Improving Transportation Systems Management and Operations – Capability Maturity Model Workshop White Paper – Business Processes
4. Relationships to Other Capability Dimensions
The workshops illuminated interdependencies among the Business Processes dimension and other dimensions of capability.
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.
Through all workshops it was observed that TSM&O Business Processes (planning, programming, and project development) are especially dependent on systems engineering (the Systems and Technology dimension) to identify the aspects of TSM&O applications and their concepts of operations required for planning and programming. Support from the Organization and Staffing dimension was noted because of the close organizational relationship between agency planning staff and TSM&O staff and the required staff technical capabilities of both. In addition, the planning and programming components of the Business Processes dimension are also dependent on Performance Measurement for setting objectives and measuring progress. In addition, since much of TSM&O is regional and multi-partner in nature, many of the business processes are necessarily collaborative (Collaboration dimension). These synergistic relationships expressed in the workshops are shown in Figure 4.1.
Figure 4.1 Graph. Key Synergisms between Business Processes and Other Dimensions
(Source: Cambridge Systematics, Inc. and Parsons Brinckerhoff.)
4.2 Span of Control
The workshops focused on middle management involved with TSM&O. This kind of staff is typically positioned at the third or fourth level within a State DOT central office, at the second or third level in DOT districts/regions, and is specialized staff in MPOs. These individuals have direct responsibility for visible TSM&O functions such as TMC operations, incident management, ITS device maintenance, or snow and ice control. Even though they lack formal authority, they often exert important influence as “champions” through energy, experience, agency knowledge, and long-standing relationships.
Business and technical processes is an area that, in concept, is substantially within the span of control of middle management, especially if supported by agency leadership that facilitates converting plan and program concepts into budgetary commitments. TSM&O staff have the hands-on knowledge to support planning for TSM&O even though they may lack a “planning” background. In addition, planning and programming for TSM&O receives important validation and support from FHWA policy and outreach, since planning and programming (at least for Federal aid) is a requirement. An important challenge remains the lack of established precedents or templates for effective Business Processes.
