Document Library

This paper briefly examines some of the concepts around optimization and cross-asset allocations or tradeoffs. As transportation organizations refine their management processes many are increasingly looking to cross-asset tradeoffs and optimization as the next generation of innovation to improve their transparency, credibility, and decision-making. The information contained in this discussion paper was prepared at the request of the Transportation Asset Management Expert Task Group (TAM ETG).

The transportation planning process is evolving to include greater prominence for asset management in long-range plans and short-term transportation programs. This paper examines some of the challenges and opportunities surrounding the incorporation of asset management into key transportation documents such as state and MPO long-range plans and transportation improvement programs. The information contained in this briefing paper was prepared at the request of the Transportation Asset Management Expert Task Group (TAM ETG).

This paper briefly examines some of the concepts around optimization and cross-asset allocations or tradeoffs. As transportation organizations refine their management processes many are increasingly looking to cross-asset tradeoffs and optimization as the next generation of innovation to improve their transparency, credibility, and decision-making. The information contained in this discussion paper was prepared at the request of the Transportation Asset Management Expert Task Group (TAM ETG).

The transportation planning process is evolving to include greater prominence for asset management in long-range plans and short-term transportation programs. This paper examines some of the challenges and opportunities surrounding the incorporation of asset management into key transportation documents such as state and MPO long-range plans and transportation improvement programs. The information contained in this briefing paper was prepared at the request of the Transportation Asset Management Expert Task Group (TAM ETG).

First and foremost, this long range plan seeks to provide transparency and accountability to New Mexico's transportation operations. It meets the federal requirements set by MAP-21, and it outlines strategies, performance measures, and funding distributions established to meet each of its five goals. The other four goals are safety, asset preservation and maintenance, multimodal access, and the protection of New Mexico's culture, environment, history and quality of life.

This presentation from the September 2015 Lean Forum includes detailed presentations from Lean in the Netherlands, Lean British Columbia, and AASHTO SCOPM Organizational Excellence Task Force.

This report, produced as the fourth installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report addresses the role of financial planning and budgeting on a larger level, and discusses methods by which new financial plans may be integrated into Federal or State budgeting and programming.

This report, produced as the third installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report addresses the role of risk in financial planning, and emphasizes the use of metrics as a valuable tool when producing models for financial analysis.

This presentation from the 2015 July Lean Forum includes detailed presentations from the Tennessee DOT, Wisconsin DOT, and Missouri DOT. The topics discussed were the LEAN Experience, Using Lean Six Sigma & Kepner-Tregoe, and Innovations Challenge.

State DOTs rely on the skills and experience of their workforces to plan, fund, design, construct and maintain multi-modal transportation systems. Knowledge about what to do, when and how to do it, AND what not to do is critical to success – and much of this knowledge resides only in the heads of employees, especially the most experienced employees. This guide was developed because KM offers promising solutions to DOT challenges, yet relatively few DOTs have implemented agency-wide approaches to KM.

This article provides insight into New Brunswick's successful Continuous Improvement initiative through four key elements. These elements include: build employee-driven CI into Core Management System; take full advantage of financial crises; conduct a measured rollout; use multiple methods to get at the different types of problems.

This report, produced as the second installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report focuses on the major components of a financial plan, and describes their roles in the development of a financially conscious agency.