Lessons Learned
The following topics cover a number of lessons learned from MDSS implementations and other technology projects, and provide useful guidance. In addition, resources such as the Intelligent Transportation Systems Peer-to-Peer program provide access to those with direct experience deploying MDSS.[6]
Initial and Ongoing Training
In order to achieve the full benefits of an MDSS, the users need to understand fully how it works, how to interpret the information it offers, and how best to apply it in support of decision making. This type of training needs to occur before the tool is introduced. Once an MDSS is adopted, the MDSS vendor can offer active support to the maintenance crew that is using the tool to explain its capabilities, answer questions that arise, and suggest effective ways to take best advantage of its capabilities.
Dealing With Institutional Barriers
Human factors should be acknowledged and addressed when adopting an MDSS. These include job security, distrust of new approaches, comfort in doing things the same, pride in personal ownership of route management, and a need for proof that an MDSS can offer a better tool to support operations. Maintenance recommendations that are not substantially similar to the way maintenance personnel approach the same situation are often perceived as inaccurate, when in reality they may just represent a different approach.[7] The organizational change management approaches in this guide are designed to address these concerns.
There also may be information technology institutional barriers such as agency policies associated with the archival of data for use in training and for use in post-storm review of decision making processes.
Management Commitment
Jurisdiction-wide MDSS projects can be expensive, long-term efforts that require the cooperation of many individuals inside and outside an agency. To obtain this cooperation, these projects must have commitment from key management and this support must be evident throughout the agency. Management must marshal the required resources for the project; strongly articulate its benefits to agency personnel; and work to resolve conflicts that threaten project success. The executive sponsor recommended in this guide should perform this role.
Strong Project Manager
A strong project manager is an essential ingredient to MDSS success. This individual must have technical knowledge and leadership abilities. Equally important, the project manager must exercise sound business judgment concerning such issues as project scope and technology. Once a project manager is selected, he or she must receive top management support and be held accountable for project results.
Learning System Biases and Tendencies
MDSS users need to be aware that weather and pavement condition forecasts can contain errors and biases due to both the resolutions of the forecasts and variations in terrain, bad sensor sites, and even bad sensors. If a forecast seems suspect, the best avenue is to contact the forecast provider.
Maintaining Metadata and Current Rules of Practice
Metadata and rules of practice within the system should be kept current and accurate. Metadata is data about the meteorological or pavement observations and the environmental sensor station properties. This can include station location, elevation, solar orientation, and site qualities such as trees, pavement, structure, (as built characteristics), nearby water sources, and wind sensing qualities. The metadata provide a level of quality for the data. Rules of practice are the agency's methods of operation such as the types of pavement treatments used in particular conditions.
Thorough, Realistic Work Plan
Definitions of what is to be done by whom and when, with constant monitoring of the process and follow-through, are essential. The MDSS project work plan is the key element for estimating project budgets and schedules, and for monitoring project status. The work plan must provide the ability to manage all functions critical to project success. It must include realistic estimates of budgets, schedules, and accomplishments based upon experience and provide for phased deliverables in workable steps. Management should closely monitor budget, schedule, and accomplishment status in order to take corrective action as necessary to keep the project on track.
Well Performing Hardware and Communications
The performance of computers, the communications network, and the connection to an internet service provider can affect the perception of an MDSS. If any one of these components is slow, users may attribute it to the MDSS. It is important that the system infrastructure provide good performance to ensure that the overall system performs well and is perceived positively.
Scope Management
One of the most persistent problems in project management is controlling scope. Changes to the scope can threaten project success. Techniques such as change control can be instituted to manage scope. Change control implies setting boundaries for system functions and only adding functions outside those boundaries through a formal, documented action. Projects must have change control procedures and priority systems to define system scope and to manage the project within that scope.