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21st Century Operations Using 21st Century Technologies

Improving Transportation Systems Management and Operations – Capability Maturity Model Workshop White Paper – Culture

Appendix: Steps to Implement Common Implementation Plan Priority Actions for Culture Dimension

The steps listed below implement the most common priority actions identified by workshop participants when developing their implementation plans. Although the actions themselves are not stated, they generally address improvement in each of the culture elements. The steps for each action were developed by the workshop site core team, assisted by a template of facilitator-supplied suggested steps based on workshop outputs, and structured consistent with the basic CMM guidance presented in the AASHTO TSM&O Guidance.

Technical Understanding and Business Case

  1. Establish cross-discipline interagency working group to develop consensus business case based on performance data and define purpose, scope, and audience (internal and external) for business case
  2. Identify key audiences and “hot button” issues and promising media formats and communication strategies
  3. Review peer experience with business case development and FHWA/AASHTO/SHRP 2 materials regarding approach to identification and presentation of costs, benefits, payoffs, and expected outcomes; assess relative B/C compared to non-TSM&O alternatives
  4. Identify and select data and analytics, identify project-type targets, and identify full range of cost and benefit categories of interest (including monetary and nonmonetary) for TSM&O alternatives
  5. Develop both internal and external visions or “stories” of TSM&O benefits, leveraging past successes (specific strategy applications, projects, major events) and/or national best practice and research findings
  6. Look for opportunities to present materials at special events that attract TSM&O stakeholders


  1. Designate traffic engineers in DOT regions to serve as champions and advocates for TSM&O during the planning process; cultivate and involve these champions in TSM&O strategic planning and performance strategy
  2. Leverage current efforts (TIM Training and traffic incident management plans) to engage stakeholders

Outreach – Internal and External

  1. Develop a communications strategy to promote TSM&O program activities and achievements and to conduct internal and external TSM&O outreach by identifying and evaluating media outlets and dissemination opportunities, including marketing, branding, and terminology:
    • Develop materials to address different audiences such as engineering staffs, the public and political leaders
    • Develop guidance regarding the use of the materials so that they are focused on a local context when they are distributed
    • Include examples of the impacts it would have on the lives of the people in the area of the proposed TSM&O improvements
    • Discuss the impacts and implications of not making the improvements as well
  2. Identify and select case study opportunities to document success stories and support outreach materials
  3. Align agency public relations strategies with the TSM&O program and highlight the program’s importance, purpose, and successes
  4. Develop consistent talking points that support the program objectives and goals and provide a consistent level of traceability to specific TSM&O strategies and activities; incorporate performance outcomes to support the talking points and business case
  5. Identify opportunities to promote a TSM&O program, activities, and success stories via commission/board presentations, regional planning meetings, and other avenues; utilize consistent talking points to emphasize the TSM&O business case and message
  6. Bring additional stakeholders into TSM&O discussions to help promote the TSM&O program and objectives; emphasize collective benefits of TSM&O collaboration

Policy/Program Status/Authorities

  1. Using business case materials, present the notion of establishing TSM&O as a separate formal top-level agency program with its own mission, goals, top-level leadership, performance measures, and capital and operational budget
  2. Develop and present background materials designed to obtain legislative authorization for a greater range of TSM&O strategies (active traffic management, managed lanes) and increased State DOT authorities (incident management)
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