Integrating Effective Transportation Performance, Risk, and Asset Management Practices (2022) / Chapter Skim
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Pages 9-17
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From page 9... ...
As these individual management programs (performance management, risk management, and asset management) have become more ingrained in agency business processes, DOTs have begun to recognize the benefit of integrating these programs to streamline efforts and optimize accomplishments to achieve true portfolio management.
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From page 10... ...
It gives an overview of concepts of transportation asset management, describes methods for incorporating risk management into asset management, highlights existing data sets to support asset management, and notes performance measures and metrics as a cornerstone of asset management principles. NCHRP Report 632 was an early resource for highway agencies.
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From page 11... ...
The three central practices of asset, performance, and risk management are defined for the purposes of this guidance as follows: Asset management: The application of asset data and management strategies to manage the condition of infrastructure assets that are needed to provide safe and secure mobility on the transportation system. Performance management: A strategic approach to achieve desired performance goals using system information to make investment and policy decisions.
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From page 12... ...
Integration of these management principles also provides opportunities for discussion and collaboration with regional and local authorities. An agency culture that is healthy, collaborative, and cooperative is vital to integration maturity and to tearing down siloed work processes.
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From page 13... ...
Asset Management Asset management data are required to perform performance management. Tracking performance requires data collected through asset management (e.g., work orders and work accomplishments, inspections, and planned treatments)
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From page 14... ...
It can be approached in a variety of ways, such as: • Resource sharing, such as integrated data governance structures that allow for sharing data and data responsibilities across practices, combined or overlapping funding mechanisms, or staff resources that are intentionally linked between agency departments or divisions; • Agency policies that create common goals and leadership or accountability structures, injecting integration mechanisms directly into agency practice; and • An internal culture that promotes and rewards big-picture thinking, efficiency, inventiveness, and proactivity in the daily responsibilities of agency staff. All these achievements and others require intentional leadership through identified agency integration champions, political momentum, and vision/goal setting.
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From page 15... ...
Resource Requirements. Various types of resources are important to creating an integrated management approach and supporting it during and beyond the transition period.
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From page 16... ...
As agencies apply this maturity assessment to the five key focus areas of integrated performance, risk, and asset management, the output trends can be actionable and utilized in taking the first steps in developing a roadmap and action plan. The key observations from the development of this scale for each of the key focus areas should be considered by any agency and prioritized, if needed, as they are on the critical path of integrating management.
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From page 17... ...
The discussion of each of the five key focus areas in the following pages further details potential opportunities and challenges in improving integration maturity within each focus area. An agency's efforts to develop in all five of these key areas will afford it the opportunity to realize those key benefits in management integration as summarized in this section and detailed further in the remainder of this report.
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Key Terms
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