Who Should Use this Guide?

The Guide is structured so that the reader can use a particular chapter, section, or topic as a source of advice; or use the whole in order to drive a systematic agency-wide implementation of asset management.

For those new to asset management who want to learn more. This Guide is a great starting point for DOT staff new to the field of asset management. Recent college graduates and new DOT employees hired in asset management roles, as well as DOT staff who have transferred to an asset management role from elsewhere in the agency will benefit from the overview of asset management provided in this Guide.

For practitioners. This Guide can help advance asset management practice at an agency. The framework is designed to provide information on all different aspects of asset management, so practitioners can easily access information specific to the challenges they are currently facing. Practitioners can also learn about how peer agencies approach different aspects of asset management through the numerous practice examples throughout the Guide.

For executives. This Guide is intended to raise awareness among senior executives about the wider role TAM plays within the agency and how it can be implemented to improve organizational performance and achieve better outcomes in terms of cost and service to the public. Agency-wide TAM implementation needs to be led by top management using the principles of effective leadership. TAM is an organizational culture and professional discipline that should not be switched on and off with the regular election cycle – it needs continuity and support even as leadership within the organization changes. Implementation needs to transcend administration.

AASHTO

AASHTO is a nonprofit, nonpartisan association representing highway and transportation departments in the 50 States, the District of Columbia, and Puerto Rico. It represents all transportation modes including: air, highways, public transportation, active transportation, rail, and water. It aims to foster the development, operation, and maintenance of an integrated national transportation system. AASHTO is an international leader in setting technical standards for all phases of highway system development. The website is: https://www.transportation.org.

The AASHTO Committee on Performance-Based Management (CPBM) is dedicated to providing State DOTs the expertise and resources to support performance-based management and to create a results-driven environment to maximize the performance of both transportation systems and organizations. The committee is focused on Organizational Management, Systems Performance, and Federal Policy, Regulations and Programs.

The CPBM’s Subcommittee on Asset Management was created to help improve the State-of-the-practice of asset management in State DOTs. The Subcommittee works to help States optimize resources with performance-based goals and measures for operation, preservation, and improvement of their transportation systems.Transportation
Research Board (TRB)

TRB provides innovative, research-based solutions to improve transportation. TRB is a program unit of the National Academy of Sciences, Engineering and Medicine, a non-profit organization that provides independent, objective, and interdisciplinary solutions. TRB manages transportation research by producing publications and online resources. It convenes experts that help to develop solutions to problems and issues facing transportation professionals, and provides advice through its policy studies that tackle complex and often controversial issues of national significance. The website is: http://www.trb.org/Main/Home.aspx.

TRB Committee on Transportation Asset Management. The Committee seeks to advance the State of the art and State of the practice in asset management. Asset management is a process to strategically manage the transportation system in a cost-effective and efficient manner. Asset management by its nature is a collaborative process, and the Asset Management Committee works with other TRB Committees across all modes, with the AASHTO Asset Management Subcommittee, and other partners.

FHWA

FHWA is an agency within the U.S. Department of Transportation that supports State and local governments in the design, construction, and maintenance of the Nation’s highway system, and various Federal and tribal owned lands. Through financial and technical assistance to State and local governments, the FHWA is responsible for ensuring that America’s roads and highways continue to be among the safest and most technologically sound in the world. The website is: https://www.fhwa.dot.gov.

FHWA TAM Expert Task Group (ETG). TAM ETG was formed as a forum to discuss changes in the way highway agencies are managing assets. The structure and membership of the TAM ETG were intentionally designed to ensure interaction with key AASHTO and TRB committees. Among its objectives, the TAM ETG aims to identify strategies for advancing asset management practice and influencing change within State DOTs and partnering with transportation agencies.

IAM

The IAM is the international professional body for asset management professionals. The IAM develops asset management knowledge and best practice, and generates awareness of the benefits of the asset management discipline for the individual, organizations and wider society. Established in 1994, the IAM has over 22,000 members in 158 different countries. The website is: https://theiam.org.

IAM US Patron Group. The Patrons of the IAM are a special group of Corporate Members who have committed to a high level of activity and engagement with the Institute, and on that basis, have been invited to become a Patron. The Patrons include leading asset managers, who, in exchange for significant support to the Institute, have great influence not only on the development of the IAM itself but also on the development on the discipline.

Core TAM Roles

Understanding what roles and responsibilities are most important for the TAM program is key to getting an agency ready and aligned to achieve TAM-related goals. It is crucial to fill each TAM-related role with qualified people who possess the right competencies.

Three key roles provide the foundation for implementing TAM in an agency: a TAM champion, a TAM lead, and a lead for each priority asset class.

TAM Champion

Having a TAM program champion leads to greater success in meeting TAM goals and objectives. The TAM champion advocates for TAM advancement and communicates its importance throughout the agency. TAM champions can come from various groups, but they are typically senior managers or executives. The TAM champion should be able to create a vision for how TAM will deliver a stronger agency in the future, communicate how TAM can benefit stakeholders, and gain acceptance from agency staff and stakeholders.

TAM Lead

The TAM lead is the person who is the head of the TAM unit or, if there is no TAM unit, is the lead for coordinating various TAM program activities. People in this role are responsible for making sure agency staff and external partners are working together to advance TAM. The TAM lead should be a person who understands and can manage dependencies across activities and who can develop and maintain good working relationships. The TAM lead should be a constructive problem solver who can monitor the entire program, spot concerns, and listen to and consider alternative points of view when necessary.

An agency’s top management support is an key component of TAM success. One important role of the TAM lead is to keep executive management informed about and engaged in the TAM program. This requires regular and effective communication with executives about plans and achievements. Building executive support for and confidence in TAM activities helps to ensure continued resources and support for TAM activities. When the rest of the agency sees executives supporting the TAM program, they are more likely to assist with TAM needs.

Asset Stewards

Asset stewards (sometimes called “Asset Owners,” “Asset Managers” or simply “Asset Leads”) have lead responsibilities for managing a particular class of asset. This role can be assigned at the agency-wide level as well as at the field office level. An asset steward should be someone who understands the asset well, has the ability to communicate the asset’s needs and the consequences of underinvestment and is able to work with other asset stewards to develop agency-wide investment strategies.

TAM-Related Functions: Planning, Programming, and Delivery

TAM is inherently an integrative function, so designation of individuals performing key roles within agency planning, programming and work delivery functions can clarify the key points of responsibility and foster cross-functional coordination.

Project Prioritization

Within each program, key action include:

• Adopting and modifying policies and guidelines for how and when prioritization is done
• Developing prioritization methodologies
• Coordinating the execution of the process
• Gathering and compiling data
• Implementing, managing and updating information systems to support the process
• Performing analysis for individual projects
• Analyzing, reporting and communicating prioritization results
• Making final decisions about which projects will be advanced for funding

Maintenance and Operations

When work is being conducted in the field the following are important considerations for TAM program support:

• Understand TAM goals and objectives and how field actions impact end results.
• Understand the choices that were made during the programming process on asset treatments.
• Capture data on work accomplished to keep asset information accurate.
• Train field staff on the TAM program

Data Collection

Several steps are required to plan and execute data collection efforts – and then to process and store the data that are collected. Some agencies have established roles to provide standardization and coordination across data collection efforts. For each effort, key roles include:

• Analysis to provide a sound business case for data collection
• Research to identify the best method and approach to collecting the data
• Procurement – when contractors are used to collect data
• Data specification and design – that considers integration with existing agency data
• Hardware and software specification and acquisition for data storage and processing
• Guidance and oversight to ensure consistent and valid data
• Data quality assurance
• Data loading and validation

Development of a Long Range Plan

The long-range plan sets the framework for impactful asset investment decisions for the rest of the transportation development process. TAM implementation has a greater impact if TAM roles and responsibilities are clear in this step. It is also important to determine who will take the lead for the following:

• Long range plan policies and priorities related to TAM
• Consideration of tradeoffs across investment types (all program areas and across asset classes)
• Consideration of TAM investment distribution within asset classes (rebuild, rehab, preservation)
• Financial planning (funding outlook across investment types)

Program-Level Budgeting

Allocation of resources across program categories is a critical decision that both enables and constrains what can be accomplished. Where programs are defined based on funding sources or where allocations are based on formulas, there is little or no flexibility. However, where there is flexibility, it is important to establish TAM roles for technical analysis of investment versus performance tradeoffs, as well as for orchestration and facilitation of tradeoff decision making based on the results of this analysis.

Development of the TAMP

TAMP development is a multi-step process that involves agency stakeholders. Clearly articulating process, roles, and lead responsibility for the document yields the best product and makes it easier to implement the TAMP. Table 3.2 illustrates how to provide the link between roles and the key components of a federally-compliant TAMP development process.

Table 3.2 illustrates a way to provide the link between some typical TAM roles and the key components of a federally-compliant TAMP development process.

Table 3.2 - Links to the TAMP Development Process

TAMP Component	Example TAM Roles and Responsibilities
Asset Inventory and Condition	Data Collection: State NHS (asset owners); Local NHS (bridges: state bridge unit, pavements: individual local agency data collection units) Data Management: State DOT planning unit collects all data from the various data collection leads Reporting and Visualization: TAMP development team
Asset Condition Forecasts	State System Bridges: State bridge management unit runs bridge management system (BMS) Pavements: State pavement management unit runs pavement management system (PMS) Other Assets: No management systems exist for the other assets so each asset owner uses ages to forecast asset condition in the future Non-State NHS Bridges: State bridge management unit runs bridge management system (BMS) and provides forecasts for the entire NHS Pavements: State pavement management unit uses the data collected from local agencies runs pavement management system (PMS) and provides forecasts for the entire NHS
Financial Planning	State Funding Forecast: State Chief Financial Officer (CFO) State Funding Uses: TAM unit works with CFO, programming unit, and asset owners to determine uses Non-State NHS: TAM unit works with MPOs and local agencies to determine both funding forecasts and uses of funding
Life Cycle Planning and Management	State Assets: TAM unit takes the lead in developing agency wide asset life cycle management policies. Each asset owner uses the agency wide policies and works with the field units to determine asset specific policies. Non-State NHS Assets: Local agencies are invited to a workshop to provide input on life cycle planning and management policies impacting their system. This input is used for development of non-state owned NHS policies.
Risk Management	The TAM unit organizes a workshop to develop and refine the risk register and to develop risk mitigation actions. State Assets: Information is used during the programming process to determine funding for risk mitigation actions. Non-state Assets: For non-state NHS bridge and pavement assets, MPOs and local agencies are invited to the risk workshop to participate in the development of the risk register and mitigation actions. Specific funded initiatives are reported by the MPOs and local agencies to the TAM unit for inclusion in the TAMP.
Investment Strategies	The TAM unit works with individual asset owners and field units to prioritize investments for TAM improvements, and to meet TAM targets and forecasts. MPOs work with local agencies to develop investment strategies to advance NHS pavement and bridge performance.
Process Improvements	The TAM unit uses a workshop to bring together all stakeholders to develop and prioritize TAM improvement initiatives.

Supporting Roles

The following additional roles are important to support TAM in an agency:

• Asset Data Stewards: ensure all data related to a specific asset class is accurate and aligned with other pieces of data; this is not the same as asset steward/owner.
• Asset Management Software System Owners: manage/own specific software systems, bridge/ pavement management system; the owner is the software owner.
• Asset Management Software System Architects: look at the connectivity of information across systems and across outputs.
• Analysts (data, economics, financial): take data, then apply statistical, economic or financial analysis to provide guidance using that information.
• Maintenance and Operations Managers: are out in a district or field office managing the day-to-day asset activities.
• IT and Data Specialists: usually reside in the Data/IT unit; ensure that overall information and tools support for asset management work.

The following disciplines are key components of a TAM program:

• Engineers: apply understanding of specific asset types, how the condition and role of assets influence treatment choices, and model how investments influence future performance.
• Planners: in the planning or other units; consider long-term planning/policy-making for assets as it relates to programming and the connectivity of information throughout the cycle of activities.
• Economists: look at economic tradeoffs of various scenarios on actions taken for a specific asset.

Table 3.3 - Agency roles list and location

	Executive	Planning	Engineering	Maintenance & Operations
Policy Making	•	•	•
Asset Owner		•	•	•
Asset Data Steward		•	•	•
Asset Software		•	•	•
Asset Engineer		•	•	•
Economist		•
Finance/Funding	•	•
Field Manager				•
Communications	•	•		•

Building a Strong TAM Team

Matching TAM Roles to Skills

When TAM is first initiated, roles can be filled with available staff in a manner that takes advantage of available talents and personalities:

• TAM Lead: people-oriented and enthusiastic; able to manage conflict across business units.
• Resource Allocation Leads: analytical and proficient with complex software.
• Data Collection & Management: detail-oriented and accurate.
• Field Maintenance Management: task-oriented monitors.
• Prioritization Leads: comfortable with uncertainty (gray areas), and willing to make decisions.

Agencies have different skill needs and capabilities. Some agencies might possess skills ideal for one part of the TAM program, while it might be necessary to look outside the agency (outsource) for other skills. Outsourcing, addressed later on, can be pursued to address a vacancy for a highly qualified position, or to make up for the lack of a specific skillset in the agency.

Making the Case for TAM Positions

Building a case for TAM positions requires defining how the gaps in staffing will hold the agency back from achieving its objectives. If possible, describe the anticipated return on investment from the added staff. It can also be helpful to evaluate TAM efforts at peer agencies, to find out if they have a TAM unit, how many people are in it, and what roles and responsibilities they have. Find examples of agencies that successfully made the case for new staff positions and borrow from their approach.

A Forward-Looking Approach

Part of building a strong TAM team is seeking skills that will help to advance practices rather than sustain the status-quo. Advancements in technology are changing the way data are collected, processed and analyzed; and how work is planned and carried out. As automation increases, certain routine tasks become obsolete, while it becomes necessary to acquire new skills to take advantage of improvements. For example, with tools that produce more robust analysis, agencies will need less people who crunch the numbers but more people to interpret and communicate the results.

Typically, when an agency starts its TAM journey, data accuracy is an issue. When data is not accurate, people may lack the confidence necessary to use the data for making decisions. As data quality and availability improve, the TAM program develops a need for stronger data analytic skills.

As processes become more complex, new skills are needed to monitor and carry out checks and balances. TAM aims to cut across traditional silos, which gets complicated as more units and stakeholders get involved. Therefore, TAM units benefit from people who are comfortable dealing with complex processes. This is a capability that can be acquired through hiring or training.

Part of building a strong TAM team is seeking skills that will help to advance practices rather than sustain the status-quo. For example, implementing a TAM program relies on data accuracy and strong data analytic skills. Typically, when an agency starts its TAM journey, data accuracy is an issue. When data is not accurate, people may lack the confidence necessary to use the data for making decisions.

Advancements in technology are changing the way data are collected, processed and analyzed, as well as how work is planned and carried out. As automation increases, certain routine tasks become obsolete, while it becomes necessary to acquire new skills to take advantage of improvements. With tools that produce more robust analysis, agencies will need fewer people who crunch the numbers but more people to interpret and communicate the results. As processes become more complex, new skills are needed to monitor and carry out checks and balances. TAM aims to cut across traditional silos, which gets complicated as more units and stakeholders get involved. Therefore, TAM units benefit from people who are comfortable dealing with complex processes.

Key Competencies

Part of building a strong TAM team is seeking skills that will help to advance practices rather than sustain the status-quo. For example, implementing a TAM program relies on data accuracy and strong data analytic skills. Typically, when an agency starts its TAM journey, data accuracy is an issue. When data is not accurate, people may lack the confidence necessary to use the data for making decisions.

Advancements in technology are changing the way data are collected, processed and analyzed, as well as how work is planned and carried out. As automation increases, certain routine tasks become obsolete, while it becomes necessary to acquire new skills to take advantage of improvements. With tools that produce more robust analysis, agencies will need fewer people who crunch the numbers but more people to interpret and communicate the results. As processes become more complex, new skills are needed to monitor and carry out checks and balances. TAM aims to cut across traditional silos, which gets complicated as more units and stakeholders get involved. Therefore, TAM units benefit from people who are comfortable dealing with complex processes.

Successful TAM practice relies on a number of key competencies:

Leadership: ability to establish a vision and motivate others to work towards achieving that vision.
Management: ability to make sure that the multiple activities in a TAM program are planned, coordinated, aligned and tracked.
Engineering: ability to understand the fundamentals of transportation asset and system design, construction, maintenance and operation.
Environmental: ability to analyze/ develop prediction models to measure how environmental changes may impact highway infrastructure
Financial planning: ability to understand financial planning basics and an awareness of funding sources and financial tools
Planning: ability to understand a DOT planning process and the constraints of that process.
Strategic planning: ability to understand strategic planning and how TAM fits into an agency’s business activities.
Problem solving: ability to work through inevitable conflicts and issues that arise in the process of working across agency silos.
Relationship building: ability to get different units in an organization to collaborate.
Analytical capabilities: ability to design and apply appropriate methodologies to gain key insights from available information.
Computer know-how: ability to work with a variety of software and comfortably navigate common operating systems.
Data know-how: ability to understand data structures, assemble and manipulate data in a variety of formats, and assess data quality.
Communications: ability to keep communication in forefront of everything that’s done; always aiming to make others understand what TAM program is trying to do. This is important when convincing individuals of change, or helping stakeholders understand TAMP long-term deliverables.
Positive attitude: in large-scale organizational change, taking a positive attitude is crucial to having people accept the change that will help strengthen the program, and convincing them that the solutions are the right ones.

Developing Competencies within the Organization

Peer-to-Peer Learning

TAM knowledge and skills can be gained through experience and peer to peer (P2P) learning. Peer exchanges sponsored by national organizations such as FHWA, FTA, AASHTO, and TRB can be crucial to cross-fertilizing knowledge and experiences. At these peer exchanges, individuals can meet peers and build relationships they can rely on as issues arise in implementing TAM. There are also TAM-related conferences, such as the regularly-held TRB TAM conference. In addition, asset-specific conferences and TAM workshops are held regularly. Many times these events are by invitation, so agencies should contact AASHTO and FHWA to find out about upcoming events.

Competency Assessment & Training Tools

The Institute of Asset Management (IAM) offers an asset management certificate for those who are beginning in TAM roles. The certificate validates a basic understanding of TAM within seven discipline areas and leads to an IAM diploma.
The National Highway Institute (NHI) offers numerous training courses to help build and develop skills in TAM. Some courses are instructor led, while others are web-based. Courses are available for all levels, from those just starting in TAM to those who want to develop greater expertise to help take their TAM programs to the next level of maturity. In addition, transportation professionals can use many of the courses to obtain Continuing Education Units, Certification Maintenance credits, and Professional Development hours. AASHTO and FHWA are continuously developing new capacity-building resources so stay tuned for new training tools.

Information Sharing

When thinking about which competencies are needed in an agency’s TAM program, it is helpful to look at job descriptions for TAM positions in peer agencies. This includes new job descriptions that are developed for emerging roles, such as data scientists. AASHTO is building this capability to share job descriptions. Go to the AASHTO TAM Portal to access this resource.

Consultants

When a TAM unit finds it hard to acquire a core TAM competency, it may be necessary to hire a consultant to fill the need. Consultants can be considered when:

• There is a need to perform a specialized task on a one-time or relatively infrequent basis.
• The types of competencies required are difficult to obtain in the marketplace (e.g. data science)

It is important for agencies to clearly define what they hope to gain from consultants beyond delivery of a report or system. Consultant engagements can be designed to build in knowledge transfer activities to add needed competencies in the agency.

Changing Job Market

In the current robust economy, new employment opportunities make it difficult for state DOTs to attract and retain talent. Developing your TAM organization model to accommodate shorter tenures, incorporate knowledge management, and be clear about the relationship between roles and their impact is important to continued success of the effort.

Finding Talent

Agencies can consider converting existing staff with a planning, financial, or engineering background. Candidates must be results oriented, able to communicate well, possess good presentation skills and be able to bring diverse people together for common goals.

TAM-Related Committees

This section touches on the importance of internal coordination committees across the various TAM-related activities. The form of committees is directly related to the agency’s organizational model. These coordination committees are focused on coordination across functions. The coordination committees with important roles in TAM decision-making include:

TAM Steering Committee

This is a senior-level committee made up of top decision-makers. They provide strategic oversight for TAM and facilitate resourcing and organizational support for agreed-upon changes. They also make sure that the politics of any decision are considered. The How-to Guide Establishing a TAM Steering Committee provides steps to set up this function.

Asset Stewards Committee

This is a committee consisting of individuals with accountability for different asset. It provides a forum for getting agreement on standardized approaches, enabling a holistic view of the TAM program, communication about management practices, and discussions about coordinating project development and work planning.

Asset Data Governance Committee

This committee focuses on improving data for TAM. Its activities may include: coordinating asset data collection activities; developing standards to enable integration of data about different assets; monitoring and facilitating adoption of existing standards; establishing data quality management processes; and advancing investments in tools for field data collection, data analysis, reporting and visualization.

TAM Working Group

This group is composed of unit managers across the agency who deal with key aspects of the TAM process – planning, programming, delivery, maintenance, data management, communications, etc.

Coordinating across TAM committees is also an important function. Typically the TAM lead will make sure the activities of various TAM committees are coordinated. In some agencies, the governance across the committees are explicitly stated so that everyone understands who is doing what and how decisions across committees are related.

External Entities

Many entities outside of a state DOT are part of the TAM advancement process. It is important to include external partners in TAM committees. For example, many agencies will have a FHWA member on the steering committee, or a governor’s representative on the strategy committee.

Metropolitan Planning Organizations (MPOs)

MPOs carry out transportation planning processes and represent localities in urbanized areas. MPOs are mandated and funded by the federal government and help ensure that transportation planning in the region reflects the needs of the population. MPOs may be responsible for parts of the State’s NHS. It is a federal requirement to involve MPOs when planning or programming federal aid in metropolitan areas, so it is key to coordinate with these organizations when developing the TAMP.

Local Agencies

Local agencies include city and county agencies. These agencies have a stake in asset management initiatives as they often own various parts of the transportation network and have funding for transportation projects. They are also closely connected to the population in the region and thus have an understanding of the needed asset management-related investments.

Other State Agencies

Various aspects of asset management should include other state agencies. State environmental agencies can provide guidance on air quality and emissions. State information systems agencies can be important for obtaining tools or solutions on a TAM need. Statewide data management initiatives may also require close coordination between the state and the DOT.

Toll Authorities

Toll Authorities operate toll roads across the country to generate revenue for use in maintaining the road. Depending on the relationship between the DOT and the authority, the authorities may own the road, have data and information on the condition of the road, and information on the investment in maintenance over time. It is key to coordinate with the authority to obtain a complete picture of the assets in the state.

Other Modal Agencies

Other Modal Agencies include organizations that operate transportation modes that are not directly operated by the state DOT. These might include public transportation, airports, and marine-related functions. The DOT may have a financial relationship with these agencies for grant-related funding. The DOT will also work with these organizations to deliver the best trip for a traveler.

Legislative and Oversight Bodies

The governor, transportation commission, and state legislative bodies help determine the funding allocations for each state. It is good practice to coordinate with these entities to ensure they understand the importance of asset management and the need for continued DOT funding.
USDOT and its modal agencies such as FHWA, FTA, and FAA also play a role. The FHWA has state division offices that are the conduit through which states receive federal funding.

Cross-Agency Committees/Councils

Most states have a complex network of agencies that own pieces of the road network in the state. Having a committee or council focused on coordinating TAM policies, pooling resources for tools and methods, and sharing lessons learned can increase the efficient delivery of transportation to customers. This approach can work for geographic regions that cross state boundaries.

General Public

DOTs work with the general public during the planning, programming, and project delivery process. The general public represents the customer that the DOT is ultimately serving with its transportation products and services.

Stakeholder Engagement

Stakeholder engagement is another mechanism for coordination. External stakeholders can be partners the agency works with to deliver TAM benefits, and they can also be customers who use the transportation system. Keeping stakeholders informed and engaging them to understand TAM can lead to their support for funding initiatives and their understanding of tough decisions where services may be cut.

Communities of Practice

Communities of Practice (COP) can be used to coordinate with external stakeholders and partners. For example, these communities could be organized across the various asset owners within a region or state to achieve a comprehensive view of TAM. This is a good way to meet MAP-21 requirements and communicate a view of the NHS.

Changing an agency’s culture can have wide¬spread benefits to TAM programs. A culture that fully embraces TAM can make the best use of TAM tools and techniques to further advancement and progress toward maturity. When TAM culture is present and working well, the agency is able to achieve optimal results by working through conflicting perspectives on the key elements of the process.

TAM Change Agents

Making changes is inherent to TAM success. TAM teams need people who will guide and lead the change process. It is important to note that the person making decisions about what changes are needed is not necessarily the one who will carry out the changes. This requires a change agent with the ability to help people understand and adapt to new ways of doing things.

Building a TAM Organization

Agency leadership and TAM program man¬agement have extra roles to play as communicators, advocates, mentors and change agents. They may require extra tools to help them fulfill their roles, and even to cope with the TAM initiated changes.

People tend to have similar reactions to any change that will challenge the status quo. Those in favor of the TAM program changes, or those more adaptable to change, may more quickly move through the process of transitioning to new and improved ways of doing things. Figure 3.2, An individual’s response when presented with change, illustrates the range of receptivity to change and how to understand it so that it can be planned for.

Managers need to be equipped to advance more quickly so they can fulfill their support role successfully, even while they themselves are experiencing the effects of the changes the asset management program is implementing.

Managers need to be equipped to advance more quickly so they can fulfill their support role successfully, even while they themselves are experiencing the effects of the changes the asset management program is implementing.

Asset Management Early Adopters

These are members of the organization who are already prepared to adopt asset management best practices, have been advocating for it in the past and are ready to see the change happen.

What They Need

• Communication channels that are targeted to manage expectations and minimize frustration
• Pilot projects that have good asset data, and can better model and inform tactical and strategic decision-making
• Opportunities to showcase early wins in the TAM transition

Asset Management Progressives

Asset management progressives are predis¬posed to see TAM as a change for the better. They see asset management as a good idea, are willing participants in the change, but need to understand the objectives and what the future will look like.

What They Need

• Communication channels that report on progress and highlight expected future improvements
• Training and reinforcement that emphasizes how they can help implement the change and how their own role may change

Asset Management Skeptics

Skeptics are predisposed to see TAM as a change for the worse. They are wary of proposed changes, and feel existing processes are effective and do not need to be “fixed.” Messaging targeted to (or delivered by) Progressives will alienate this group and increase resistance.

What They Need

• Much more detail on how the TAM Program will be implemented and why the change is necessary
• Process mapping and other group activities that highlight where problems exist
• Once they are convinced that change is required, they will benefit from training

Asset Management Blockers

TAM Blockers are strongly attached to existing processes and will resist change. These individuals will take the longest amount of time to adjust. Some may never be able to make the change, and may choose to leave the agency if the change is implemented.

What They Need

• Understanding of the root cause of their resistance, which may be related to a loss of control, status within the agency, or loyalty to past managers or staff
• Communication targeted to help them realize that TAM Program improvements within the agency are necessary.
• Activities or celebrations that recognize and acknowledge the foundational aspects of past good work over the agency’s history

Change Readiness

Managers may need assistance to help them identify the cultural make-up of their groups, ways to help each individual advance with the asset management program, and tools to help reinforce successes as implementation progresses.

Difference approaches will be needed for different staff, and should be targeted to the right group. Assessing a target group’s needs is important to ensure the right methods are employed. No one approach will be sufficient to overcome resistance with all groups.

Efforts that focus on knowledge, skills and abilities are required for all staff, but will initially be most effective with staff who are open to the change. Approaches that address wariness and resistance are also important to all groups, but may require greater effort for some. Others may also require training to understand why the change is needed.

The Assessing an Organization’s Change Readiness Checklist provide a way to gauge your agency’s situation in order to prepare for change.

System/Technology Change

System/technology changes can have a major impact on TAM operations and process¬es. Proactive management of these changes as they occur can go a long way toward yielding the positive benefits of system and technology changes.

Many state DOTs are currently embarking on total asset management systems. Introducing a major new system provides a good opportunity to undertake a comprehensive change management effort that addresses not only the required shifts in work processes and skills, but also the cultural changes that will ensure that the agency takes full advantage of the new technology to advance its practices. There is more information about the types of system and technology changes in Chapter 7.

The How-to Manage Change and Prepare for a System Replacement provides step-by-step guidance on being ready for a major TAM system replacement.

Workforce Planning and Development

It is important to conduct a periodic skill assessment and gap analysis of the TAM workforce. This will involve defining skills and capabilities needed by the type and function of your TAM program. A starting point for defining skill is to look at section 3.1.3 Competencies of this guide. The competencies list can be used to build a list of skills for your agency. Skills needed change over time but one important need in the TAM workforce is a diversity of skills. The assessment and gap analysis of the current workforce against the evolving needs of TAM is an important step in having a robust TAM workforce to support an agency’s program. This step will identify skill gaps and develop strategies to address them through recruitment, training, or restructuring.

Once the skill gaps are known, the next step will be to have effective training and professional development programs to address gaps and ensure staff are up-to-date with the latest TAM methodologies, technologies, and regulations. Participation in professional development opportunities such as conferences, workshops, webinars, and certifications is important for building skills and capabilities. The TAM community has a rich set of resources for this type of engagement. The AASHTO TAM Portal (https://www.tam-portal.com/) event page provides a list of these types of opportunities.

Recruitment and Retention Strategies

Attracting good talent involves developing competitive recruitment strategies that emphasize the importance and impact of TAM roles. This should involve highlighting career progression opportunities and the benefits of contributing to public service and infrastructure development and management.

Effective retention practices involve fostering a positive work environment that values employee contributions. Although options may be limited, it is important to implement recognition programs, competitive compensation packages, and develop or showcase opportunities for career advancement to reduce turnover rates.

The NCHRP Research Report 1008: Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance that was published in 2023 is a good resource for recruitment and retention strategies (https://nap.nationalacademies.org/catalog/26768/attracting-retaining-and-developing-the-2030-transportation-workforce-design-construction-and-maintenance).