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Pages 1-8

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From page 1...
... The evolving process in the collection and use of data, tools, and resources and the resulting necessary agency structure, personnel, and skills development to facilitate these changes are emerging, complex considerations with no preexisting standards. Transportation agencies are beginning to understand the importance and value that the integration of performance, risk, and asset management can provide, but there remains a lack of experience within the industry to achieve this.
From page 2...
... Although agencies are at varying stages of initial development of the culture and framework needed to integrate performance, risk, and asset management, the study team consistently observed that agencies recognized the effort as a modern requirement to outfitting an increasingly complex and sophisticated transportation system with the tools and framework to maintain existing operations while growing to meet future demand. The development of the guidance in this report used a range of direct engagement events with transportation agencies to ensure the framework of integrated management could be used by any agency, regardless of its level of experience with regard to integrating these three management disciplines.
From page 3...
... However, there are two core components that are required for effective integrated management and that make this effort a unique journey for each agency: • The synergistic value in integrated performance, risk, and asset management is limited by the individual development of each management practice. Although many agencies are reaching an appropriate level of maturity in asset management, as a result of the development of the federally mandated TAMP, for many, operative performance indicators are still under development.
From page 4...
... Integration Maturity Assessment Regardless of the level of integrated management taking place, a transportation agency can benefit from a maturity self-assessment. The guidance details maturity levels for each focus area.
From page 5...
... This is the cause for a focus on agency culture requirements to enable integration, mainly, the development of a culture that exhibits cross-agency cooperation, collaboration, and Figure S-2. Integration maturity levels.
From page 6...
... ; • The need to modify or change agency culture to drive a more cooperative, team-oriented working process across departments or functions and enable integrated management efforts; • The value of comprehensive data governance. See NCHRP Research Report 952 for comprehensive guidance on managing modern data "with the goal of organization-wide change" (Pecheux et al.
From page 7...
... e structural and procedural changes illuminated inconsistencies within standards and data sets for sta, who raised them with management. Successful Integration At the time of this research, most of the successful integration observed was only between performance and asset management (i.e., risk management was not included)
From page 8...
... will either unlock integration opportunities or be the chief inhibitors of integration success. As dened in the maturity assessment, a fully deployed, understood, and successful integration of performance, risk, and asset management requires a commitment to continuous improvement.


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