Curtis J.,U.S. Federal Highway Administration |
D'Angelo D.,0 Wolf Road |
Hallowell M.,University of Colorado at Boulder |
Henkel T.,95 John Ireland Boulevard |
Molenaar K.,University of Colorado at Boulder
Transportation Research Record | Year: 2012
Risk management is implicit in transportation business practices. Administrators, planners, and engineers coordinate many organizational and technical resources to manage transportation network performance. Transportation agencies manage some of the largest and highest-valued public assets and budgets in federal, state, and local governments. It is the agencies' corporate responsibility to set clear strategic goals and objectives to manage these assets so economic growth and livability of their regions improves and the public gets the best value. Risks can affect an agency's ability to meet its goals and objectives. As network and delivery managers, these agencies must identify risks, assess the possible impacts, develop plans to manage the risks, and monitor the effectiveness of their actions. This paper presents the results of (a) a comprehensive literature review, (b) a state-of-the-practice survey of 43 U.S. transportation agencies, and (c) seven case studies from leading transportation organizations in Australia, England, Germany, the Netherlands, and Scotland. The paper concludes with recommendations for achieving enterprise risk management in U.S. highway agencies. Recommendations pertain to formalizing enterprise risk management approaches, embedding risk management in existing business processes, using risk management to build trust with transportation stakeholders, defining leadership and organizational responsibilities for risk management, identifying risk owners, supporting risk allocation strategies, and reexamining existing policies, processes, and standards through rigorous risk management analysis.
Cao X.,University of Minnesota |
Douma F.,University of Minnesota |
Cleaveland F.,95 John Ireland Boulevard
Transportation Research Record | Year: 2010
Research was done to reveal the travel impact of e-shopping in the Minneapolis-St. Paul (Twin Cities) metropolitan area of Minnesota. A sample of Internet users drawn from urban, suburban, and exurban neighborhoods was used to identify the relationship between e-shopping and in-store shopping. An online survey composed of direct and attitudinal questions was used to obtain the data. Ordered probit models were developed to account for the influences of a variety of confounding factors, such as shopping attitudes, shopping accessibility, shopping responsibility, and sociodemographics. The preliminary results, controlled for the confounding factors, show that e-shopping behavior (for online searching and online buying) tends to have a complementarity effect on in-store shopping.
Moates C.,95 John Ireland Boulevard
Transportation Research Record | Year: 2014
The conflict scoping process (CSP) is a formalized, proactive project management tool for identifying, predicting, assessing, managing, and resolving conflict that has been introduced to project managers at the Minnesota Department of Transportation (DOT) over the course of the past year. In a transportation project, conflict escalation can cost an agency and project valuable time and money and thus potentially lead to cancellation. The CSP tool is designed to increase accountability, transparency, and trust with stakeholders while reducing project cost and time delays. The CSP approach has been applied to 25 first-phase implementation projects at the Minnesota DOI. which ranged from early planning, predesign, and environmental impact to final design and construction stages. The CSP tool brings visibility to the importance of managing interpersonal relationships, the potential and real effects of conflict, and the value of earlier conflict resolution. Project managers arc trained in CSP techniques, work through many of the nine steps, and then use their training and skills and resources in the agency to work toward conflict resolution. Key preliminary findings indicate that project managers are establishing more robust internal and external stakeholder lists, have raised their awareness of elected officials and the value of establishing good relationships, have realized instances when relationships must be improved, and have discovered opportunities for using key alliances to reduce future workload. Five implementation projects are discussed in this paper for process illustration. A second CSP implementation phase is being conducted, and application to all projects at the Minnesota DOT is planned to occur in a scalable manner by 2015.