TRANSPORTATION SYSTEMS MANAGEMENT...to be developed starting FY’18 through FY’20. “TSMO” is an abbreviation for Transportation Systems Management and Operations.\爀屲The
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019 TRANSPORTATION SYSTEMS MANAGEMENT & OPERATIONS (TSMO) Joseph Hunt- Dallas District
TRANSPORTATION SYSTEMS MANAGEMENT & OPERATIONS (TSMO)Joseph Hunt- Dallas District
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Headquartered in Austin, the Texas Department of Transportation (TxDOT) is organized by administration, districts and divisions. Our 25 districts oversee the construction and maintenance of state highways. “TSMO” is an abbreviation for Transportation Systems Management and Operations. Ever increasing congestion, limited funding and the increasing role technology plays in our lives has now more than ever highlighted the need for transportation agencies to prioritize operations and management. So much so that operations and management itself is emerging as a separate transportation industry discipline referred to as Transportation Systems Management and Operations (TSMO). TSMO is defined in the federal transportation bill, MAP-21; and represents a philosophical shift in how transportation agencies approach the management of their transportation systems to optimize existing infrastructure, encourage all stakeholders to consider operations throughout the project development process and prioritize the quality of life of the road user along with safety and maintenance of the overall system. This shift in focus comes from a growing understanding of the extensive impacts on traffic that result from incidents, reconstruction, weather conditions, emerging technologies (such as connected and autonomous vehicles), and greater access to and use of real-time information. Managing and operating the transportation system now needs to move beyond implementing specific ad hoc projects to become a structured core function of a transportation agency as well as a sustained part of its mission.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
How to Assess an Agency’s TSMO Capabilities?
Capability Maturity Model (CMM) Widely used in the Information Technology industry
When applied to TSMO, it helps agencies identify strengths, weaknesses, and next steps to improvement
6 Capability Dimensions: Business Processes, Culture, Systems & Technology, Organization &
Staffing, Collaboration, and Performance Measurement
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TxDOT Statewide TSMO Program Planning Structure
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TxDOT Statewide TSMO Strategic Plan
Austin District TSMO Program Plan
Incident Mgmt Program
Work Zone Service Layer Plan
Traffic Mgmt Program
Pharr District TSMO Program Plan
Work Zone Service Layer Plan
ITS Project Deployment Plan
Houston District TSMO Program Plan
Traveler Information Service Layer Plan
Wrong Way Driving Program
Incident Mgmt Program
Connected Vehicles Program
Statewide Strategic Plan
District Program Plans
Example Tactical Plans
Statewide TSMO Strategic Plan Initial version issued in Aug 2017 Latest version issued in Sep 2018
Austin District TSMO Program Plan Completed in Jun 2018 The first district TSMO plan
All remaining district TSMO program plans, to be developed starting FY’18 through FY’20.
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Presentation Notes
“TSMO” is an abbreviation for Transportation Systems Management and Operations. The initial TxDOT Statewide TSMO Strategic Plan was issued on August 21, 2017 by Michael Chacon (Director, Traffic Operations Division). The latest revision was issued on September 17, 2018. It was developed using input from the TxDOT districts, various TxDOT divisions, and a variety of other local and regional partner agencies. The purpose of the Statewide TSMO Strategic Plan is to establish a framework for TSMO planning throughout the state. With a statewide framework having been established, the next step is to develop TSMO program plans for the TxDOT districts, starting first with the five metro districts (Dallas, Fort Worth, Houston, Austin, San Antonio) and El Paso, and subsequently the urban and rural districts. The Austin District was the first district to have its TSMO program plan developed, carried out through a work authorization supplemental to the development of the statewide TSMO strategic plan. Newly procured engineering consultant contracts will be used to develop the remaining District TSMO Program Plans. �In comparison with other states, Texas is largely decentralized. This means that some of the governing policy and regional needs vary throughout the state. Based on this structure, as well as research done regarding the state of the practice for TSMO around the country, it has been found that state DOT TSMO program planning elements include three essential components, which are interrelated. The program structured is depicted in a 3 tiered diagram. The first component, depicted at the top level, is statewide in scope. The second and third level components are district/regional in scope, and are guided by the first. TSMO Strategic Plan/Guidance—Provides the statewide vision and strategy, and a framework for the regions/districts for TSMO program planning. TSMO Program Plan—A more customized district/region-level plan that defines the goals, resources, performance measures, and institutional arrangements that will enhance TMS in the respective district/region (i.e. defines how the program operates which includes the organizational structure and business processes). Includes an assessment of existing programs - services and mobility strategies; recommends and prioritize actions, such as the tactical planning needed to improve program components and commit resources. Tactical Plans— These plans step down from broad institutional and organizational issues to address specific services, mobility issues, programs, and priorities (e.g., Integrated Corridor Management (ICM), Traffic Incident Management (TIM), Active Traffic Management Systems (ATMS), etc.). Furthermore these plans can serve as deployment plans as they typically use some type of data-driven decision making on where to locate traffic management devices (e.g., dynamic message signs, cameras, traffic detectors, etc.) and provide the details on cost estimates, roles and responsibilities, and operation & maintenance.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TxDOT Leadership Objectives
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“As TxDOT moves ahead with the goals of reducing congestion and enhancing
safety, it is critical that Traffic Management Systems (TMS) be
included on new roadway construction projects.” (Memo dated July 1, 2016)
“Each district will be expected to ensure (1) TMS is included in each project’s planning,
development, design, construction, maintenance and operation, and (2) provide
specific TMS projects where gaps exist between typical road and bridge projects…
TRF will also provide Transportation Systems Management and Operations (TSM&O)
guidance for the districts” (Memo dated April 7, 2017)
Memos issued by Bill Hale, TxDOT Chief Engineer:
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The TxDOT Leadership objectives for Traffic Management Systems (TMS) provides a basis for developing TSMO Program Plans at the district and regional level, and formalizing TSMO as a core agency program. The future development of district and regional TSMO Program Plans will support the directives listed in two policy memos issued by Bill Hale, TxDOT Chief Engineer.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Contract Solicitation
Engineering consultant contracts to be used for TSMO planning.
Four (4) consultants selected, each for 5 yr./$5M indefinite deliverable contracts; executed in early Oct‘18.
Statewide project management of the contracts to be done by Traffic Safety Division (TRF).
Work authorizations (WA) executed through these contracts will be managed and funded by the district / division that requested the WA.
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Presentation Notes
For district funded work authorizations, a planning CSJ will need to be established as a source of funds for the WA. For assistance with establishing a planning CSJ, District project managers should refer to the personnel in their districts that are responsible for programming and scheduling. Chapter 1, Section 3 – PEPS Glossary Indefinite deliverable (ID) contract: A service-oriented contract of limited dollar value and duration that includes a general scope of services and uses work authorizations to sufficiently define the prime provider’s responsibilities TAC§9.32. From Manual, Contract Management for the Project Manager - http://gsd-ultraseek/txdotmanuals/pcm/index.htm
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Consultants Selected
AECOM Technical Services, Inc.Arcadis U.S., Inc.DKS AssociatesKimley-Horn and Associates, Inc.
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From Manual, Contract Management for the Project Manager - http://gsd-ultraseek/txdotmanuals/pcm/index.htm Chapter 1, Section 3 – PEPS Glossary Indefinite deliverable (ID) contract: A service-oriented contract of limited dollar value and duration that includes a general scope of services and uses work authorizations to sufficiently define the prime provider’s responsibilities TAC§9.32.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
Statewide TSMO Contracts
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Texas Administrative Code (TAC) Title 43, Part 1,
Chapter 9, Subchapter C
Contract 58-8IDP5001Kimley-Horn
Work Authorization #1
Work Authorization #2
Work Authorization #3
Contract58-8IDP5002
Arcadis
Work Authorization #1
Work Authorization #2
Work Authorization #3
Contract58-8IDP5003
DKS
Work Authorization #1
Work Authorization #2
Work Authorization #3
Contract58-8IDP5004
AECOM
Work Authorization #1
Work Authorization #2
Work Authorization #3
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Legal Authority - Texas Administrative Code (TAC) Title 43, Part 1, Chapter 9, Subchapter C At the contract level, project management will be provided by the Traffic Safety Division (TRF) and the project administration will be provided by the Professional Engineering Procurement Services Division (PEPS). At the work authorization level, project management and funding will be provided by the district or division that requested the work authorization.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Consultant Assignments
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Kimley-Horn WFS, ABL, WAC, FTW, BWD
Kimley-Horn DAL, PAR, TYL, ATL
ARCADIS SAT, PHR, LRD, AUS, CRP, SJT
DKS BRY, YKM, LFK, HOU, BMT
AECOM ELP, ODA, LBB, AMA, CHS
AECOM Traffic Operations Division (TRF)
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All of the districts have been grouped into 5 different regions which are respectively assigned to the engineers in the TRF Traffic Management Section, to provide division level to support to the districts in those regions. Consensus of the districts and TRF-TM is that the same regional approach should be applied in assigning the consultants to develop the district TSMO program plans. The regional assignment of consultants is intended to better adhere to a uniform approach in developing TSMO program plans across the state and ensure that the synergies among bordering districts are reflected in each of the respective TSMO program plans. Additionally, the regional assignment of consultants is expected to be more cost efficient in terms of the direct expenses (i.e. travel) and certain scope of work tasks (i.e. outreach/coordination with regional partner agencies within the districts).
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
Contract - Scope of Work
Program Planning– Develop business case, vision, mission and goals for TSMO, taking input from internal and external stakeholders.
– Analysis of business processes, institutional arrangements and mobility challenges.
– Recommend process improvements, institutional arrangements, projects and services that will improve TSMO capabilities and achieve TSMO goals and objectives.
Tactical Planning– Funding, staffing and equipment needed to deploy projects and services (e.g. Traffic Incident Management, Integrated Corridor
Management, Traveler Information, Safety Service Patrol, etc.).
– Concept of operations (ConOps) for mobility strategies; ITS architectures.
Program Development and Implementation– Analysis, reporting, meetings, workshops and other actions to integrate (“mainstream”) TSMO into core functions of the
agency, such as planning, design, construction, maintenance and traffic operations.
– Implement processes and institutional arrangements that will improve TSMO capabilities and achieve TSMO goals and objectives.
Preliminary Design– Benefit-cost analysis, schematics, device layout, and cost of equipment, installation, and maintenance (i.e. general framework
for detailed design).
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Presentation Notes
Public Involvement is also included in the scope of the contracts.
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Program Plan - Work Authorization - Tasks
Mission, Vision, Goals and Objectives Achieve consensus on goals and objectives.
Outreach to decision makers, stakeholders, partners.
Define role of TSMO Plan in context of other planning docs.
Leadership, Organization and Staffing Define overall staffing plan and organization.
Business Processes and Planning Integrate TSMO into planning processes.
Document agency TSMO practices, methods.
Foundational Prerequisites Get commitments and endorsement from District administration, as well as other key staff and stakeholders.
Establish TSMO Program Plan work group.
Resource Positioning and Development Gap analysis of technical and financial resources.
Identify and implement funding strategies .
Conduct inventory of data.
Services and Projects Apply Capability Maturity Framework (CMF) to assess current
capabilities in various operations strategies (e.g. TIM, ICM)
Roles and Responsibilities Develop Staff Training Strategies/Programs.
Establish MOUs with partners regarding data sharing, resource sharing, incident management, etc.
Evaluation and Reassessment Establish reporting requirements and procedures.
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Presentation Notes
Capability Maturity Model (CMM) Assessment and Implementation - https://ops.fhwa.dot.gov/docs/cmmexesum/cmmexsum.pdf Capability Maturity Frameworks (CMFs) for Transportation Operations - https://ops.fhwa.dot.gov/tsmoframeworktool/index.htm
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Program Plan - Work Authorization - Deliverables
Leadership Engagement Plan Brief document that among other things identifies the key
decision makers, issues of concern, overall engagement strategy.
To secure endorsement from District Administration; and key partner agencies (MPO, RMA, City, etc.)
TSMO Planning Workgroup Plan Brief document that identifies the members of the
workgroup, roles in their respective agency and on the workgroup.
Workshop/Promotional Materials TSMO workshop - group activities / example scenarios
Brochures, video clips, etc.
Presentations overviewing process to develop TSMO program plan
Capability Maturity Model (CMM) Surveys
CMM Summary Report Findings and recommendations resulting from CMM
State of the Practice Report Report of current state of the practice for TSMO in the
district compared to other state DOTs, FHWA guidance.
CMF Summary Report– Findings and recommendations resulting from CMF
Presentation Slides for Meetings/Conferences Project status updates at district or statewide meetings,
conferences (ITS Texas, TRF-MNT Conference, etc.)
Draft Program Plan
Program Plan Comment Matrix
Final Program Plan
Implementation Complete initial implementation actions as needed.
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Capability Maturity Model (CMM) Assessment and Implementation - https://ops.fhwa.dot.gov/docs/cmmexesum/cmmexsum.pdf Capability Maturity Frameworks (CMFs) for Transportation Operations - https://ops.fhwa.dot.gov/tsmoframeworktool/index.htm
NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TSMO Program Plan - Work Authorization “Keys to Success”
Unified and consistent approach statewide– Guided by Statewide TSMO Strategic Plan
– Documentation follows similar format that is consistent with TxDOT branding guidelines.
Collaboration among consultant teams– Best practices and lessons learned
– Providing consistent message to stakeholders
One on one engagement with each functional group– Such as planning, design, construction, operations,
maintenance, as well as MPOs, cities, first responders.
– Get understanding of the interests, motivations and “pain points” for each functional group
– Highlight critical processes and objectives of each group.
Engage leadership early and often– Secure early endorsement by district engineer / division dir.
– Provide monthly status report of progress toward developing the plan.
TSMO planning documents must be relevant– Highlight connection between TSMO and broader objectives
and challenges of the agency, district and region.
– Achieved through consultant engagement and insight to relevant processes, strategic objectives and functional areas.
Stay alert to opportunities to leverage TSMO– Incorporate the TSMO program planning efforts into other
initiatives/programs being carried out elsewhere in the agency, district or region.
– TSMO objectives can be incorporated into existing agency processes (or vice versa) – “don’t recreate the wheel”
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019
Example Operations Strategies
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Work Zone Management Traffic Incident Management Service Patrols Special Event Management Road Weather Management Transit Management Freight Management
Traffic Signal Coordination Traveler Information Ramp Management Managed Lanes Active Traffic Management Integrated Corridor
Management Rural Emergency Response
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Presentation Notes
This slide lists several of the operations strategies that have been applied by DOTs and transportation agencies across the country; and in doing so, they have made substantial positive impacts on the safety, mobility, and reliability of the surface transportation network. These strategies, of which ITS and traffic signals a major part, are most effective when they are considered in early stages of the project development process, sustained over time with dedicated funding, and optimized via coordination among transportation agencies in the region. These strategies are relatively low in cost compared with adding capacity, can be implemented in two to three years, and offer substantial benefits- for example, a benefit-cost ratio of 10:1. Some of these strategies have already been deployed, or are currently being researched for use in various parts of the state. Certain operations strategies are not currently permitted by law in Texas (e.g. variable speed limits) Source(s): -1.) Institutional Architectures to Improve Systems Operations and Management, SHRP2 Strategic Highway Research Program, SHRP2 Reliability Research, Report S2-L06-RR-1, -2.) Investment Opportunities for Managing Transportation Performance Through Technology. Intelligent Transportation System Joint Program Office, U.S. Department of Transportation, 2009, -3.) Benefits of Using Intelligent Transportation Systems in Work Zones: A Summary Report,. FHWA,
From Manual, Contract Management for the Project Manager - http://gsd-ultraseek/txdotmanuals/pcm/index.htm Chapter 2, Section 1 - Definition of the TxDOT Project Manager for Professional Services Contracts The project team is comprised of the provider [consultant] team and a combination of TxDOT personnel, including the TxDOT Project Manager (TxDOT PM); Professional Engineering Procurement Services Contract Administrator (PEPS CA); subject matter experts, including staff from other District, Divisions, and Offices (D/D/Os); the PEPS Division; and other TxDOT organizational offices. The project team will vary depending on the character of the project, but will always have a designated TxDOT project manager and a corresponding provider project manager. The TxDOT PM is the professional responsible for the delivery of the project through the use of a professional services contract. The TxDOT PM is responsible for ensuring the project deliverables are of value to TxDOT and are completed within the contracted scope, budget, and schedule from the beginning to the end of the project. The TxDOT PM is the prime point of contact for the project and must communicate openly and effectively with both the TxDOT staff and the provider. The TxDOT PM must be organized and work with the entire project team to keep the project on track; however, the TxDOT PM is not responsible for the day-to-day activities of the provider team or resources. The TxDOT PM will provide a leadership role in ensuring that resources to be provided by TxDOT or through other contracts are available in a timely manner. The TxDOT PM will troubleshoot the progress of the project and will remove impediments, facilitate meetings, and coordinate with other D/D/Os and TxDOT leadership in order to expedite the project. An effective TxDOT PM will: provide leadership be responsive (to team, stakeholders, TxDOT leadership) be collaborative be organized be flexible. Specific tasks of the TxDOT PM will shift depending upon the type of contract. For specific deliverable (SD) contracts, the TxDOT PM is responsible for the management of the contract and all work authorizations (WAs). For an indefinite deliverable (ID) contract, the PEPS Service Center (SC) will manage the contract and the TxDOT PM will manage the WAs. Chapter 3, Section 1 - Overview Contract Oversight: Proper project management is crucial in minimizing risk to project deliverables and the management of TxDOT resources. Contract administration begins at the solicitation stage and involves all contract activity until the contract is closed out. It is the responsibility of the TxDOT Project Manager (TxDOT PM) and the assigned Professional Engineering Procurement Services Contract Administrator (PEPS CA) to ensure the work and the budget of every contract is being monitored through completion and to ensure successful communication is being maintained with the provider. PEPS Division and District, Division, and Office (D/D/O) Oversight The following applies for contract management by contract type: indefinite deliverable (ID) contracts for District use are managed by the PEPS Division ID work authorizations (WAs) are managed by the D/D/O specific deliverable (SD) Contracts and SD WAs are managed by the D/D/O. Chapter 3, Section 2 - Delegation of Responsibilities for Project Manager and Contract Administrator Project Manager: The role of the TxDOT PM can begin as early as scope development and level of effort planning (for SD contracts) and carries through to contract management. The TxDOT PM is the primary contact for the provider and is expected to oversee the work, work schedule, contract budget, and provide ongoing feedback and communication with the provider. Contract Administrator: The primary CA referenced when describing contract administration and project management duties is the PEPS Service Center (PEPS SC) CA. The PEPS CA plays a key part in ensuring the administrative structure of the contract is properly controlled from solicitation through contract termination. The PEPS CA is primarily responsible for ensuring the contract document accurately reflects the work performed and that the project budget information is maintained and is properly represented through contract amendments and updated for record keeping. A detailed description of the Project Manager and Contract Administrator Responsibilities is located on the PEPS website. --------------------------------------------------------------------------------- Work Authorization Project Manager for the purposes of these TSMO contracts: For a district requested work authorization, the PM will be someone who works in the respective district (e.g. the TSMO Coordinator designated by the district), and will serve as point of contact for that work authorization. For a division requested work authorization, the PM will be someone who works in the respective division (e.g. Engineer in the TRF – Traffic Management Section), and will serve as point of contact for that work authorization.
The metro districts and El Paso will be among the first districts to kick off WAs, and have already identified their respective WA PMs. The urban and rural district WA PMs will be confirmed at a later time, prior to the respective WA kick off; estimated fall 2019.
WA Project Managers
– Austin District: John Nevares, PE
– Dallas District: Joe Hunt
– El Paso District Eduardo Adame, PE
– Fort Worth District: Carlos Molina, PE
– Houston District: Valerie Taylor, PE
– San Antonio District: Matt Sneed, PE
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019
TxDOT Project Manager Activities
Leadership and Guidance Communication Contract File Maintenance and Records Retention Knowing the Scope of Work Budgeting Invoicing Progress Meetings Initiating Contract Actions
– Requesting & Executing TSMO Work Authorizations
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References: Contract Management for the Project Manager Manual - http://gsd-ultraseek/txdotmanuals/pcm/index.htm
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Presentation Notes
The TxDOT project manager activities are described in detail as part of the training course, Consultant Management and Administration (CTR615), and described in Contract Management for the Project Manager Manual - http://gsd-ultraseek/txdotmanuals/pcm/index.htm
Weekly scheduled meetings (30 – 60 min) ensure consistent communication between PM and the provider, and that project stays on track.
Participants typically to include the provider team for the WA, TxDOT PM for the WA as well as other members of the project team and subject matter experts.
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019
Progress Meetings cont.Statewide Project Team – Monthly Progress Meeting
Monthly scheduled meetings (30 – 90 min) among statewide project team facilitates collaboration, best practice sharing and consistency among all work authorizations being carried out under the four contracts.
Participants typically to include select representatives from each of the provider teams of the four statewide contracts, the TxDOT PMs for the work authorizations as well as other members of the project team and subject matter experts.
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NOCoE TSMO Local Agency Peer Exchange May 8, 2019
Progress Reports The provider is required to submit monthly written progress reports as a project deliverable.
The deadline to submit progress reports should be clear.
Progress reports will be expected, even if the provider does not submit an invoice for the month.
Progress reports are a means of communication from the provider and the detail of the report will depend on the complexity of the project.
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References: Contract Management for the Project Manager Manuel, Ch 3, Sec 6 - http://gsd-ultraseek/txdotmanuals/pcm/index.htm
To help facilitate the process of providing central support to the district’s Traffic Management System (TMS) performance, each engineer from the Traffic Operations Division - Traffic Management Section (TRF-TM) has been assigned a group of districts to which they provide support in the area of traffic management systems. The district assignments are indicated on the TRF-TM Engineering Support Map. The Traffic Incident Management (TIM) Coordinator provides statewide support (all districts). Additionally, the Information Management Division (IMD) is an important partner in providing central support to the districts. The central offices and the districts hold statewide and regional meetings to discuss status of statewide technology solutions and TSMO activities in the districts, and to share best practices among the districts.
Let us know if you have questions or concerns. Also, go to the following web address within the TxDOT website, http://www.txdot.gov/inside-txdot/district.html which provides a district map and listing of each of the 25 TxDOT districts. Each of the 25 districts have identified TSMO Coordinators and TSMO Champions who will be facilitating collaboration among stakeholders in their respective districts.
