Checklist
Characteristics of Strong Performance Measures for Managing the Condition of Ancillary Assets
In September 2018 a peer exchange was held in Nashville, TN, for maintenance personnel under NCHRP 20-44(05). A total of 45 practitioners representing 27 state DOTs, industry, and the Transportation Research Board (TRB) participated in the peer exchange. Based on the information discussed during the meeting, successful performance measures for managing infrastructure assets other than pavements and bridges should have most of the following characteristics.
They should be linked to agency policy objectives.
As discussed in Chapter 4, they should be linked to the management approach selected for that asset.
They should provide meaningful information that helps drive maintenance decisions related to investment priorities.
They should link budgets and performance.
They should clearly convey changes in impacts due to differing funding levels and investment strategies.
They should link program decisions to project outcomes.
They should be measured consistently, collected economically, and updated regularly.
They should be part of an agency’s routine business processes and supported by management systems or other analysis tools.
They should provide managers with information needed to understand problems and suggest solutions.
5.4.2 Work Planning and Delivery
Checklist
Work Planning and Delivery
This checklist provides the factors agencies should consider during the resource allocation process to leverage opportunities for improved work planning and delivery. From project-level and agency-level issues, to public policy and life cycle issues, these factors are key to improving work planning and delivery. As a result, agencies may be able to make more efficient and effective resource allocation decisions.
Project-Level Issues
- Project Size
- Cost
- Schedule
- Risk Management
- Risk Allocation
- Requirements for Sustainable Design Criteria
Agency-Level Issues
- Agency Experience
- Staffing Required
- Staff Capability
- Agency Goals and Objectives
- Agency Control of Project
- Third-Party Agreements
Public Policy/Regulatory Issues
- Competition
- DBE Impacts
- Labor Unions
- Federal/State/Local Laws
- Federal/State Regulations
- Stakeholder/Community Input
Life Cycle Issues
- Life cycle Costs
- Maintainability
- Sustainable Design Goals
- Sustainable Construction Goals
Other Issues
- Construction Claims
- Potential for Adversarial Relationships
4.3.3 Considerations to Support the Successful Implementation of a Life Cycle Approach to Managing Assets
Checklist
Considerations to Support the Successful Implementation of a Life Cycle Approach to Managing Assets
The following checklist is provided to support efforts of implementing life cycle management of transportation assets. It can be used to help an agency assess whether future changes to policies, data, or business processes could advance the maturity of its life cycle management practices. This checklist should be completed for each asset within, or under consideration for inclusion in an agency’s asset management program.
Have stakeholders been identified for establishing customer-based levels of service?
Has a communications process been established to understand stakeholder wants?
2.3.3 Ingredients in an Implementation Plan
Checklist
Ingredients in an Implementation Plan
Agencies can use this checklist when developing and communicating a TAM Implementation Plan. Completing the items on this checklist ensures that the key ingredients are included in the Implementation Plan and lays the foundation for successful improvement.
Have owners been assigned to the individual improvement items?
Have the benefits of change been identified?
Have tasks in the implementation plan been prioritized based on potential benefit to the asset management processes?
Do the prioritized improvement items consider whether the supporting processes have been developed?
Have the relevant stakeholders been identified?
Have timelines for change been specified and agreed to between those undertaking and implementing the task?
Have risks such as interdependencies with other tasks been identified and a mitigation strategy agreed upon?
Is the level of effort quantified and agreed upon?
3.3.3 Assessing an Organization’s Change Readiness
Checklist
Assessing an Organization's Change Readiness
Assessing an agency’s readiness is an important aspect of the change management process. Even before administering a particular readiness assessment, consider each question in this checklist to ensure the assessment and the change management process are effective moving forward.
How has the organization responded to change in the past?
What are the organizational factors that will lead to successful implementation of TAM?
Who are the people (or groups of people) in the organization with the most influence for TAM?
Is the organization’s structure amicable towards the change?
What do employees know about TAM?
Do employees support TAM or is there general resistance?
What are the characteristics of TAM or specific TAM-related changes that the organization will respond best to?
What is the best way to administer the readiness assessment?
What scale will be used to assess the organization’s readiness for the change?
Is there an existing change readiness assessment model or tool that matches the organization’s priorities?
What else is going on in the agency that could impact the timing and successful implementation of these changes?
3.1.2 TAM Roles
Checklist
TAM Roles
Agencies can use this checklist to determine if there are any gaps in the roles needed for a successful TAM program. These roles may be performed elsewhere in the agency, but may not be formally linked to the TAM program. If this is the case, an agency needs to formally establish the roles as TAM-related. If there are no existing staff to fill the necessary TAM roles, the agency may be able to make a case for new positions or outsourcing. Identifying how lack of appropriate skills will keep the agency from achieving goals, the anticipated return on investment from TAM, or comparison to TAM implementation at successful peer agencies can help make a case for additional staff or outsourcing.
Asset Management Lead(s). Responsible for implementing TAM and meeting federal and state TAM-related requirements.
Asset Owner (also called asset steward). Has lead responsibilities for managing a particular class of asset. Can be at the agency or field office level.
Asset Data Steward. Ensures all data related to a specific asset class is accurate and aligned with other pieces of data.
Asset Management Software System Owner. Manages specific software systems, bridge/pavement management system.
Asset Management Software System Architect. Looks at the connectivity of information across systems and across outputs.
Asset Engineer. Applies engineering know-how to specific asset types.
Analyst (data, economics, financial). Takes data, then applies statistical, economic or financial analysis to provide guidance using that information.
TAM Planner. In the planning or other units; considers long-term planning/policy-making for assets as it relates to programming.
TAM Programmer. Considers program-level investment decision-making for assets.
TAM Economist. Looks at economic tradeoffs of various scenarios on actions taken for a specific asset.
TAM Field Manager. Manages day-to-day asset activities in a field/district office.
TAM IT and Data Manager and Specialist. Usually in a Data/IT unit; ensures overall information and tools support for asset management work.