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Manage uncertainty and discovery associated with procurement of advanced parking management technologies and plan for potential delays resulting from permitting and regulation processes.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Utilize organizational assets and competencies effectively; do not underestimate the need and efforts for building internal consensus and cultural change when implementing a new parking management system.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
In planning for a demand-responsive pricing based parking management system, involve executive leadership, seek strong intellectual foundations, strike the right balance between complexity and simplicity, and emphasize data collection and project evaluation.San Francisco Municipal Transportation Agency’s experience in implementing advanced parking management (Interim Results).
Pursue technology based, high risk policies incrementally to better manage likely organizational and technological challenges.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Continually monitor effect of tolls on traveler behavior to maintain operational livelihood.Lessons Learned from Florida's 95 Express HOT lanes Implementation in Miami-Dade
Enhance traffic flow in a regional, multi-state corridor by using vehicle probes to monitor real-time traffic conditions. I-95Corridor Coalition Experience with Vehicle Probes
Use vehicle probes to monitor traffic cost-effectively, manage incidents and queue ups proactively, reduce delays, and increase traveler satisfaction along a multi-state transportation corridor.I-95Corridor Coalition Experience with Vehicle Probes
Identify functional boundaries and needs for cross jurisdictional control required to implement adaptive signal control and transit signal priority systems.Smart Corridor experience in Atlanta, Georgia
Prepare agency staff for implementation of new ITS technologies and involve maintenance and information technology (IT) staff in the installation process.Washoe County’s experience implementing a comprehensive transit ITS program.
Be prepared to use local resources to service mission critical system components, and provide ongoing O&M training to maximize system benefits.Washoe County’s experience implementing a comprehensive transit ITS program.
Do not expect to see significant operations staff reductions due to implementing ITS technologies, but do expect service improvements using the same staff levels.Washoe County’s experience implementing a comprehensive transit ITS program.
Identify champions early to facilitate communications, project management, and staff ownership for successful deployment of a comprehensive transit ITS program.Washoe County’s experience implementing a comprehensive transit ITS program.
For a comprehensive transit ITS deployment program, select an agency project manager with skills in planning, information technology, and communications.Washoe County’s experience implementing a comprehensive transit ITS program.
Encourage staff to find creative and efficient uses of ITS to improve operations through better communications.Washoe County’s experience implementing a comprehensive transit ITS program.
Weigh in the advantages of procuring new information technology (IT) assets, and maintain an asset management system that details new IT inventory.Washoe County’s experience implementing a comprehensive transit ITS program.
In deploying a comprehensive transit ITS program, develop strategies and requirements for planning, procurement, implementation, and ongoing operations.Washoe County’s experience implementing a comprehensive transit ITS program.
Expect agency's information technology (IT) operations and maintenance budget to increase in order to train qualified IT staff to maintain a new suite of hardware and software.Washoe County's experience implementing a comprehensive transit ITS program.
Ensure that the management responsible for transit ITS planning is knowledgeable on agency’s labor contracts and how labor contracts affect effective utilization of ITS tools.Washoe County’s experience implementing a comprehensive transit ITS program.
To avoid project implementation delays and unanticipated costs, perform a thorough review of the existing technologies during the planning phase of a comprehensive transit ITS deployment.Washoe County’s experience implementing a comprehensive transit ITS program.
Understand that the contractor’s availability to remain on site after the deployment of a comprehensive transit ITS is important, so is the contractor’s ability to work with the original equipment manufacturer.Washoe County’s experience implementing a comprehensive transit ITS program.
Designate the agency project manager as the single point of contact with the contractor and evaluate track record of contractor’s project management.Washoe County’s experience implementing a comprehensive transit ITS program.
Define clear goals for a comprehensive transit ITS deployment program and track the achievement of those goals to evaluate program's success.Washoe County’s experience implementing a comprehensive transit ITS program.
Adopt a long term perspective identifying a business reason or an operational need for ITS based solutions and embrace performance measures.Nationwide state and local agency imperatives for ITS deployment
Develop a long-term ITS vision and use systems engineering processes to successfully manage ITS deployments.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Consider developing a data warehouse early on to simplify the integration of subsequent ITS deployments and to efficiently manage operations of interdependent applications.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Ensure proper sequencing of ITS deployments with careful consideration to dependencies among projects and utilize a data warehouse to lessen complexity in ITS integration.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Consider using virtual servers and ensure that all applications use a single database engine in order to reduce time and human capital required to maintain the additional IT infrastructure warranted for ITS.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Consider user acceptance of driver fatigue detection systems to be dependent on ease of use, ease of learning, perceived value, driver behavior, and advocacy. Nationwide experience with driver fatigue detection measures and technologies
Acquire leadership support and involve knowledgeable staff early in carbon emission dynamics and markets.A New Mexico DOT experience with carbon sequestering
Proactively establish working relationships with all partner stakeholder groups. A Utah Department of Transportation Experience from the expansion of the CommuterLink intelligent transportation system.
Use Analysis, Modeling, and Simulation (AMS) to identify gaps, determine constraints, and invest in the best combination of Integrated Corridor Management (ICM) strategies.Experience with the AMS framework on the ICM Test Corridor, San Francisco.
Be aware that integration of advanced transportation management systems, regardless of size, creates challenges throughout project deployment.Experience implementing an ATMS is Fort Collins, Colorado.
Secure high level management support and broad participation throughout an organization during the implementation and operation of transit automatic vehicle location systems.A synthesis of transit agency experience with bus AVL systems
Work closely with project partners and stakeholdersExperience from the State of Vermont Multimodal Passenger Information, Transit Signal Priority and ITS System Planning Project
Anticipate, understand, address and manage the risks associated with fare card technologies and the vendor relationship.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Consider a consensus organizational model to help assure support and participation of partners in a regional fare card project.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Maintain, reinforce, and expand existing programs to improve traffic signal operations.Wisconsin’s experience with operating and maintaining a statewide traffic signal system program.
Invest in research and development for emergency integration.Experience from 38 TMCs across the country.
Extend the application of emergency integration best practices to further improve emergency operations.Experience from 38 TMCs across the country.
Exercise careful planning in preparation for issuing an RFP to help mitigate cost, schedule, and performance risks.The Riverside Transit Agency experience with the methods of award and terms and conditions used to procure equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Consider issuing separate awards for specific project components when procuring divergent technologies, equipment, or services.The Riverside Transit Agency experience with the methods used to procure equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Determine agency capability level when selecting the most appropriate ITS procurement package. Experience from a review of ITS contracting methods and practices. Step 4 of the Decision Model.
Conduct rigorous testing prior to deployment of an emergency preemption system to avoid potential problems and negative system impacts.The experience of multiple agencies with emergency vehicle preemption systems.
Apply differentiators to select the appropriate procurement package for any ITS project.Experience from a review of ITS contracting methods and practices. Step 6 of the Decision Model.
Create a Transportation Management Center staffing plan that ensures appropriate staffing, staffing skills, and organization adaptability.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Create a Transportation Management Center plan to handle potential emergencies and special events.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Categorize each project by level of complexity and risk to determine the most appropriate ITS procurement package. Experience from a review of ITS contracting methods and practices. Step 3 of the Decision Model.
Select the applicable Systems Engineering Process in the procurement of ITS.Experience from a review of ITS contracting methods and practices. Step 5 of the Decision Model.
Consult agency procurement personnel in the final selection of the appropriate ITS procurement package and in the definition of the terms and conditions.Experience from a review of ITS contracting methods and practices. Steps 7 and 8 of the Decision Model.
Use a flexible approach and accepted techniques for project management.Maryland, New York, and Connecticut's experience with electronic toll collection and electronic screening.
Apply process re-engineering techniques to increase the likelihood of successful ITS deployment.Maryland, New York, and Connecticut's experience with electronic toll collection and electronic screening.
Consider requirements definition and system design Issues for Archived Data Management Systems.Experience from six Archived Data Management Systems case studies.
Engage in marketing, training, and outreach of Archived Data Management Systems (ADMS)Experience from six Archived Data Management Systems case studies.
Install an electronic transit card system to enhance rural transit agency performance and coordinate human service transportation between agencies to achieve more efficient services.New Mexico's experience with the implementation of Intelligent Coordinated Transit Smart Card Technology
Treat system operators as the client and consider their perspectives during ATIS project development.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Implement ATIS technology in a way that supports the maintenance staff.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Consider how implementing an ATIS system will impact staffing and training requirements.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Define a process within your organization for the consistent application of systems engineering methodsFlorida DOT’s experience in adopting a systems engineering process.
Recognize the value of inter-agency partnerships when implementing ITS projects.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Maintain owner control and consistent oversight when using a System Integrator for project implementation to keep project on time and on budget.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Consider dividing a large ITS project into manageable task orders.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Apply systems engineering principles for improved project management.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Include significant planning and development time in the overall project schedule to accommodate identifying and addressing the various compatibility issues, to integrate existing legacy system equipment across multiple agencies.Orlando, Florida's experience with a Field Operational Test (FOT) on using a single smart card for transportation payments at facilities operated by multiple regional agencies.
Establish a clear understanding among all partners on the level of technical support to be provided by suppliers and integrators, as equipment provided in-kind or at a reduced cost is often provided with minimal technical support.Orlando, Florida's experience with a Field Operational Test (FOT) on using a single smart card for transportation payments at facilities operated by multiple regional agencies.
Utilize public education and outreach in managed lane projects.The experience of managed lanes projects in California, Texas and New Jersey.
Consider using real time traffic control system to overcome mobility and safety obstacles in a work zone.An Illinois Department of Transportation experience using ITS in work zones.
Ensure active oversight by knowledgeable state government staff of any complex ITS integration work that involves multiple contractors working simultaneously.A State of Connecticut experience with deployment of CVISN.
Implement a commercial vehicle e-credentialing program in order to make administration and roadside inspections more efficient, keep vehicles moving on the state's roads, and expedite registration.Washington State’s experience with deploying Commercial Vehicle Information Systems and Networks (CVISN) Electronic Credentialing.
Develop a strategic maintenance and operations plan to improve efficiency and productivity.Kentucky's experience with employing strategies to support and coordinate ITS maintenance and operations activities.
Recognize potential institutional issues when deploying an ITS system.TriMet’s experience with the deployment of Transit Tracker in Portland Oregon.
Coordinate extensively with other stakeholder agencies.New Mexico’s experience planning, deployment and operating a work zone traffic and incident management system.
Investigate procurement alternatives of leasing, buying, or building equipment to minimize operations and maintenance costs.Montana Department of Transportation's experience in procuring hardware and software for the statewide 511 traveler information system.
Anticipate and plan for potential institutional barriers, especially in multi-agency deployments.Alaska DOT&PF’s experience integrating a common technology into its ITS and IT plans.
Realize that stakeholder policies, priorities, and personnel training are critical to ensure consistency and schedule adherence in deploying integrated systems.Silicon Valley Smart Corridor's stakeholder experience in the deployment of an integrated freeway, arterial and incident management systems and the impact on deployment delays.
Adopt adequate and thorough procurement processes which cover purchases of both standardized commodity type equipment and highly complex integrated ITS components.Silicon Valley Smart Corridor’s experience with procuring equipment for the development of an integrated freeway, arterial and incident management system.
Standardize the system environment.Utah DOT’s experience using configuration management.
Execute thorough configuration management from the start of an ITS project to help prioritize implementation activities.A Utah experience in technical integration.
Create a strong System Manager role to focus accountability and clarify roles and responsibilities with multiple contractors.Utah DOT’s experience managing the development and deployment of arterial and freeway management systems.
Train staff throughout the deployment of transit ITS projects to ensure successful implementation and use of ITS resources.Five rural transit agencies' experiences in applying ITS to rural transit.
Utilize standard highway project management procedures and tools to successfully implement HOT lane projects.Texas and California's experience with deploying High Occupancy Toll lanes.
Consider different operational strategies when deploying ITS.Five rural transit agencies' experiences in applying ITS to rural transit.
Develop a thorough installation and implementation process as part of the ITS deployment.Five rural transit agencies' experiences in applying ITS to rural transit.
Examine multiple funding sources and anticipate unforeseen costs associated with deploying transit ITS.Five rural transit agencies' experiences in applying ITS to rural transit.
Design an ITS procurement process carefully to ensure the best outcome for vendor selection and performance.Five rural transit agencies' experiences in applying ITS to rural transit.
Establish and follow a comprehensive project plan in anticipation of the deployment of ITS resources.Five rural transit agencies' experiences in applying ITS to rural transit.
Establish the fundamental technical nature of the ITS project, and be realistic about the participants' associated technical capabilities and limitations.A Washington State Department of Transportation implementation of a regional ATMS.
Structure software development ITS projects as a series of phased, smaller tasks with specific, incremental deliverables and associated acceptance testing.A Washington State Department of Transportation implementation of a regional ATMS.
Establish a strong acceptance testing program, with independent code reviews, for ITS projects with software product deliveries.A Washington State Department of Transportation implementation of a regional ATMS.
Use a systems engineering approach for technical integration of ITS.Nationwide experience with ITS integration.
Recognize that rapid technological advances are taking place in the ITS industry when selecting specific ITS technologies.National experience selecting specific ITS technologies for regional and rural application.
Design the system to withstand the demands of the physical environment in which it will be deployed.Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting.
Plan for ongoing logistical support, including the designation of a project champion.Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting.
Be sure to identify and take into account features unique to each state when designing and deploying ITS technology projects across multiple states.Experience from technical integration of commercial vehicle safety and fitness data in the eastern United States.
Plan for system redundancies to ensure appropriate incident response activities and continuity of operations during emergency situations.The National Capital Region's experiences in emergency response after September 11, 2001.
Use task order contracts to develop, deploy, and maintain traffic signal control systems.An experience based on the synthesis of best practices nationwide.
When deploying ITS for transit service, perform a technology assessment during the planning phase, gather technology operator input, and designate a project manager with adequate decision-making authority.Experience deploying ITS for transit service in a suburban area
Develop a database to better evaluate ITS application implementation.Nationwide experience with assisting transit system managers in deploying ITS.
Identify financial resources and expected costs to conduct a cost/benefit analysis.Nationwide experience with assisting transit system managers in deploying ITS.
Identify and then become familiar with available ITS technologies to be able to assess which ones are suitable and affordable for the organization. Nationwide experience with assisting transit system managers in deploying ITS.
Use a three level approach to identify the needs of the transit system: assess, analyze, and predict.Nationwide experience with assisting transit system managers in deploying ITS.
Make system maintenance response time and local presence a priority when selecting a systems integrator.Ventura County’s experience with an transit fare collection system integration.
Use ITS Standards to achieve interchangeability and interoperability for Dynamic Message Signs.Experience of nine agencies using Dynamic Message Signs built to NTCIP specifications.
Integrate market research in the planning process for consumer-oriented projects.Experience in the deployment of a traveler information system for Interstate 95
Consider the project needs when selecting the most appropriate procurement method.San Antonio and Maricopa County's experiences with a flexible procurement process.
Develop long-range plans to ensure the success and continuity of advanced traveler information systems. Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Involve the private sector in the implementation of multiple advanced traveler information technologies.Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Consider key elements of procurement and contracting when outsourcing telecommunications support services.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Develop best and worst case scenarios in order to be prepared in dealing with their consequences.California's experience with a regional travel information system launched by a public-private alliance.
Establish reasonable goals, modify expectations to reflect new developments, and conduct market research before introducing a new technology product.California's experience with a regional travel information system launched by a public-private alliance.
Use appropriate procurement methods when contracting for operations for Transportation Management Centers (TMCs).Eight states' experiences with procurement methods for TMCs.
Use tested and effective traffic management systems for Transportation Management Centers (TMCs). Eight states' experiences with ITS Traffic Management Systems for TMCs.
Choose staff training and documentation methods to match individual Transportation Management Center (TMC) needs.Eight states' experiences with training and documentation methods for TMCs.
Consider using contractors for TMC maintenance support.Eight states' experiences with using contractors for TMCs.
Select Transportation Management Center (TMC) design and location based on individual TMC needs and traffic realities.Eight states' experiences with design and location considerations for TMCs.
Minimize problems in creating contractual arrangements for testing a new ITS technology by creating negotiating benchmarks, designing a partnership arrangement, and developing a separate procurement process for different technological components. A Washington State Department of Transportation’s experience with testing of new variable speed limit technology to reduce winter accidents on a mountain pass.
Carefully select a project manager to be responsible for deployment and testing of new ITS technology.A Washington State Department of Transportation (WSDOT) experience with testing of new variable speed limit technology to reduce winter crashes on a mountain pass.
Ensure that team members clearly understand contractual systems to facilitate a public/private project.Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Make use of different approaches and techniques to manage software acquisitions.A national experience in acquiring software for ITS projects.
Develop a strong collaborative process for software acquisition.A national experience in acquiring software for ITS projects.
Consider cost-saving strategies and long term needs when making communications investments.National experience with making communications investments for incident management.
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