Practices for Improving the Coordination of Information Technology and Transportation Systems Management and Operations Resources: A Reference Document
Appendix C. Applicability of Identified Practices
This appendix provides a consolidated challenge matrix with the same information as the tables found in chapter 3. It also presents a reference matrix that is the companion of the challenge matrix. This matrix allows practitioners to identify the range of challenges that each practice can address.
C.1. Challenge Matrix
Table 11 provides a consolidated table with all the challenges and practices presented in this document. For familiar users, this may be a more convenient way to identify practices that address the identified challenges.
Table 11. TSMO and IT practices.
| Challenge Description |
ID |
Practice Description |
Section # |
| Culture: Lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Culture: Lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
Modify organizational structure. |
B.1.2 |
| Culture: Lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
Implement coordination policies. |
B.1.2 |
| Culture: Lack of IT staff availability when TSMO staff need IT support. |
Culture-2 |
Modify organizational structure. |
B.1.2 |
| Culture: Lack of IT staff availability when TSMO staff need IT support. |
Culture-2 |
Implement coordination policies. |
B.1.2 |
| Culture: Lack of IT staff availability when TSMO staff need IT support. |
Culture-2 |
Develop memorandum of understanding or intergovernmental agreement. |
B.1.2 |
| Culture: Lack of IT staff availability when TSMO staff need IT support. |
Culture-2 |
Mix TSMO staff and IT staff. |
B.2.2 |
| Culture: Lack of IT staff availability when TSMO staff need IT support. |
Culture-2 |
Outsource services. |
B.2.2 |
| Culture: Different staff backgrounds and roles leads to silos. |
Culture-3 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Culture: Different staff backgrounds and roles leads to silos. |
Culture-3 |
Modify organizational structure. |
B.1.2 |
| Culture: Different staff backgrounds and roles leads to silos. |
Culture-3 |
Implement coordination policies. |
B.1.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Modify organizational structure. |
B.1.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Implement coordination policies. |
B.1.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Develop Formal Agreement. |
B.1.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Mix TSMO staff and IT staff. |
B.2.2 |
| Culture: Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
Identify recruiting opportunities. |
B.2.2 |
| Resources: Funding sources for IT-TSMO projects are not well established. |
Resource-1 |
Coordinate TSMO and IT Strategic Plans. |
B.3.2 |
| Resources: Funding sources for IT-TSMO projects are not well established. |
Resource-1 |
Develop long-range IT-TSMO framework. |
B.3.2 |
| Resources: Recruiting and retaining IT staff is difficult with competition from private sector. |
Resource-2 |
Outsource services. |
B.2.2 |
| Resources: Training requirements and programs for TSMO and IT are not provided internally. |
Resource-3 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Resources: Use of private firms to provide services requires funding, oversight, and political approval. |
Resource-4 |
Outsource services. |
B.2.2 |
| Organization: TSMO is limited in its direct interaction with IT leadership given the hierarchical structure. |
Org-1 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Organization: TSMO is limited in its direct interaction with IT leadership given the hierarchical structure. |
Org-1 |
Modify organizational structure. |
B.1.2 |
| Organization: TSMO is limited in its direct interaction with IT leadership given the hierarchical structure. |
Org-1 |
Implement coordination policies. |
B.1.2 |
| Organization: There is a lack of clarity in defining the roles of DOT IT staff versus enterprise IT staff and associated IT ownership. |
Org-2 |
Modify organizational structure. |
B.1.2 |
| Organization: There is a lack of clarity in defining the roles of DOT IT staff versus enterprise IT staff and associated IT ownership. |
Org-2 |
Implement coordination policies. |
B.1.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Integrate IT staff within TSMO. |
B.1.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Modify organizational structure. |
B.1.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Implement coordination policies. |
B.1.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Develop Formal Agreement. |
B.1.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Mix TSMO and IT staffs. |
B.2.2 |
| Organization: IT capability varies across the State and is often weaker in rural areas. |
Org-3 |
Outsource services. |
B.2.2 |
| Organization: Approval processes are challenging for the unique environment and function of TSMO. |
Org-4 |
Implement coordination policies. |
B.1.2 |
| Organization: Approval processes are challenging for the unique environment and function of TSMO. |
Org-4 |
Form TSMO “approved product list.” |
B.4.2 |
| Organization: Approval processes are challenging for the unique environment and function of TSMO. |
Org-4 |
Adjust procurement process for TSMO. |
B.4.2 |
| Organization: Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate organizational unit. |
Org-5 |
Integrate IT staff within TSMO. |
B.1.2 |
| Organization: Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate organizational unit. |
Org-5 |
Implement coordination policies. |
B.1.2 |
| Organization: Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate organizational unit. |
Org-5 |
Develop Formal Agreement. |
B.1.2 |
| Organization: Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate organizational unit. |
Org-5 |
Mix TSMO and IT staffs. |
B.2.2 |
| Policy: TSMO design, procurement or operations are affected by legislation. |
Policy-1 |
Implement coordination policies. |
B.1.2 |
| Policy: TSMO design, procurement or operations are affected by legislation. |
Policy-1 |
Develop Formal Agreement. |
B.1.2 |
| Policy: TSMO design, procurement or operations are affected by legislation. |
Policy-1 |
Adjust procurement process for TSMO. |
B.4.2 |
| Policy: TSMO procurement processes can be affected by jurisdiction level IT procurement rules. |
Policy-2 |
Develop IT policies that support TSMO. |
B.3.2 |
| Policy: TSMO procurement processes can be affected by jurisdiction level IT procurement rules. |
Policy-2 |
Adjust procurement process for TSMO. |
B.4.2 |
| Planning: Strategic planning and governing mission, vision, and goals can differ between TSMO and IT. |
Planning-1 |
Coordinate TSMO and IT Strategic Plans. |
B.3.2 |
| Planning: Strategic planning and governing mission, vision, and goals can differ between TSMO and IT. |
Planning-1 |
Develop long-range IT-TSMO framework. |
B.3.2 |
| Planning: Programming and development of TSMO related IT projects do not align with traditional construction or IT. |
Planning-2 |
Develop IT policies that support TSMO. |
B.3.2 |
| Planning: Programming and development of TSMO related IT projects do not align with traditional construction or IT. |
Planning-2 |
Adjust procurement process for TSMO. |
B.4.2 |
| Planning: Programming and development of TSMO related IT projects do not align with traditional construction or IT. |
Planning-2 |
Establish IT-TSMO project review. |
B.4.2 |
| Planning: Business metrics and performance measures for TSMO are not integrated in IT unit’s management. |
Planning-3 |
Develop IT policies that support TSMO. |
B.3.2 |
| Procurement: Statewide procurement policies and procedures do not align with TSMO initiatives. |
Procure-1 |
Form TSMO “approved product list.” |
B.4.2 |
| Procurement: Statewide procurement policies and procedures do not align with TSMO initiatives. |
Procure-1 |
Adjust procurement process for TSMO. |
B.4.2 |
| Procurement: Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
Develop Formal Agreement. |
B.4.2 |
| Procurement: Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
Develop IT policies that support TSMO. |
B.4.2 |
| Procurement: Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
Form TSMO “approved product list.” |
B.4.2 |
| Procurement: Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
Adjust procurement process for TSMO. |
B.4.2 |
| Procurement: Business needs for TSMO require both legacy and emerging systems. |
Procure-3 |
Develop long-range IT-TSMO framework. |
B.4.2 |
| Procurement: Business needs for TSMO require both legacy and emerging systems. |
Procure-3 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Procurement: Lack of pre-approved IT-TSMO equipment/services can slow efforts. |
Procure-4 |
Form TSMO “approved product list.” |
B.4.2 |
| Procurement: Lack of pre-approved IT-TSMO equipment/services can slow efforts. |
Procure-4 |
Adjust procurement process for TSMO. |
B.4.2 |
| Technology: Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
Develop long-range IT-TSMO framework. |
B.3.2 |
| Technology: Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Technology: Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
Establish IT-TSMO project review. |
B.4.2 |
| Technology: Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
Establish necessary decisions support systems. |
B.5.2 |
| Technology: Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
Create a data governance and management plan. |
B.5.2 |
| Technology: Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
Develop long-range IT-TSMO framework. |
B.3.2 |
| Technology: Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
Establish IT-TSMO project review. |
B.4.2 |
| Technology: Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
Create a data governance and management plan. |
B.5.2 |
| Technology: Complications with interoperability between agencies and partners. |
Tech-3 |
Develop Formal Agreement. |
B.1.2 |
| Technology: Complications with interoperability between agencies and partners. |
Tech-3 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Technology: Complications with interoperability between agencies and partners. |
Tech-3 |
Establish IT-TSMO project review. |
B.4.2 |
| Technology: Complications with interoperability between agencies and partners. |
Tech-3 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Technology: Complications with interoperability between agencies and partners. |
Tech-3 |
Define and coordinate data sharing and access agreements. |
B.5.2 |
| Technology: Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
Develop long-range IT-TSMO framework. |
B.3.2 |
| Technology: Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
Develop IT policies that support TSMO. |
B.3.2 |
| Technology: Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Technology: Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
Define and coordinate data sharing and access agreements. |
B.5.2 |
| Technology: Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
Create a data governance and management plan. |
B.5.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Develop IT policies that support TSMO. |
B.3.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Adjust procurement process for TSMO. |
B.4.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Establish IT-TSMO project review. |
B.4.2 |
| Technology: Emerging technology in connected and autonomous vehicle (CAV) and Smart Cities requires significant IT resources. |
Tech-5 |
Create a data governance and management plan. |
B.5.2 |
| Technology: TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Technology: TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
Develop IT policies that support TSMO. |
B.3.2 |
| Technology: TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Technology: TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
Establish IT-TSMO project review. |
B.4.2 |
| Technology: TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Technology: Designing complex ITS requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
Integrate IT staff within TSMO unit. |
B.1.2 |
| Technology: Designing complex ITS requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Technology: Designing complex ITS requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
Establish IT-TSMO project review. |
B.4.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Integrate IT staff within the TSMO. |
B.1.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Implement coordination policies. |
B.1.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Outsource services. |
B.2.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Define and coordinate data sharing and access agreements. |
B.5.2 |
| Risk: Cybersecurity vulnerabilities. |
Risk-1 |
Create a data governance and management plan. |
B.5.2 |
| Risk: Lack of robust data governance rules. |
Risk-2 |
Develop Formal Agreement. |
B.1.2 |
| Risk: Lack of robust data governance rules. |
Risk-2 |
Define and coordinate data sharing and access agreements. |
B.5.2 |
| Risk: Lack of robust data governance rules. |
Risk-2 |
Create a data governance and management plan. |
B.5.2 |
| Risk: Increased sharing of information with third party can increase security risks. |
Risk-3 |
Develop Formal Agreement. |
B.1.2 |
| Risk: Increased sharing of information with third party can increase security risks. |
Risk-3 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Risk: Increased sharing of information with third party can increase security risks. |
Risk-3 |
Define and coordinate data sharing and access agreements. |
B.5.2 |
| Risk: Increased sharing of information with third party can increase security risks. |
Risk-3 |
Create a data governance and management plan. |
B.5.2 |
| Risk: Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
Develop IT policies that support TSMO. |
B.3.2 |
| Risk: Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
Incorporate IT staff in systems engineering process. |
B.4.2 |
| Risk: Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
Develop an integrated security system with IT staff. |
B.5.2 |
| Risk: Automated data sets and analyses can mask reliability issues. |
Risk-5 |
Mix TSMO staff and IT staff. |
B.2.2 |
| Risk: Automated data sets and analyses can mask reliability issues. |
Risk-5 |
Establish necessary decisions support systems |
B.5.2 |
| Risk: Automated data sets and analyses can mask reliability issues. |
Risk-5 |
Create a data governance and management plan. |
B.5.2 |
| Risk: Field equipment is susceptible to physical damages. |
Risk 6 |
Form TSMO “approved product list.” |
B.4.2 |
In addition to the specific practices presented in the challenge matrix, there are a set of 10 general practices that can also be applied to multiple challenges. The general practices that can be applied to each of the challenge categories are presented below.
General Practices Beneficial to Cultural Challenges:
- Improve Communication.
- Clarify Roles and Responsibilities.
- Establish Staffing Needs.
General Practices Beneficial to Staff and Financial Challenges:
- Clarify Roles and Responsibilities.
- Establish Staffing Needs.
- Provide Staff Training.
- Allocate Budgets and Resources Based on Historical Data.
- Establish and Maintain Systems to Manage TSMO and IT Devices and Assets.
- Develop Lifecycle Cost Model.
General Practices Beneficial to Organizational Structure Challenges:
- Clarify Roles and Responsibilities.
- Establish Staffing Needs.
- Allocate Budgets and Resources Based on Historical Data.
General Practices Beneficial to Strategic Planning Challenges:
- Allocate Budgets and Resources Based on Historical Data.
- Establish and Maintain Systems to Manage TSMO and IT Devices and Assets.
- Involve IT Personnel in Project Delivery Teams.
General Practices Beneficial to Procurement Challenges:
- Improve Communication.
- Clarify Roles and Responsibilities.
- Establish and Maintain Systems to Manage TSMO and IT Devices and Assets.
- Develop Lifecycle Cost Model.
General Practices Beneficial to Systems and Technology Challenges:
- Improve Communication.
- Establish and Maintain Systems to Manage TSMO and IT Devices and Assets.
- Involve IT Personnel in Project Delivery Teams.
- Maintain an ITS Architecture.
- Improve Data Communications Infrastructure.
General Practices Beneficial to Risk and Security Challenges:
- Improve Communication.
- Establish and Maintain Systems to Manage TSMO and IT Devices and Assets.
- Involve IT Personnel in Project Delivery Teams.
- Improve Data Communications Infrastructure.
C.2. Identified Practice Application Matrix
The following matrix presents the full set of practices described in chapter 6 and the associated challenges that each can address. In the matrix, the section number refers to where the description of the practice can be found in this report. The ID refers to the identification assigned to each challenge. A description of the challenges can be found in chapter 5.
Table 12. TSMO and information technology practices and the challenges they address.
| Category |
Practice Description |
Section # |
Challenge Description |
ID |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
There may be a lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Different staff backgrounds and roles leads to silos. |
Culture-3 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Training requirements and programs for TSMO and IT are not provided internally. |
Resource-3 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Organizational structure varies across the State and is often weaker in rural areas. |
Org-3 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate agency. |
Org-5 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Emerging technology in CAV and Smart Cities requires significant IT resources. |
Tech-5 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Designing complex intelligent transportation systems requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
| Collaboration |
Integrate IT (staff) within TSMO unit |
B.1.2 |
Cybersecurity vulnerabilities |
Risk-1 |
| Collaboration |
Modify organizational structure |
B.1.2 |
There may be a lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
| Collaboration |
Modify organizational structure |
B.1.2 |
TSMO’s IT needs are not always project-based but require 24/7 availability. |
Culture-2 |
| Collaboration |
Modify organizational structure |
B.1.2 |
Different staff backgrounds and roles leads to silos. |
Culture-3 |
| Collaboration |
Modify organizational structure |
B.1.2 |
Shared resources and references for IT-TSMO needs are scarce. |
Culture-4 |
| Collaboration |
Modify organizational structure |
B.1.2 |
TSMO is limited in its direct interaction with IT leadership given the hierarchical structure. |
Org-1 |
| Collaboration |
Modify organizational structure |
B.1.2 |
There is a lack of clarity in defining the roles of DOT IT staff versus enterprise IT staff and associated IT ownership. |
Org-2 |
| Collaboration |
Modify organizational structure |
B.1.2 |
Organizational structure varies across the State and is often weaker in rural areas. |
Org-3 |
| Collaboration |
Implement coordination policies |
B.1.2 |
There may be a lack of mutual understanding between TSMO staff and IT staff. |
Culture-1 |
| Collaboration |
Implement coordination policies |
B.1.2 |
TSMO’s IT needs are not always project-based but require 24/7 availability. |
Culture-2 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Different staff backgrounds and roles leads to silos. |
Culture-3 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Shared resources and references for IT-TSMO needs are scarce. |
Culture-4 |
| Collaboration |
Implement coordination policies |
B.1.2 |
There is a lack of clarity in defining the roles of DOT IT staff versus enterprise IT staff and associated IT ownership. |
Org-2 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Organizational structure varies across the State and is often weaker in rural areas. |
Org-3 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Approval process is challenging for the unique environment and function of TSMO. |
Org-4 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate agency. |
Org-5 |
| Collaboration |
Implement coordination policies |
B.1.2 |
TSMO design, procurement or operations are affected by policy |
Policy-1 |
| Collaboration |
Implement coordination policies |
B.1.2 |
Cybersecurity vulnerabilities |
Risk-1 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
TSMO’s IT needs are not always project-based but require 24/7 availability. |
Culture-2 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Shared resources and references for TSMO related IT needs are scarce. |
Culture-4 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Organizational structure varies across the State and is often weaker in rural areas. |
Org-3 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate agency. |
Org-5 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
TSMO design, procurement or operations are affected by policy |
Policy-1 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Complications with interoperability between agencies and partners. |
Tech-3 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Lack of robust data governance rules and scope. |
Risk-2 |
| Collaboration |
Develop a memorandum of understanding or intergovernmental agreement |
B.1.2 |
Increased sharing of information with third party can increase security risks. |
Risk-3 |
| Staffing |
Mix TSMO staff and IT staff |
B.2.2 |
TSMO’s IT needs are not always project-based but require 24/7 availability. |
Culture-2 |
| Staffing |
Mix TSMO staff and IT staff |
B.2.2 |
Shared resources and references for IT-TSMO needs are scarce. |
Culture-4 |
| Staffing |
Mix TSMO staff and IT staff |
B.2.2 |
Organizational structure varies across the State and is often weaker in rural areas. |
Org-3 |
| Staffing |
Mix TSMO staff and IT staff |
B.2.2 |
Meeting expectations and needs can be challenging when operating key business (IT) resources is the responsibility of a separate agency. |
Org-5 |
| Staffing |
Mix TSMO staff and IT staff |
B.2.2 |
Automated data sets and analyses can mask reliability issues. |
Risk-5 |
| Staffing |
Outsource services |
B.2.2 |
TSMO’s IT needs are not always project-based but require 24/7 availability. |
Culture-2 |
| Staffing |
Outsource services |
B.2.2 |
Recruiting and retaining IT staff is difficult with competition from private sector. |
Resource-2 |
| Staffing |
Outsource services |
B.2.2 |
Use of private firms to provide services requires funding, oversight, and political approval. |
Resource-4 |
| Staffing |
Outsource services |
B.2.2 |
Organizational structure varies across the State is and often weaker in rural areas. |
Org-3 |
| Staffing |
Outsource services |
B.2.2 |
Differing approaches for use of external services. |
Procure-5 |
| Staffing |
Outsource services |
B.2.2 |
Cybersecurity vulnerabilities |
Risk-2 |
| Staffing |
Identify recruiting opportunities |
B.2.2 |
Recruiting and retaining IT staff is difficult with competition from private sector. |
Resource-2 |
| Planning/Programming |
Coordinate TSMO and IT Strategic Plans |
B.3.2 |
Funding sources for TSMO related IT projects are not well established. |
Resource-1 |
| Planning/Programming |
Coordinate TSMO and IT Strategic Plans |
B.3.2 |
Strategic planning and governing mission, vision, and goals can differ between TSMO and IT. |
Planning-1 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Funding sources for IT-TSMO projects are not well established. |
Resource-1 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Strategic planning and governing mission, vision, and goals can differ between TSMO and IT. |
Planning-1 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Business needs for TSMO require both legacy and emerging systems. |
Procure-3 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
| Planning/Programming |
Develop long-range IT-TSMO framework |
B.3.2 |
Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
TSMO procurement processes can be affected by jurisdiction level IT procurement rules. |
Policy-2 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Programming and development of IT-TSMO projects does not align with traditional construction or IT. |
Planning-2 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Business metrics and performance measures for TSMO are not integrated in IT unit’s management. |
Planning-3 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Differing approaches for use of external services. |
Procure-5 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-6 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Emerging technology in CAV and Smart Cities requires significant IT resources. |
Tech-5 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
| Planning/Programming |
Develop IT policies that support TSMO |
B.3.2 |
Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Business needs for TSMO require both legacy and emerging systems. |
Procure-3 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Location of TSMO network has impacts to security, support, and availability. |
Risk-3 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Complications with interoperability between agencies and partners. |
Tech-3 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Emerging technology in CAV and Smart Cities requires significant IT resources. |
Tech-5 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Designing complex ITS requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
| Program Delivery |
Incorporate IT staff in systems engineering process |
B.4.2 |
Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
| Program Delivery |
Form TSMO “approved product list” |
B.4.2 |
Approval process is challenging for the unique environment and function of TSMO. |
Org-4 |
| Program Delivery |
Form TSMO “approved product list” |
B.4.2 |
Statewide procurement policies and procedures do not align with TSMO initiatives. |
Procure-1 |
| Program Delivery |
Form TSMO “approved product list” |
B.4.2 |
Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
| Program Delivery |
Form TSMO “approved product list” |
B.4.2 |
Lack of pre-approved IT-TSMO equipment/services can slow efforts. |
Procure-4 |
| Program Delivery |
Form TSMO “approved product list” |
B.4.2 |
Field equipment is susceptible to physical damages |
Risk 6 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Approval process is challenging for the unique environment and function of TSMO. |
Org-4 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
TSMO design, procurement or operations are affected by policy. |
Policy-1 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
TSMO procurement processes can be affected by jurisdiction level IT procurement rules |
Policy-2 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Programming and development of IT-TSMO projects does not align with traditional construction or IT. |
Planning-2 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Statewide procurement policies and procedures do not align with TSMO initiatives. |
Procure-1 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Purchasing activities require multiple levels of approval across groups. |
Procure-2 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Lack of pre-approved IT-TSMO equipment/services can slow efforts. |
Procure-4 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Differing approaches for use of external services. |
Procure-5 |
| Program Delivery |
Adjust procurement process for TSMO |
B.4.2 |
Emerging technology in CAV and Smart Cities requires significant IT resources. |
Tech-5 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Programming and development of IT-TSMO projects does not align with traditional construction or IT. |
Planning-2 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Complications with interoperability between agencies and partners. |
Tech- 3 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Emerging technology in CAV and Smart Cities requires significant IT resources. |
Tech-5 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
| Program Delivery |
Establish IT-TSMO project review |
B.4.2 |
Designing complex ITS requires a systems engineering approach with which IT staff may not be familiar. |
Tech-7 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
Complications with interoperability between agencies and partners. |
Tech-3 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
TSMO initiatives are impeded due to lack of IT flexibility in enterprise operations. |
Tech-6 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
Cybersecurity vulnerabilities. |
Risk-1 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
Increased sharing of information with third party can increase security risks. |
Risk-3 |
| Equipment/Systems |
Develop an integrated security system with IT staff |
B.5.2 |
Location of TSMO network has impacts to security, support, and availability. |
Risk-4 |
| Equipment/Systems |
Establish necessary decision support systems |
B.5.2 |
Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
| Equipment/Systems |
Establish necessary decision support systems |
B.5.2 |
Automated data sets and analyses can mask reliability issues. |
Risk-5 |
| Equipment/Systems |
Define and coordinate data sharing and access agreements |
B.5.2 |
Complications with interoperability between agencies and partners. |
Tech-3 |
| Equipment/Systems |
Define and coordinate data sharing and access agreements |
B.5.2 |
Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
| Equipment/Systems |
Define and coordinate data sharing and access agreements |
B.5.2 |
Cybersecurity vulnerabilities |
Risk-1 |
| Equipment/Systems |
Define and coordinate data sharing and access agreements |
B.5.2 |
Lack of robust data governance rules and scope. |
Risk-2 |
| Equipment/Systems |
Define and coordinate data sharing and access agreements |
B.5.2 |
Increased sharing of information with third party can increase security risks. |
Risk-3 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Challenges maintaining legacy systems and deploying emerging technology. |
Tech-1 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Insufficient communication system bandwidth and redundancy for TSMO services. |
Tech-2 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Inability to fully utilize third-party data and crowdsourcing data and services. |
Tech-4 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Emerging technology in CAV and Smart Cities uses significant IT resources. |
Tech-5 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Cybersecurity vulnerabilities. |
Risk-1 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Lack of robust data governance rules and scope. |
Risk-2 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Increased sharing of information with third party can increase security risks. |
Risk-3 |
| Equipment/Systems |
Create a data governance and management plan |
B.5.2 |
Automated data sets and analyses can mask reliability issues. |
Risk-5 |
(Source: FHWA.)
