Taxonomy of Institutional Issues that Act as Barriers to the Implementation of Pavement Management Systems, 1994

The benefits of pavement management system when fully implemented are well known and the history of successful implementation is rich. Implementation occurs, for purposes of this paper, when the pavement management system is the critical component for making pavement decisions. This paper addresses the issues that act as barriers to full implementation of pavement management systems. Institutional barriers, not technical and financial barriers, are more commonly responsible for a pavement management systems falling short of full implementation. The paper groups these institutional issues into a general taxonomy. In general, more effort needs to be put forth by highway agencies to overcome institutional issues. Most agencies approach pavement management as a technical process, but more commonly, institutional issues become more problematic and thus require more attention paid to institutional issues. The paper concludes by summarizing the implementation process being taken by the Iowa Department of Transportation. The process was designed to overcome institutional barriers and facilitate the complete and full implementation of their pavement management system.

Evaluation, Selection and Planning the Implementation of a Pavement Management Optimization Model: Optimization Recommendations, 1994

This document briefly summarizes the pavement management activities under the existing Iowa Department of Transportation (DOT) Pavement Management System. The second part of the document provides projected increase in use due to the implementation of the Iowa DOT Pavement Management Optimization System. All estimates of existing time devoted to the Pavement Management System and project increases in time requirements are estimates made by the appropriate Iowa DOT office director or function manager. Included is the new Pavement Management Optimization Structure for the three main offices which will work most closely with the Pavement Management Optimization System (Materials, Design, and Program Management).

Evaluation, Selection and Planning the Implementation of a Pavement Management Optimization Model, Phase II Report, 1994

The missions of the research are to assist the Iowa Department of Transortation (Iowa DOT) to: Define pavement management (PM) optimization; Identify the characteristics of PM optimization systems being developed or implemented; Identify specific and achievable objectives for the Iowa DOT pavement management optimization; Evaluate different PM optimization methodologies; Identify a methodology to perform PM optimization that best satisfies the Iowa DOT's objectives; Develop a plan for the implementation of the PM optimization selected. The project is divided into three (3) phases. The first phase has been completed and accomplished the first three missions (identified above). The second phase has been completed and accomplished the next two missions. Phase three will accomplish the last mission.

Iowa DOT Project Management Peer Exchange, 2016

This project supported the planning and conduct of a two-day Iowa Department of Transportation–hosted peer exchange for state agencies that have implemented some or all of the suggested strategies outlined in the Second Strategic Highway Research Program–sponsored project R10, Project Management Strategies for Complex Projects. Presentations were made by participating states, and several opportunities were provided for directed discussion. General themes emerging from the presentations and discussions were identified as follows: To implement improvements in project management processes, agency leadership needs to decide that a new approach to project management is worth pursuing and then dedicate resources to developing a project management plan. The change to formalized project management and five-dimensional project management (5DPM) requires a culture shift in agencies from segmented “silo” processes to collaborative, cooperative processes that make communication and collaboration high priorities. Agencies need trained project managers who are empowered to execute the project management plan, as well as properly trained functional staff. Project management can be centralized or decentralized with equal effect. After an agency’s project management plan and structure are developed, software tools and other resources should be implemented to support the plan and structure. All projects will benefit from enhanced project management, but the project management plan should specify appropriate approaches for several project levels as defined by factors in addition to dollar value. Project management should be included in an agency’s project development manual.

Document Management System: Strategic Plan, 1996

This Strategic Plan provides the Iowa Department of Transportation with guidelines for defining the acquisition and implementation of a document management system to automate current manual methods of document handling and distribution. In preparation for the production of the Strategic Plan, the USI Team conducted a series of user interviews at the DOT Ames and East Central Iowa Transportation Region facilities, and reviewed various documents relating to day-to-day operations.

Records Management System: Indexing Standard, Document Standard, Technology Standard, Laboratory Configuration, 1997

Purpose of Records Management Sysytem indexing standards document is to develop indexing standards that will best support Iowa DOT's effort to build an agency-wide Records Management System

Records Management System: Pilot Projects Functional Report, 1998

The Iowa Department of Transportation began preparation for the acquisition of an electronic document management system in 1996. The first phase was development of a strategic plan. The plan provided guidelines for defining the acquisition and implementation of a document management system to automate document handling and distribution. Phase 2 involved developing draft standards (document, indexing and technology) for planning and implementation of a document management system. These standards were to identify existing industry standards and determine which standards would best support the specific requirements of the Iowa Department of Transportation. During development of these standards, the decision was made to enlarge the scope of this effort from a document management system to a records management system (RMS). Phase .3 identified business processes that were to be further developed as pilot projects of a much larger agency-wide records management system.

Automated Collection of Sign Inventory Information by Integrating Global Positioning System (GPS) with Videologging Data Collection Activities, 1995

Advances in communication, navigation and imaging technologies are expected to fundamentally change methods currently used to collect data. Electronic data interchange strategies will also minimize data handling and automatically update files at the point of capture. This report summarizes the outcome of using a multi-camera platform as a method to collect roadway inventory data. It defines basic system requirements as expressed by users, who applied these techniques and examines how the application of the technology met those needs. A sign inventory case study was used to determine the advantages of creating and maintaining the database and provides the capability to monitor performance criteria for a Safety Management System. The project identified at least 75 percent of the data elements needed for a sign inventory can be gathered by viewing a high resolution image.

Draft Project Management Update to the Iowa DOT Project Development Manual, 2016

This work supported drafting project management guidance for the Iowa Department of Transportation (DOT). The goal is to incorporate a greater focus on project management in their project development process. A technical advisory committee (TAC) was assembled to accomplish this effort. The TAC took into consideration the current status of project management with the Iowa DOT, their experience during the demonstration workshop held in Iowa as part of the implementation assistance they received, the project management peer exchange hosted by the Iowa DOT, and additional examples of project management that were presented. With this basis, the TAC participated in a number of discussions to develop draft guidance for the foundation of a Project Management Office (PMO) within the Iowa DOT. The final report describes the process that was used in establishing this guidance. The report details the decisions and decision process that the TAC employed in this endeavor and provides additional thoughts and insight into the draft guidance. Appendix A includes the draft guidance in the form of PMO function details and detailed lists of project management roles and responsibilities. Appendix B includes a starter list of project management resources for the PMO.