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Business Process Frameworks for Transportation Operations
Frequently Asked Questions
How should I account for the differences between different regions/districts within my agency while using the frameworks?
The assessments within frameworks should be conducted at the regional/district level and then reviewed at the agency level (i.e., statewide) to identify common priorities. This review can be conducted at either the self-assessment level or after the action selections and would include feedback from all regions/districts to make a prioritized statewide action plan. It is quite likely that regions will have their own set of unique actions as well. In all cases, ensure that the regional/district action plan is built around the agency's stated mission or vision.
I have completed the SHRP2 Capability Maturity Framework and have an implementation plan. Should I use this framework? How will this benefit me?
Because the business process frameworks build upon the SHRP2 Capability Maturity Model, you should use the tools to strengthen the program areas where weaknesses were identified. First, you want to build upon the success of your SHRP2 CMF implementation plan by delving deeper into the specifics in the one or more of the six Business Process areas. Second, you should use the Business Process frameworks if you want to reassess your capability in a particular program area to understand the progress that has been made and refine your action plan. These frameworks work well to provide more focused assessments and action plans for a specific program area, for example a regional incident management program.
No. Use of the TMCMF or BPF frameworks are completely voluntary. The frameworks and tools are provided by FHWA as means for agencies and regions to improve their operations in a variety of important and high-impact areas.
No. None of the information provided as input to the tool is collected or stored. The information is processed by the tool to provide you with a means of assessment, but this information is not archived or used for comparisons. Moreover, this is not intended as a benchmarking tool, it is to assist you with identifying actions and building consensus.
I have identified over 50 actions that are needed as a result of the exercise, what should I do next?
The action list should be prioritized and addressed within a short timeframe—for example, identify what can be accomplished in a six-month period. Consider prioritizing actions in measures of greatest benefit for smallest effort. Also consider funding and champions to make progress within a six-month timeframe, to keep momentum and measure progress.
For the self-assessment, we are in-between the choices offered in the question. How do we address this issue?
You should always assess at the lowest common denominator—acknowledging that the first step is often to bring everyone up to the same level. You may already conduct the actions identified at the lower level, however, it is important not to miss actions that may be needed if you were to choose a higher level. In addition, while making a decision consider the agency's stated mission or vision.
The assessment is subjective based on consensus of the group. There is not necessarily a 'correct answer'. Even if you are not happy with your capability assessment, consider moving to the action selection stage and look at the actions above and below your identified level to see what option fits best for your agency. Again, build consensus around the actions to achieve the desired results.
FHWA is considering additional frameworks; however, none have been completed at this time.
The frameworks are all geared towards supporting institutional maturity of operations groups. Ideally, the use of these frameworks will identify actions that support a more rigorous planning process for developing operations programs.