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21st Century Operations Using 21st Century Technologies

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

4. Relationships to Other Capability Dimensions

4.1 Synergy

As noted in Section 3.1, the synergies among the six TSM&O CMM dimensions are key defining characteristics of their critically. Each dimension is directly dependent on other specific dimensions to support improving capabilities. The three process dimensions are interdependent, but they, in turn, are also dependent on supportive institutional dimensions. In nine of 23 sites, systems and technologies were assessed in the lower two levels of the capability model, indicating that a focus on Systems and Technology needed to occur in order to advance operations. It was observed that the Systems and Technology dimension was central to the Business Processes dimension and planning documents such as the statewide architecture and ConOps associated with technology projects so there is a bidirectional arrow linking these dimensions. Links to the Organization and Staffing dimension were identified in the workshops due to the need for additional systems engineering and other technical training. Collaboration is another dimension highlighted in the workshops with strong linkages, with the need for coordination with many stakeholders a core element in the systems engineering process. These relationships are suggested in Figure 4.1.

Figure 4.1 Graph. Key Synergisms between Systems and Technology and Other Dimensions

Figure 4.1 is a circular graph with six points representing the six dimensions.

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

4.2 Span of Control

The CMM workshops were focused on middle managers involved with TSM&O. This staff is typically at the third or fourth level within State DOT central office, second or third level in State DOT districts/regions, and is specialized staff in MPOs. These individuals have responsibility for visible functions such as TMC operations, incident management, or snow and ice control. Despite 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.

These individuals appear to be well aware of Systems and Technology challenges and diligently work to increase the awareness of it in the agency as well as expand deployments; however, they may be limited in their span-of-control regarding staffing levels at TMC, expansion of freeway or arterial systems, and other budget heavy considerations. Nevertheless, in the workshops, participants were very conscious of the status of their systems and technologies even though their implementation plan task necessarily requires upper management buy-in and initiatives. It was generally agreed that action items could be implemented and generate substantive positive change for this dimension.

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