2005 Technical Conference and Exhibit

Integrating Mobility Integrating Mobility into into

Context-Sensitive Context-Sensitive Transportation Transportation

ProjectsProjectsInstitute of Transportation Engineers

February 28, 2005

The Transportation The Transportation

Professional'sProfessional's EpiphanyEpiphany

Moment of Moment of Sudden Intuitive Understanding, Sudden Intuitive Understanding,

Flash of InsightFlash of Insight

World of MobilityWorld of Mobility is in a State of is in a State of

TransformationTransformation • Trends of the 21st Century- Trends of the 21st Century-

Do you recognize the challenges Do you recognize the challenges they bring?they bring?

• Leadership inLeadership in the 21st Century-the 21st Century- Are you equipped to provide Are you equipped to provide relevant leadership?relevant leadership?

21st Century 21st Century TrendsTrends

Fundamental Shift in Power • Decisions have moved downstream

toward the customerMore local control over More local control over transportation decisionstransportation decisions

• Authority has been dispersedRegulatory and permitting agencies, Regulatory and permitting agencies,

and most other stakeholders have and most other stakeholders have the ability to say “NO”the ability to say “NO”

21st Century 21st Century TrendsTrends

Fundamental Shift in Power• Influence has been bestowed

All stakeholders are empowered to All stakeholders are empowered to influence decision makinginfluence decision making

• “Substantive” merit does not assure implementationIt is easier to stop something than to It is easier to stop something than to

complete it.complete it.

21st Century 21st Century TrendsTrends

Fundamental Shift in Relationships• Sustainable transportation decision

must be collaboratively establishedAll key stakeholders must be engaged, All key stakeholders must be engaged,

influential and informed decision-influential and informed decision-makersmakers

21st Century 21st Century ChallengeChallenge

ITE JOURNAL (May 2000)

““In the 21st century, our In the 21st century, our own professional own professional development, as well as development, as well as our organization’s, must be our organization’s, must be much much More DiverseMore Diverse than than it was in the 20th century.it was in the 20th century.

21st Century 21st Century ChallengeChallenge

While our focus has been on While our focus has been on technical expertise, the technical expertise, the changing transportation changing transportation

environment is demanding environment is demanding New SkillsNew Skills.”.”

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

21st Century 21st Century ChallengeChallenge

Normal reaction to significant Normal reaction to significant cultural changecultural change

We Enthusiastically We Enthusiastically OVERREACTOVERREACT

21st Century 21st Century ChallengeChallenge

Pendulum SwingPendulum Swing

ProblemProblem

21st Century 21st Century ChallengeChallenge

Pendulum SwingPendulum Swing

ProblemProblem

MOVE MORE MOVE MORE CARSCARS

21st Century 21st Century ChallengeChallenge

Pendulum SwingPendulum Swing

ProblemProblem

ANYTHING BUT ANYTHING BUT CARSCARS

21st Century 21st Century ChallengeChallenge

Balancing Balancing Stakeholder ValuesStakeholder Values

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

??

Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving

Two Two Patterns of Patterns of BehaviorBehavior1. Buyer/Seller1. Buyer/Seller

Sell technical solution Sell technical solution to our defined problem.to our defined problem.

2. Co-Creator2. Co-CreatorJoint-adventure that Joint-adventure that promotes shared promotes shared ownership.ownership.

Demanding New Skills in Demanding New Skills in Defining the ProblemDefining the Problem

Demanding New Skills in Demanding New Skills in Defining the ProblemDefining the Problem

What is the What is the problem?problem?

• More More CapacityCapacity

• Mode ShiftMode Shift• Land UseLand Use• Visual Visual

CharacterCharacter

If Stakeholder Values drive problem definition and,

Defining the Problem is 90% of solving the problem, then we need new processes for

Defining Defining Need and PurposeNeed and Purpose

Demanding New Skills in Demanding New Skills in Defining the ProblemDefining the Problem

Demanding New Skills in Demanding New Skills in Defining the ProblemDefining the Problem

StakeholderValues

StakeholderValues

StakeholderValues

ProblemDefinition

ProblemDefinition

ProblemDefinition

Problem SolvedProblem Solved

Shared Problem StatementShared Problem Statement

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 1Step 1Changing Landscape Necessitates Changing Landscape Necessitates

Stakeholder Collaboration Stakeholder Collaboration • More Local ControlMore Local Control- - influence moves influence moves

downstream towards the customerdownstream towards the customer• Authority DispersedAuthority Dispersed- - external external

stakeholders have the ability to say stakeholders have the ability to say “No”“No”

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 2Step 2No One Has Singular Authority No One Has Singular Authority

or Capability to Solve Complex or Capability to Solve Complex Problems.Problems.

Collaborative Problem DefinitionCollaborative Problem Definition- - it it is a good business practice to involve is a good business practice to involve stakeholders.stakeholders.

• New SkillsNew Skills- - technical proficiency technical proficiency alone does not assure implementation.alone does not assure implementation.

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 3Step 3Need Multi-functional Teams that Need Multi-functional Teams that

are Both Responsive and are Both Responsive and ResponsibleResponsible

• Diverse ExpertiseDiverse Expertise- - required to find required to find balance between competing interest balance between competing interest while protecting core responsibilitieswhile protecting core responsibilities..

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 4Step 4Establish Effective Stakeholders Establish Effective Stakeholders

Engagement ProcessEngagement Process• Quality not QuantityQuality not Quantity- -

ConsequentialConsequential stakeholder stakeholder involvement adds value.involvement adds value. IneffectualIneffectual outreach can be outreach can be wasteful, create wasteful, create false expectations, false expectations, and impact and impact credibility.credibility.

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 5Step 5Create Well-informed and Create Well-informed and

Equipped StakeholdersEquipped Stakeholders• Roles and Responsibilities-Roles and Responsibilities- clearly clearly

defined.defined.• PartnershipsPartnerships- - measured by shared measured by shared

ownershipownership• Significant InfluenceSignificant Influence- - stakeholder stakeholder

input constructive and relevantinput constructive and relevant

Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 6Step 6Systematically and Strategically Systematically and Strategically

Shepherd Tasks to ConclusionShepherd Tasks to Conclusion• Devolution SyndromeDevolution Syndrome- -

Complex projects, involving diverse Complex projects, involving diverse stakeholders, stakeholders, willwill erode into conflict erode into conflict without proactive and deliberate without proactive and deliberate management.management.

Symptoms of CSS Symptoms of CSS ImplementationImplementation

• Establishes RelationshipsEstablishes Relationships by by capitalizing on trust, diversity and capitalizing on trust, diversity and promoting “synergy.”promoting “synergy.”

• Shared ValuesShared Values as we are as we are responsive to each other’s needsresponsive to each other’s needs

• IndispensabilityIndispensability comes from comes from sharing information and decision-sharing information and decision-making.making.

Symptoms of CSS Symptoms of CSS ImplementationImplementation

• Ownership/Joint-ventureOwnership/Joint-venture by by moving from “seller/buyer” to moving from “seller/buyer” to co-creatorsco-creators

• InnovationInnovation collaborative collaborative problem definition produces problem definition produces intelligent risk takingintelligent risk taking andand progressive solutionsprogressive solutions

Symptoms of CSS Symptoms of CSS ImplementationImplementation

• Decision SustainabilityDecision Sustainability produces produces resolve and lasting results.resolve and lasting results.

• Good Business CaseGood Business Case produces produces program-wide benefits in terms of program-wide benefits in terms of cost, schedule and leveraged cost, schedule and leveraged opportunities.opportunities.

Health Benefits of CSSHealth Benefits of CSS

• Need and Purpose StatementNeed and Purpose Statement Reflects diverse stakeholder Reflects diverse stakeholder values and is the foundation for values and is the foundation for sustainable decisionssustainable decisions

• ClearClear Scope of WorkScope of Work with with adequateadequate BudgetsBudgets

• Share OwnershipShare Ownership over project over project implementationimplementation

Case Studies Case Studies Demonstrate How toDemonstrate How to

Integrate Mobility into Integrate Mobility into

Context-Sensitive Context-Sensitive Transportation Transportation

ProjectsProjects