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

4. Relationships to Other Capability Dimensions

4.1 Synergy

All of the TSM&O dimensions are synergistic and therefore each one is an essential focus of improving capability. It was apparent from the workshops that Performance Measurement is integrated with the other CMM dimensions. As shown in Figure 4.1, Performance Measurement informs the other dimensions about how well their actions are succeeding or failing.

Figure 4.1 Graph. Key Synergisms between Performance Measurement and Other Dimensions

(Source: Cambridge Systematics, Inc. and Parsons Brinckerhoff.)

At the top level, outcome measures indicate the general health of agencies’ actions. Output measures identify specific actions that need to be modified. While this performance information is common to all dimensions, certain relationships have special characteristics:

• The Business Processes dimension is unique in that it should be used to define the Performance Measurement framework. This should be an ongoing process, not a single undertaking or a one-way link. Performance Measurement itself should evolve along with the other dimensions as more is learned about what types of measurement are needed.
• The Collaboration dimension is significant in that Performance Measurement needs to be consistent across departments and agencies. Collaboration is important to Performance Measurement in that it can “break down silos” of related but uncoordinated activities. Nowhere was this more important than in the State DOT/MPO relationship, where measures that support operations planning would benefit from close collaboration. Collaboration with emergency responders also is required to develop common performance measures in order to share data.

4.2 Span of Control

The workshops focused on middle management involved with TSM&O. This kind of staff is typically at the third or fourth level within a State DOT headquarters, second or third level in DOT districts/regions, and specialized staff in MPOs. These individuals have responsibility for visible functions such as TMC operations, incident management, or snow and ice control. Often because of their lack of formal authority, some of the more effective individuals are seen by their peers as “champions” whose influence is exerted through energy, experience, agency knowledge, and long-standing relationships.

Performance Measurement is an area that, in concept, is substantially within the span of control of middle management, with some resource support from upper management and in some cases, explicit encouragement. Output (activity) measures directly monitor the day-to-day activities of operations personnel, and thus can indicate where changes need to be made. An important challenge remains the coordination of outcome measures for organizations that have a stake in improving mobility performance, including planning and capital programs.