Transportation Systems Management & Operations – Capability Maturity Implementation Plan
New Jersey Department of Transportation
Transportation Systems Management (TSM)
(Division of Traffic Operations and the
Division of Mobility and Systems Engineering)
» Final Implementation Plan
• Selected Priority Action Items
1
Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 1of 3
Action Description Develop The Connected Corridor (TSM&O) Plan
Products: The Connected Corridor – NJDOT TSM&O Plan
The NJ ITS Architecture Update and ITS Strategic Deployment Plan has been branded The
Connected Corridor. It serves as the NJ statewide TSM&O Plan authorized by the NJDOT with
stakeholders including non-NJDOT, Authorities, local agencies, MPOs, and other partners.
Products and
Desired Outcomes: Establish Vision, Objectives, and Strategies in the short and Long Term
Desired Outcomes
consistent with identified regional planning goal areas. Objectives and related strategies
supported by performance measures establishing a performance based approach to planning and
ultimately strategic capital investment. Result in system-wide, performance-based, innovative,
and mode neutral investments, with operational strategies and technology solutions integrated
into the planning processes, and chosen over traditional infrastructure projects in capital
programming.
Completion and acceptance of The Connected Corridor (NJ’s TSM&O Plan) to include the program
maintenance and Implementation Plan. Also, develop business case and communications plans
consistent with NJDOT’s congestion relief and problem statement development processes.
Task(s) / Subtask(s)
Promote private sector engagement through organizations like ITS America and ITS NJ to promote
delivery to the customer.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 1 of 3 (continued)
Action Objective Develop The Connected Corridor (TSM&O) Plan
Lead Solomon Caviness, NJTPA
“The Complete Team” (including NJDOT TSM, Planning, Programming, MPOs, FHWA)
Operating Agencies, Counties, NJ universities, ITS NJ, TRANSCOM (with strategic participation
Support Staff
from agencies so that the overall number of participants is limited to drive accountability and
responsibility).
4 months to finalize The Connected Corridor – approximately a dozen people at about 10%
Staff Level of Effort)
time – approximately 100 person hours.
Senior Leadership Commitment to goals, liaison with external executive stakeholders, product guidance and
Support Actions promotion, assignment of staff, briefing availability, schedule prioritization and management.
Incorporate input from stakeholders into The Connected Corridor. 4 Plan meetings, approx.
Collaboration one per month, among key support staff identified above. Requirements: Plan is applicable
Actions and across Federal, State, County, Municipal and Regional jurisdictions, including TRANSCOM.
Requirements Establish The Connected Corridor partnership and implementation MOU.
Technical Issues
How we share information across agencies, various communications platforms, use of virtual
meeting opportunities, cross agency policy consistency and conformance (standards).
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 1 of 3 (continued)
Action Objective
Develop The Connected Corridor (TSM&O) Plan
Key staff availability, continuity of program, keeping a focused vision and long term commitment
to seeing this through. Funding continuity and constraint. Finding appropriate leadership for The
Key Risks Connected Corridor. Plan acceptance at executive level. Failure to meet customer demands and
needs.
FHWA Planning for Operations technical assistance, CMM Workshops, Example TSM&O Plans
Resource from other regions and State DOTs, and Travel Assistance for identified TSM&O Peer Exchanges
Requirements and SME support.
FHWA Support TSM&O training opportunities for NJ Local Implementation Plan Team
Resource FHWA NJ Division – Calvin Edghill and Ek Phomsavath
Start Date June 1, 2014
End Date September 30, 2016
Completion and Cross Acceptance of The Connected Corridor Plan. Support for ongoing
Success /
Completion partnership and implementation MOU. Shared vision and momentum for next steps. Acceptance
Indicator and first meeting of The Connected Corridor maintenance initiative.
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 2 of 3
Action Description Develop a Business Case Document for TSM&O
Products: The Connected Corridor Business Case
Desired Outcomes: Identify programs/projects for investment and deployment as per The
Products and Connected Corridor strategic plan. Link project objectives with MPO and FHWA Goal Areas.
Desired Outcomes Measure the results as outcomes/benefits for success stories (i.e. Statewide Traffic Management
Center, TRANSCOM) to promote as tools for strategic investment. Project and program outcomes
and results document easily translatable to executives, private sector, and the customer/public.
Write a Business Case. Develop a Team that focuses specifically on measuring project and
program outcomes and results to document success stories to support this Case. This Team would
include MPO and Agency Ops staff knowledgeable in performance and operations investment.
Task(s) / Subtask(s)
Use CMM/AASHTO Presentation Template. Include work done by John Allen and others.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 2 of 3 (continued)
Action Objective Develop a Business Case Document for TSM&O
Lead Solomon Caviness, NJTPA
John Ward-DVRPC, Dave Heller-SJTPO, MPOs, John Allen-NJDOT Planning, Walter Kraft-VHB,
Support Staff Steven Dilts-CH2M Hill, Tom Batz-TRANSCOM
Staff Level of Effort)
Assume about: 1 day per week over 3 months for 6 persons =72 person days
Commitment to completion of Business Case, liaison with external executive stakeholders,
Senior Leadership
guidance and promotion, assignment of staff, briefing availability, schedule prioritization and
Support Actions
management.
Shared vision, consistency across agencies, and 2 milestone meetings.
Collaboration
Actions and
Requirements
FHWA to monitor process, collaboration and input with stakeholders.
Technical Issues
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 2 of 3 (continued)
Action Objective
Develop a Business Case Document for TSM&O
Schedule, failure to make a case that translates well across different audiences, exclusion
of key players, and lack of connection with public benefits.
Key Risks
FHWA Planning for Operations Workshops & CMM Workshops, AASHTO’s SSOM
Resource Committee, ITS America and ITS NJ, Peer Exchanges, and Participation at TRB’s TSM&O
Requirements Committee Meetings.
FHWA Support FHWA Technical Resources (website)
Resource FHWA NJ Division – Calvin Edghill and Ek Phomsavath
Start Date June 1, 2014
End Date May 12, 2015
Final document that translates well across multiple audiences. 2 briefings (Executive leads).
Success /
Completion Business Case able to be linked with The Connected Corridor (NJ TSM&O) Plan.
Indicator
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 3 of 3
Action Description
Develop and implement a Communications Plan
Executive and Public Document. Include an electronic brochure with a roll out program for
Products and acceptance and endorsement.
Desired Outcomes
Write a Communications Plan that explains, justifies, and builds support for Technology
enterprise. Develop a Team that focuses specifically on a communications strategy that
translates well across multiple audiences that explains benefits of technology and
operational strategies. Fundamental review and documentation of Best Practices in
communicating operational strategies. Use CMM/AASHTO Presentation Template. Include
Task(s) /
work done by John Allen and others.
Subtask(s)
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 3 of 3 (continued)
Action Objective Develop and implement a Communications Plan
Lead Branislav Dimitrijevic, NJIT
Support Staff
NJDOT TSM, NJDOT & MPOs Communications staffs
Staff Level of Assume: 1 day per week over 8 weeks for 6 persons = 48 Person Days
Effort)
Endorsement and engagement of key communications personnel. Commitment to
Senior Leadership completion of Communications Plan, liaison with external executive stakeholders,
Support Actions guidance and promotion, assignment of staff, briefing availability, schedule prioritization
and management.
Collaboration 2 Meetings. Plan should be able to be presented across various platforms, including social
Actions and media. Development and circulation of draft document to key communications directors
Requirements and executive management. Establishment of electronic site.
Shared vision, consistency across agencies, document written in “plain English” easily
understand and able to connect with multiple audiences (i.e. public, freight providers,
Technical Issues emergency management).
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Business Processes (Planning and Programming)
Priority Action 3 of 3 (continued)
Action Objective
Key Risks
Develop and implement a Communications Plan
Schedule, deviation from message, and continuity.
FHWA Planning for Operations Workshops & CMM Workshops, AASHTO’s SSOM
Resource Committee, ITS America and ITS NJ, Peer Exchanges, and Participation at TRB’s TSM&O
Requirements Committee Meetings.
FHWA Support FHWA NJ Division – Calvin Edghill and Ek Phomsavath
Resource
Start Date September 1, 2014
End Date September 30, 2016
Press Event, agency presentations to executive management, executive endorsement, plan
Success /
Completion for regular and consistent communications with multiple audiences – key stakeholders,
Indicator decision makers.
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 1 of 2
Seek/study national best practices regarding State DOT IT-related procurement issues and
propose improvements.
Protocols/understanding established between NJDOT(NJDOT (IT and TSM) and NJOIT to
streamline processes as it relates to IT/ITS procurement, security, differing agencies
Products and
priorities, telecommunications, personnel/staffing, etc., to improve the
Desired Outcomes
relationship/coordination between NJDOT/NJOIT and to strengthen the TSM Programs.
Action Description
1.
2.
3.
Task(s) /
Subtask(s) 4.
5.
6.
Research national best practices and summarize information.
Have a high level meeting with DOT (IT and TSM) and OIT to discuss what is working
well, what is not working well, review national best practice, outline
recommendations, and designate a champion from each agency.
Champions meet to detail the recommendations and meet with high levels from DOT
(IT and TSM) and OIT to gain concurrence.
Formal announcements of recommendations are distributed in each agency.
Recommendations are implemented based on an accepted schedule.
Champions review the processes every six months and make changes made for
improvement.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 1 of 2 (continued)
Seek/study national best practices regarding State DOT IT-related procurement issues and
propose improvements.
Lead Walter Kraft (VHB)
Action Objective
Support Staff OIT and DOT(IT and TSM) organizational support plus outside support, if needed.
Staff Level of
Effort)
Senior Leadership
Support Actions
One month to research national best practices (80 hrs). One week for peer to peer
meeting with other successful programs (40 hrs). Three months effort for initial meetings
and develop the recommendations (160 hrs). Two months to implement the
recommendations (120 hrs). Approximately 400 total person hours initially. Three days
every six months to review the processes and one week to implement the changes.
(Maintaining Effort 64 hours every 6 months)
Heads of OIT and DOT (IT and TSM) are supportive and create a positive atmosphere for
cooperation.
Collaboration All trust each other and work together as equals to enable a good faith effort for
Actions and scheduling and problem resolution.
Requirements
Simplified review process; speed of the process and security needs must match.
Technical Issues
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 1 of 2 (continued)
Seek/study national best practices regarding State DOT IT-related procurement issues and
Action Objective propose improvements.
Key Risks
Coordinating meetings, gaining concurrence, impact on DOT construction projects, OIT
security issues
Resource Agency resources and outside support, as needed.
Requirements
Any available documented best practices for streamlining the procedures. Travel
FHWA Support
assistance for identified IT/ITS peer exchanges. Sample IT/ITS standard operating
Resource
procedures (SOPs) from agencies considered national leaders.
Start Date Immediately
End Date On-going
Processes are in place, interim milestones are met, actions items are promptly acted
Success /
Completion upon, and metrics (number of meetings, attendance at meetings, etc.) are in place.
Indicator
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 2 of 2
Review/re-evaluate current agency data sharing practices and policies – such as integration
of transit into 511, siloing in communication platforms, etc.
Defined TSM&O data/system (i.e. OpenReach, CDU Emergency Lane Closure (EL – 15)
database, Genetec Camera Control, etc.) requirements to have the capability to support
Products and
the exchange of information among State and local agencies to improve safety/mobility,
Desired Outcomes
coordinate traffic incident management, emergency transportation operations, and
facilitate multi-modal traveler information.
Establish a multi-agency working group which will:
Action Description
•
•
•
Task(s) / Subtask(s)
•
•
•
identify all data and systems that currently support TSM&O, along with those which could
potentially support TSM&O if more effectively utilized. Need to identify data for
intermediate, mid-term and long term uses.
identify deficiencies and gaps in data sharing that have resulted in suboptimal TSM&O.
identify technical, and institutional issues that need to be resolved in order to overcome
these deficiencies, including standards, interoperability, legal issues and system resiliency.
identify additional agencies & organizations which would support TSM&O if these issues are
resolved.
review these findings with leadership group to obtain concurrence and support, including a
commitment of resources.
develop an implementation plan, for approval by the leadership, to ensure that these issues
are resolved effectively.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 2 of 2 (continued)
Review/re-evaluate current agency data sharing practices and policies – such as
Action Objective integration of transit into 511, siloing in communication platforms, etc.
Lead Dennis Motiani (NJDOT) and TRANSCOM (Matt Edelman)
Operations and IT staff from all agencies. ITS New Jersey Forum on Technology chaired by
Support Staff Rizwan Baig (PANY&NJ)
Two weeks per month of effort by one person for coordination between agencies.
Staff Level of Formalized plan would require approximately 4 months for 10-15 hours per week 160-200
Effort) person hours in total.
Senior Leadership Leadership of NJDOT and Senior Officials from key transportation and public safety
Support Actions agencies
An understanding among the agencies in the working group of: the value of what has
Collaboration
Actions and already been accomplished; openness to recognizing the gaps & deficiencies; & an
Requirements understanding that certain support procedures may have to change.
Technical Issues
Standards, interoperability, legal/institutional concerns over data sharing, and quality
control over shared data.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Systems and Technologies
Priority Action 2 of 2 (continued)
Review/re-evaluate current agency data sharing practices and policies – such as
Action Objective integration of transit into 511, siloing in communication platforms, etc.
Key Risks
Operational and technical changes, which will need to be supported by the administrative
structure of the agencies
Resource Maintenance of resources, unrestricted sharing of data, and knowledge of validity of data.
Requirements Need success in Action 2 of 4 in Systems and Technology for this Action to succeed.
NCHRP Synthesis Report: Project 20-05/Topic 44-13, Current Practices of Sharing
FHWA Support
Operations Data Among Agencies
Resource
Start Date Immediately
End Date March 31, 2015
Success /
Completion
Indicator
Overcoming barriers, integration further enhanced, and Implementation plan completed
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 1 of 2
Action Description
Establish Performance Management Policy/Plan
TSM&O Performance Measurement document defining TSMO terminology, internal and
external performance measures to be used, address analytical techniques and decision
Products and
support systems, address a common statewide approach to outcome measures,
Desired Outcomes
incorporation of SW approach to MAP 21 performance measures and requirements,
establish a statewide strategy for utilization of performance measures.
1. By August 1, 2014, establish a project manager and project team and target date for completion.
Charter the project and project manager. Identify critical stakeholders. Identify a multi-agency
steering committee to ensure communication and success of the project.
2. By November 1, 2014, project team defines policy/plan purpose and need, objectives and how it
relates to other transportation planning documents and processes. Get buy-in from steering
committee.
a) Review MAP-21 Act and System Performance Measures proposed rule to ensure work is in line
Task(s) / Subtask(s)
with federal requirements.
b) Canvass experience/activities of peer agencies related to desired outcomes.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 1 of 2
Action Description Establish performance management policy/plan
3. By November 1, 2014, project team establishes plan framework/outline of elements and gets buy-in
from steering committee. A suggested framework/outline may include:
a) Plan purpose and need.
b) Summary of MAP-21 requirements.
c) Definitions of terminology.
d) Performance Measures considered and selected, both external statewide and internal for
management purposes.
e) Description of current conditions.
f) Selection of Initial Performance Targets, potentially based on alternate scenarios, including
discussion of factors considered in selection and potential additional targets moving forward.
g) Strategies to reach selected performance targets citing interim deliverables/objectives. Work
Task(s) / Subtask(s)
includes data collection, analysis and reporting.
a) Work with Law Enforcement to utilize CAD data to backfill DOT incident timeline data.
h) Development of Risk Management Plan to eliminate or mitigate risk in achieving performance
targets.
i) Establish process for progress reporting, evaluation and reassessment of the plan.
4. By November 1, 2014, identify leads and team members/subject matter experts to complete each of the
various elements of the plan.
5. By April 1, 2015, complete first draft plan.
6. By June 1, 2015, solicit feedback from steering committee and other stakeholders as required.
7. By July 1, 2015, revise and finalize the plan.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 1 of 2 (continued)
Action Objective
Establish Performance Management Policy/Plan
Lead Dennis Motiani/Wasif Mirza
Support Staff
TSM staff, NJDOT Data Development, NJDOT Statewide Planning, NJDOT Capital
Investment, MPOs, Consultants
Staff Level of To be determined by TSM.
Effort)
Senior Leadership
Support Actions
Collaboration
Actions and
Requirements
Need to be clear on how this relates to other transportation planning documents and
processes and how it integrates with the project delivery process at NJDOT. Need buy-in
from NJDOT senior leadership, NJ Turnpike, SJTA, NJ Transit, MPOs, NJ State Police and
other key stakeholders.
Potentially large group of stakeholders. Risks can be minimized through a
steering/advisory committee.
Do we have the appropriate technical subject matter experts involved with the plan?
Access to appropriate data? Appropriate analysis tools? Plan needs to address.
Technical Issues
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 1 of 2 (continued)
Establish Performance Management Policy/Plan
Action Objective
Key Risks
Resource
Requirements
FHWA Support
Resource
Lack of buy-in from other key agencies, such as NJ Transit. Who signs? MAP-21 Final Rule
on System Performance may impact the final plan. Final rule issuance is unknown. Notice
of Proposed Rulemaking is expected June 2014, but notices have been delayed.
Do we have appropriate staff level support? Do we have funding for consultant support?
Do we have to bring a consultant on-board? FHWA funding support for performance
measurement plan development?
Waiting on MAP-21 rule on System Performance.
Ekaraj Phomsavath
Start Date November 1, 2014
End Date July 1, 2015
Completed policy/plan with clear understanding of how this plan integrates with other
Success /
Completion transportation planning efforts statewide and compliance with MAP-21 performance
Indicator measure requirements.
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 2 of 2
Utilize incident management performance measurement to analyze, improve and justify
supportive program improvements.
DOT policy document which defines a set of agreed upon performance measures for
Products and Incident Management that is consistent with the Performance Management Policy/Plan
Desired Outcomes and which will become a component of a Statewide TIM Strategic Plan.
Action Description
1.
2.
3.
Task(s) / Subtask(s)
4.
By December 1, 2014, convene a Working Group including NJDOT TSM, NJSP IMU, fire,
towing, EMS, NJ DEP, NJIT and MPO representatives.
By December 1, 2014 Working Group should review the outcomes of MAP-21
performance measures and requirements for guidance.
By February 1, 2015, Working Group should review draft of Performance Management
Policy/Plan being developed as part of the CMM process and provide feedback to that
project manager.
By May 1, 2015, develop consensus on appropriate set of performance measures and
confirm availability of accurate data for analysis.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 2 of 2
Action Utilize incident management performance measurement to analyze, improve and justify
Description supportive program improvements.
5.
By May 1, 2015, develop consensus on definitions of performance metrics and their
measurement and compilation together with responsibilities for each.
6. By May 1, 2015, develop consensus on value of after-action reporting (and performance
measurement) regarding strategy application improvement (field procedures, TMC,
technology, etc.).
7. By August 1, 2015, define implementation approach including management, convening,
meeting schedule, reporting, and approach to follow-ups involving improvements in
procedures and protocols; consider MOU as appropriate. This should include coordination
with the Statewide TIM Guidelines for Emergency Responders.
Task(s) /
Subtask(s) 8. By August 1, 2015, capitalize on new performance data to support increased resources and
management attention to program.
9. By October 1, 2015, complete first draft of document.
10. By November 1, 2015, solicit feedback from Working Group and other stakeholders as
required.
11. By December 1, 2015, revise and finalize the document.
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 2 of 2 (continued)
Utilize incident management performance measurement to analyze, improve and justify
supportive program improvements.
Lead Dennis Motiani, Sal Cowan
Action Objective
Support Staff
TSM staff, NJDOT Data Development, NJDOT Statewide Planning, NJDOT Capital
Investment, NJSP IMU
Staff (Level of Approximately 300 person-hours.
Effort)
Senior Leadership
Support Actions
Collaboration
Actions and
Requirements
Technical Issues
Need to be clear on how this relates to the process to develop a Performance
Management Policy/Plan and other transportation planning documents. Need buy-in
from NJDOT senior leadership, NJ Turnpike, SJTA, NJ State Police and other key
stakeholders. Senior Management should be exposed to the SHRP2 Senior Management
Outreach Tool – CEO Slide Presentation - Organizing for Operations (L31).
This process should be coordinated with the Performance Management Policy/Plan being
developed as part of the CMM process. The Statewide TIM Guidelines for Emergency
Responders needs to be updated and its procedures and protocols should be integrated
into the performance measurements where appropriate. The development of the State’s
TIM Strategic Plan should be coordinated with this effort where appropriate. This process
may potentially include a large group of stakeholders. Risks can be minimized through a
steering/advisory committee.
Is there easy access to accurate and complete data? Are appropriate analysis tools
available?
(continued on next slide)
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Transportation Systems Management & Operations – Capability Maturity Implementation Plan
Performance Measurement
Priority Action 2 of 2 (continued)
Utilize incident management performance measurement to analyze, improve and justify
Action Objective supportive program improvements.
Key Risks
Resource
Requirements
FHWA Support
Resource
Start Date
Lack of buy-in from Senior Management and other key agencies, such as NJSP. MAP-21
Final Rule on System Performance may impact the final plan. Final rule issuance is
unknown. Notice of Proposed Rulemaking is expected June 2014, but notices have been
delayed.
Is there appropriate staff level support? Is there funding for consultant support? Does a
consultant have to be brought on-board? TIM performance measurement plans from
other regions and State DOTs?
MAP-21 rule on System Performance (Ekaraj Phomsavath), SHRP2 Senior Management
Outreach Tool – CEO Slide Presentation - Organizing for Operations (L31) (Steve Clinger),
and Travel Assistance for Identified TIM Performance Measurement Peer Exchanges
December 1, 2014
End Date December 1, 2015
Completed DOT policy document which defines a set of agreed upon performance
Success /
Completion measures for Incident Management that is consistent with the Performance Management
Indicator Policy/Plan and which will become a component of a Statewide TIM Strategic Plan.
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