset management.
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From page 36... ...
Exploring advanced and uncommon data sets can lead to improvements to common agency processes and novel solutions. Many agencies are utilizing unique and powerful data sets such as lidar and customer satisfaction surveys as well as emerging data sets such as data on connected and autonomous vehicles, data collected by insurance providers or cellular providers, and more.
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From page 37... ...
When this guidance was being tested with agencies across the country, training and, speci cally, a centralized training system that reaches across the organization, was one of the most common recent program improvements or expressed needs. Speci c skills to be trained may include the following: • New or updated standard operating procedures and business practices; • e use of newly acquired asset or work management systems; • e use of existing asset or work management systems whose use is expanding across the DOT; • e organizational knowledge base in agency vision, change management, collaborative culture, and so forth;
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From page 38... ...
to adopt the same performance measures as DOTs, and MPOs prioritize projects for federal funding in their Transportation Improvement Program. This makes them important partners in performance, risk, and asset management, as computation and modeling of performance metrics and data-driven project selection naturally fall to them from the DOT-level.
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From page 39... ...
That shared vision will bleed over to agency partners and training programs and expedite the speed and capacity of integrated management. This mindset is critical to achieving the benefits of integrated management and should set the stage well for how that is either supported or hindered by an agency's policy and agency structure.
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From page 40... ...
Skills required to implement technical processes related to data governance, IT, management, agency policy, and more are being defined, and talent acquisition and training programs are being developed. The agency has formally begun the evolution, though day-to-day operations are largely unaffected, apart from initial pilot efforts, and any staffing implications are highly tentative.
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From page 41... ...
Personnel and Skills 41 Integration in Practice , while techical Main Roads Western Australia (MRWA) well-rounded
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