Advancing TSMO: Making the Business Case for Institutional, Organizational, and Procedural Changes
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Table of Contents
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The Need for Transportation Systems Management and Operations
The Need for Institutional, Organizational, and Procedural Changes
Purpose of the Guide
Overview of the Guide
Part I. Getting Started on Making the Business Case
Why Make the Business Case?
Business Case Formats
Who Should Make the Business Case?
Characteristics of an Effective Business Case
Part II. Preparing the Business Case for Institutional, Organization, and Procedural Changes
Preparing a Business Case
Business Case Organization
Seven Sections in an Effective Business Case
Part III. Agency Leadership Support for Key Institutional, Organizational, and Procedural Changes
The Role of Leadership
Tailoring the Business Case to Leadership
Understanding "Leadership Capital"
Leadership Actions to Support Institutional, Organizational Change
A Case Study of TSMO Leadership: Colorado Department of Transportation
Part IV. Tailoring the Business Case to Specific Audiences
The Elevator Speech
List of Figures
Figure 1. Graph. Benefits associated with Transportation Systems Management and Operations (TSMO) strategies.
Figure 2. Graph. Benefit-to-cost ratios of different road investments.
Figure 3. Photo. The Florida State Emergency Operations Center in Tallahassee.
Figure 4. Photo. Sample action matrix from the Michigan Department of Transportation's Transportation Systems Management and Operations (TSMO) Plan.
Figure 5. Graph. Comparison of the costs and benefits of Intelligent Transportation Systems (ITS) strategies.
Figure 6. Photo. Partial tabular presentation of ITS benefit/cost results from the tool for operations benefit/cost analysis.
Figure 7. Graph. The Four Building Blocks of Change Management from McKinsey & Company.
Figure 8. Graph. Schematic of the Colorado Department of Transportation (CDOT) Transportation Systems Management and Operations (TSMO) Evaluation.
List of Tables
Table 1. Business processes priority actions.
Table 2. Systems and technology priority actions.
Table 3. Performance measurement priority actions.
Table 4. Culture priority actions.
Table 5. Organization and staffing priority actions.
Table 6. Collaboration priority actions.
Table 7. External and internal payoffs of advancing institutional, organizational, and procedural capabilities.
Table 8. Needed resources.
Table 9. Key leadership actions related to institutional changes.
Table 10. Key leadership actions related to organizational changes.
Table 11. Key leadership actions related to procedural changes.