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Establish contacts early and assure continued communications between planners and stakeholders to promote public and political acceptance of proposed pricing plans.Experience with road pricing projects around the globe
Be prepared to face the opportunities and challenges posed by political timetables, project deadlines, as well as pricing-equity issues for road pricing procurement and implementation.Experience from road pricing programs in Europe and Asia
For a comprehensive transit ITS deployment program, select an agency project manager with skills in planning, information technology, and communications.Washoe County’s experience implementing a comprehensive transit ITS program.
In deploying a comprehensive transit ITS program, develop strategies and requirements for planning, procurement, implementation, and ongoing operations.Washoe County’s experience implementing a comprehensive transit ITS program.
Ensure that the management responsible for transit ITS planning is knowledgeable on agency’s labor contracts and how labor contracts affect effective utilization of ITS tools.Washoe County’s experience implementing a comprehensive transit ITS program.
To avoid project implementation delays and unanticipated costs, perform a thorough review of the existing technologies during the planning phase of a comprehensive transit ITS deployment.Washoe County’s experience implementing a comprehensive transit ITS program.
Designate the agency project manager as the single point of contact with the contractor and evaluate track record of contractor’s project management.Washoe County’s experience implementing a comprehensive transit ITS program.
Define clear goals for a comprehensive transit ITS deployment program and track the achievement of those goals to evaluate program's success.Washoe County’s experience implementing a comprehensive transit ITS program.
Adopt a long term perspective identifying a business reason or an operational need for ITS based solutions and embrace performance measures.Nationwide state and local agency imperatives for ITS deployment
Ensure proper sequencing of ITS deployments with careful consideration to dependencies among projects and utilize a data warehouse to lessen complexity in ITS integration.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Consider using virtual servers and ensure that all applications use a single database engine in order to reduce time and human capital required to maintain the additional IT infrastructure warranted for ITS.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Involve all appropriate stakeholders in the planning and development of the project to encourage coordination and collaboration. The Chicago, Illinois and Montgomery County, Maryland experience in working with multi-jurisdictional stakeholders in the development of an advanced parking information system.
Secure high level management support and broad participation throughout an organization during the implementation and operation of transit automatic vehicle location systems.A synthesis of transit agency experience with bus AVL systems
Consider the impact fees have on parking behavior.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Anticipate project delays and allocate sufficient time and funding to address key project variables.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Carefully select vendors and develop contracts for animal detection systems. Montana and Pennsylvania's experience with deploying animal detection systems.
Divide large-scale ITS projects into smaller, individual task orders to enhance project management capabilities.A Colorado DOT experience in deploying the I-70 ITS Integration project
Conduct systems engineering process improvement reviews in order to identify, prioritize, and refine systems engineering processes.Florida DOT's experience in performing systems engineering process improvement reviews.
Maintain, reinforce, and expand existing programs to improve traffic signal operations.Wisconsin’s experience with operating and maintaining a statewide traffic signal system program.
Invest in research and development for emergency integration.Experience from 38 TMCs across the country.
Determine agency capability level when selecting the most appropriate ITS procurement package. Experience from a review of ITS contracting methods and practices. Step 4 of the Decision Model.
Create a Transportation Management Center staffing plan that ensures appropriate staffing, staffing skills, and organization adaptability.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Create a Transportation Management Center plan to handle potential emergencies and special events.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Implement different staffing arrangements to meet various scheduling demands at a Transportation Management Center.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Select the applicable Systems Engineering Process in the procurement of ITS.Experience from a review of ITS contracting methods and practices. Step 5 of the Decision Model.
Apply process re-engineering techniques to increase the likelihood of successful ITS deployment.Maryland, New York, and Connecticut's experience with electronic toll collection and electronic screening.
Engage in marketing, training, and outreach of Archived Data Management Systems (ADMS)Experience from six Archived Data Management Systems case studies.
Implement ATIS technology in a way that supports the maintenance staff.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Define a process within your organization for the consistent application of systems engineering methodsFlorida DOT’s experience in adopting a systems engineering process.
Evaluate administrative and support staffing needs to close gaps in ITS operational support.A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Develop a unified approach for a statewide intelligent transportation systems (ITS) deployment policy.A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Evaluate and upgrade TOC maintenance programs on an on-going basis. A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Strengthen existing maintenance and repair capabilities at Transportation Operation Centers (TOCs).A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Apply systems engineering principles for improved project management.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Establish a clear understanding among all partners on the level of technical support to be provided by suppliers and integrators, as equipment provided in-kind or at a reduced cost is often provided with minimal technical support.Orlando, Florida's experience with a Field Operational Test (FOT) on using a single smart card for transportation payments at facilities operated by multiple regional agencies.
Maintain frequent and open communications with other states and the federal government when developing and deploying new, complex ITS technologies.A State of Washington experience with CVISN deployment.
Work with the trucking industry to assure success in deploying an electronic credentialing system for commercial vehicles.A State of Washington experience with CIVISN deployment.
Develop a strategic maintenance and operations plan to improve efficiency and productivity.Kentucky's experience with employing strategies to support and coordinate ITS maintenance and operations activities.
Investigate procurement alternatives of leasing, buying, or building equipment to minimize operations and maintenance costs.Montana Department of Transportation's experience in procuring hardware and software for the statewide 511 traveler information system.
Anticipate and plan for potential institutional barriers, especially in multi-agency deployments.Alaska DOT&PF’s experience integrating a common technology into its ITS and IT plans.
Adopt adequate and thorough procurement processes which cover purchases of both standardized commodity type equipment and highly complex integrated ITS components.Silicon Valley Smart Corridor’s experience with procuring equipment for the development of an integrated freeway, arterial and incident management system.
Recognize that institutional and organizational issues will require considerable attention throughout the ITS project deployment process.Five rural transit agencies' experiences in applying ITS to rural transit.
Utilize standard highway project management procedures and tools to successfully implement HOT lane projects.Texas and California's experience with deploying High Occupancy Toll lanes.
Establish and follow a comprehensive project plan in anticipation of the deployment of ITS resources.Five rural transit agencies' experiences in applying ITS to rural transit.
Ensure having a management-level champion to facilitate recruitment of participants and retain operational staff.An experience of human resource challenges in the multi-agency deployment for the Electronic Intermodal Supply Chain Manifest Operational Test.
Take advantage of FHWA's investment in the National ITS Architecture, training, and technical assistance to minimize the effort required to develop a Regional ITS Architecture.National experience developing Regional ITS Architectures.
Be sure to identify and take into account features unique to each state when designing and deploying ITS technology projects across multiple states.Experience from technical integration of commercial vehicle safety and fitness data in the eastern United States.
Consider seven key planning requirements of an effective ITS Program.Experience from a case study of the Virginia Department of Transportation's I-81 ITS Program.
Clearly define the organizational structure and establish an ITS Program Coordinator to insure an effective ITS Program.Experience from a case study of the Virginia Department of Transportation’s I-81 ITS Program.
Hire properly trained staff to deploy and maintain traffic signal systems.Agencies share experiences managing and operating traffic signal systems.
Develop a database to better evaluate ITS application implementation.Nationwide experience with assisting transit system managers in deploying ITS.
Identify and then become familiar with available ITS technologies to be able to assess which ones are suitable and affordable for the organization. Nationwide experience with assisting transit system managers in deploying ITS.
Ensure that staff resources and leadership capabilities are commensurate with the scope and complexity of the project, and will be in place from the beginning of the project.Ventura County’s experience with an automated transit fare collection system.
Ensure the long-term stability of an interagency incident management program by creating dependencies and by managing for leadership succession.Major metropolitan areas' experiences with formalized incident management programs.
Use ITS Standards to achieve interchangeability and interoperability for Dynamic Message Signs.Experience of nine agencies using Dynamic Message Signs built to NTCIP specifications.
Integrate market research in the planning process for consumer-oriented projects.Experience in the deployment of a traveler information system for Interstate 95
Involve the private sector in the implementation of multiple advanced traveler information technologies.Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Forge a partnership among the local public sector agencies managing transportation operations along a multi-jurisdictional corridor and the private sector for deployment and integration of ITS.Experiences from the Integrated Corridor Traffic Management project in Minnesota.
Develop best and worst case scenarios in order to be prepared in dealing with their consequences.California's experience with a regional travel information system launched by a public-private alliance.
Use appropriate procurement methods when contracting for operations for Transportation Management Centers (TMCs).Eight states' experiences with procurement methods for TMCs.
Choose staff training and documentation methods to match individual Transportation Management Center (TMC) needs.Eight states' experiences with training and documentation methods for TMCs.
Adopt staffing practices for successful Transportation Management Center (TMC) staff hiring and retention.Eight states' experiences with staffing practices for TMCs.
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