2007 India Seminar on Road Management - RMS Examples


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  • The concept of bringing information management under one coordinated framework is not the same as the centralized databank concepts of the 1970s which led to many over-inflated computer centers, rigid procedures and obsolete data. The concept comprises a series of distributed databases, managed and operated by the organizational units most interested in the use of the data, and connected through the communication system to be accessible to other users throughout the organization. A series of standards and protocols are being developed which govern and specify how the data are being collected, the frequency of updating, the quality assurance, the access security, etc. Information applications will facilitate access to the data in higher-level information forms, so that managers and external stakeholders can see current and relevant information on the state of the road assets and programs. Data collection is a repetitive task and some survey methods involve advanced technology and equipment. Since this is a supporting and not core activity of the department, data collection activities are being out-sourced, through competitively bid contracts and technical specifications. This has numerous advantages, including: avoiding the necessity to train and retain specialized operators, avoiding maintenance and repair of technologically sensitive equipment, opportunity to obtain latest technology with each new bid, better focus on quality assurance, controllable costs and scheduling, etc.  
  • This figure depicts an example of the conceptual view of the integrated framework of all potential applications for the DPWH. Based upon the architectures and reforms, the Conceptual Design was prepared to ensure that information technology was directed toward the achievement of an organization’s vision and goals. It formed the basis to ensure that all technology, data, existing and future applications, can be integrated together in support of these goals. Applications were categorized into five groups. Such a categorization helped define the relationships between applications, and to identify priorities for development           Level 1 - Data Recording : Applications concerned mainly with recording of data, although some may also provide simple analysis and management functions.           Level 2 - Information Management : Applications concerned mainly with management of data recorded in Level 1 applications, and may also provide statistical analyses of that data.           Level 3 - Operations and Management : Applications concerned mainly with support and tactical management of day-to-day operational activities, using information gained from Level 1 or Level 2 applications.           Level 4 – Strategic Management and Planning : Applications concerned mainly with higher level strategic management and planning functions, using information from applications at the same level or below in the hierarchy. These would include monitoring of high-level key performance indicators.           Level 5 – Executive : Applications concerned with providing information to executives, helping to focus attention on particular problem areas, or monitoring strategic key performance indicators. In the traditional approach to systems, after the question of what systems are needed, the next question asked is how important is it. The RIMSS approach for setting priorities was different. It was the data dependency that was used to determine the ideal sequence in which applications would be implemented. Data dependency is based on a fundamental principle that says we should develop the applications that create data before the applications that need to use that data. This approach also better enables the use of commercial off-the-shelf software packages and tools, versus new development (which generally is more costly). In addition, the priority and benefit-cost of the reform recommendations were prioritized, and these priorities were used to establish the priorities for application development. These priorities were then integrated with the data dependency priorities to establish the final prioritization of improvements.
  • As previously discussed in the To-Be Analysis, projects were defined to implement improvements in various areas of the DPWH. Specifically, the RIMSS aims to improve the business processes in DPWH for its core highway-related activities and for the supporting processes used for all public works (highways, flood control and buildings), which includes an integrated information system to support these business processes. The business processes to be improved by the RIMSS include three core processes for highways and five support processes for all public works operations:           Core processes for highways: (1) Plan, (2) Build (Design and Construction), and (3) Operate. These processes are associated with DPWH’s highway assets.           Support processes for public works: (1) Financial Management, (2) Physical Resource Management, (3) Human Resource Management, (4) Information Management, and (5) Procurement Management. These processes are associated with the overall operation of DPWH in both highway and other infrastructure sectors. The priority RIMSS tools are individually called Business Process Improvement Implementation Projects (BIIPs). Implementation of the BIIPs involves consultant services and equipment. The individual BIIPs and their associated implementation schedule are outlined on the model (which we have a larger version on the poster). The improvement projects are color-coded based on the implementation schedule. Projects in red are currently on going and scheduled to be completed by 2004. Projects in purple are scheduled to be complete by the end of 2003. Projects in blue are scheduled for the 2004-2007 and projects in black are schedule for 2008-2010.
  • All areas for the project were assessed on conservative estimates of benefits. The summary shown indicates the annualized cost of implementation, the benefit base, BEP and BCR for each improvement. For individual areas, cost-benefit ratios range from 2.5 to about 150 and the switching values (the break-even cost) range from 0.1% to a high of 9%. The aggregate cost-benefit ratio for RIMSS is 37; the aggregate switching value is 0.28%.
  • We have an Executive Information System that will be further enhanced upon completion of the new systems.
  • We have implemented a Contract Preparation System, to standardize Civil Works and Consultancy contract documentation and automate these documents….and Registries to assist in processing eligibility of Civil Works contractors as well as one for Materials and Supplies. We have already received significant benefits (and attention from many external sources, some who like the transparency of our registry and some who don’t)….including the reduction of the time to “pre-qualify” – which is now actually only eligibility processing with post qualification – from 7-9 months to 3-5 and still improving!
  • We have implemented a voice and data network in our central office and our National Capital Region Compound. We are currently extending that network in an on-going project. .The project is currently installing a communication network (voice and data) that will be used as the foundation for the planned information systems of RIMSS. This network will be implemented in phases and will ultimately electronically connect DPWH offices nationwide, as well as provide connections to other key government organizations. This slide shows the connection from the Central Offices to the Regions. We will also be connecting our regions to districts (with only pilot districts in this current phase until the direction for Better Roads Philippines is finalized.
  • We are on the internet at www.dpwh.gov.ph
  • We have an interim GIS and a new GIS purchased. It is the ESRI suite ---- to be implemented by December 2001.
  • We have many challenges ahead of us. The business improvements taking place in DPWH are being driven by business requirements. The priority for implementation of BIIPs was defined by the DPWH Leadership Team based on areas that are critical to DPWH’s success. This established a blueprint for process and technology integration. Business improvements should drive technology improvements. But for many applications to function effectively, a foundation layer of critical applications and data must be in place.
  • Where business demands require that technology improvements be implemented out of the preferred technology sequence, at some future stage applications may have to be retrofitted into the Enterprise Architecture. Retrofitting often costs additional time and money, and there is a danger of ending up with applications that are not completely integrated. A system integration task is responsible to ensure that the correct technology foundations are established, to minimize the costs of retrofitting, and to ensure that if retrofitting is required then a proper plan is established. From a change management perspective, approximately twenty-five (25) applications are currently scheduled for implementation over the next 3-½ year timeframe. By any standard, this is a large number of applications to implement in such a short time period. Risk management mechanisms have been established to monitor and adjust the schedule if it is determined that the organization capacity of DPWH to implement and sustain this magnitude of change is exceeded. As mentioned previously, the Philippines is currently pursuing a broader reform of the road sector to proceed progressively towards separate authorities for financing and for road management which has the potential to change the information systems being implemented. However, by focusing on business processes (not organizational units) and the technology infrastructure, impacts from any potential changes to the mandate or organizational structure of DPWH should be minimized. Last, but certainly not least, are the external factors that can affect implementation. As depicted in the previous slide, these include external stakeholders (e.g. contractors associations), lending institutions, and oversight institutions. Involvement and buy-in from these groups is also essential to the sustainability of the RIMSS.
  • Organizational reform is never straightforward, and is more dependent upon leadership, attitudes and motivation than upon any scientific preconceptions. Commitment and enthusiasm from people at all levels in DPWH, and particularly the dedication and effort devoted to the RIMSS Project by the DPWH Project Director, Assistant Project Director, Core Team, Process Experts and IT staff assigned to the project have been essential factors in the project’s success so far. All of those concerned have maintained their existing positions within the organization, to stay close to what is really happening, as well as working many hours each month to support all of the project tasks underway at any time. The business-driven IT architectures and conceptual design has established a solid foundation of technology standards and an implementation framework to guide all future work. The BIIPs and their associated implementation planning and prioritization, concentrates on areas, which will show significant returns on investment in change. Phase 1 of the RIMSS Project started DPWH on a journey towards a more efficient and productive future, to serve its clients, the road users more effectively. With so many improvements now defined and charted out over the next few years, the challenge is to make all of these changes happen in an organized and integrated manner, and to maintain the attitudes, principles and standards already established across a much larger number of concurrent implementation projects.
  • PBMS DEVQ is custom designed small data base for data entry and view. This application is distributed to all the general users who need to access information from BMS database.
  • Analysis part of the Bridge management System Analysis module is configured in HIMS-Analysis module platform
  • 2007 India Seminar on Road Management - RMS Examples

    1. 1. Examples of Road Management Systems Christopher R. Bennett East Asia Transport and Energy Unit Washington, D.C.
    2. 2. So much to do… So few funds to do it with The Challenge to Road Managers:
    3. 3. Why Asset Management? We want to have good roads Not this!
    4. 4. Asset Management Cycle
    5. 5. Agency Activities
    6. 6. Total Asset Management
    7. 7. Management Systems Strategic Tactical Operational Corporate Plan Statement of Intent National State Highway Strategy Asset Management Plan Operational Procedures Pro Forma Documents Regional Strategies Forward Works Programme Maintenance Intervention Strategy <ul><li>Mission </li></ul><ul><li>Vision </li></ul><ul><li>Goals </li></ul><ul><li>SOI </li></ul><ul><li>Key Result Areas </li></ul><ul><li>Key Performance Indicators </li></ul><ul><li>Level of Service </li></ul><ul><li>Technical Standards </li></ul><ul><li>Intervention Levels </li></ul>
    8. 8. Asset Management Acceptance Best Practice Years Level of Excellence Innocence Competence Initiative Excellence BASIC ADVANCED 5 8 10 0 Aware 2
    9. 9. System Approaches
    10. 11. Features of Systems <ul><li>Scale </li></ul><ul><ul><li>Small Scale – Desktop </li></ul></ul><ul><ul><li>Large Scale – Enterprise </li></ul></ul><ul><li>Configurability </li></ul><ul><ul><li>User Configurable </li></ul></ul><ul><ul><li>Developer Customizable </li></ul></ul><ul><li>Accessibility </li></ul><ul><ul><li>Controlled </li></ul></ul><ul><ul><li>Web Based </li></ul></ul>
    11. 12. Full-Featured System Regional Office Users/Viewers Public Viewers Consultants/Contractors Users/Viewers Extranet DESIGN CONSTRUCT DBMS Multi-Media Creators/Users/Viewers Internet Intranet ??? MANAGE PLAN
    12. 13. Commercial Systems <ul><li>There are a number of companies offering ‘off-the-shelf’ (COTS) systems </li></ul><ul><li>These are recommended over custom developed systems </li></ul><ul><li>Most successful systems have similar features and functionalities </li></ul>
    13. 14. Multi-User Hierarchy 100s Data Creators Data Users Data Viewers 50s 10s Information Management Technology Applications (GIS, CAD, PMS) Systems are designed for different types of users
    14. 15. Users Have Different Access
    15. 16. Ability to analyze network and create homogeneous analysis sections
    16. 17. Automatic Sectioning Manually refine sections
    17. 18. GIS Interface Cambodia USA - Ohio Sri Lanka
    18. 19. Web Enabling Many companies host client’s data on their own servers
    19. 20. Configurable vs Customizable Some systems can be completely configured by end users
    20. 21. Multi-media Data Most store and display multi-media data, often through GIS
    21. 22. Integrate With Other Systems Many designed to work with HDM-4
    22. 23. Economic Optimization Optimize investments under budget constraints
    23. 24. Key Differences <ul><li>Cost and support </li></ul><ul><ul><li>Database engine </li></ul></ul><ul><ul><li>GIS engine </li></ul></ul><ul><li>Ability to handle more than roads </li></ul><ul><ul><li>Samoa: Roads, Bridges and Seawalls </li></ul></ul><ul><li>Level of user control for configuration </li></ul><ul><li>Flexibility for types of analyses </li></ul><ul><ul><li>Economic Analysis With Road User Costs (HDM-4) </li></ul></ul><ul><ul><li>Economic Analysis Other Techniques (RED) </li></ul></ul><ul><ul><li>Multi-Criteria Analysis </li></ul></ul><ul><li>Ability to manage road network </li></ul><ul><li>Ability to store, process and use historical data </li></ul>
    24. 25. Case Study: New Zealand
    25. 26. NZ Systems <ul><li>RAMM </li></ul><ul><ul><li>Used by all local authorities to store data and determine current needs (1985+) </li></ul></ul><ul><li>dTIMS (1997+) </li></ul><ul><ul><li>Used to predict forward works programs and optimize under budget constraints </li></ul></ul><ul><li>Others </li></ul><ul><ul><li>Exor Highways </li></ul></ul><ul><ul><li>Intergraph </li></ul></ul>National Systems
    26. 27. RAMM for Windows
    27. 28. RAMM vs dTIMS Source:Development of Pavement Deterioration Modeling in New Zealand, Pradhan, Henning and Wilson, HTC Infrastructure Management, Ltd, march 2001.
    28. 29. dTIMS – Predictive Modeling
    29. 30. Role of dTIMS dTIMS Strategic Planning Maintenance Budget Maintenance Programming Treatments Locations Project Preparation Tender Documents Implementation Funding Allocations
    30. 31. Why dTIMS? <ul><li>Generic analysis system for planning and programming infrastructure and maintenance works </li></ul><ul><li>All prediction models are user defined </li></ul><ul><li>Optimisation routine for unlimited number of road sections </li></ul>
    31. 32. dTIMS Analysis Process Input Data Performance Models Treatments Triggers Road User Cost Models Resets Strategy Generation Network Optimisation Programme Review and Adjustment Network Impact Reports Detailed Work Programmes dTIMS Set up Analysis RAMM, Other dTIMS
    32. 33. Data Interfacing Important <ul><li>Convert data to required format </li></ul><ul><li>Validate comprehensiveness of fields </li></ul><ul><li>Populate missing fields – defaults </li></ul><ul><li>Define intervention criteria </li></ul>
    33. 34. Triggering Maintenance 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 Years IRI Trigger Range Worst Tolerable Condition Reset Benefit
    34. 35. dTIMS - User Definable Functions
    35. 36. Three Modes of Operation
    36. 37. Option Comparison
    37. 38. Works Program Cost
    38. 39. Treatment Costs
    39. 40. Predicted Future Condition
    40. 41. Backlog Length by Budget
    41. 42. Condition Distribution by Budget
    42. 43. New Zealand - Web-Mapping Demo
    43. 44. Case Study: Cambodia
    44. 45. Cambodia System Overview
    45. 46. Cambodia – Role in Decision Support
    46. 47. Application Components
    47. 48. Cambodia – System Users
    48. 49. Web Site: www.lrcs.info
    49. 50. Access Key Data Via Internet
    50. 51. Cambodia – Inventory Attributes
    51. 52. Cambodia – Condition Attributes
    52. 53. Examples of Maintenance
    53. 54. Agency Costs
    54. 55. Optimal Investment Strategy
    55. 56. Cambodia – Paved Roughness by Volume
    56. 57. Cambodia – Surface Condition
    57. 58. Condition vs Budget
    58. 59. Impact of Maintenance on Speed
    59. 60. Cambodia - ArcMap Demo
    60. 61. Case Study: Philippines
    61. 62. RIMSS IT Approach <ul><li>RIMSS: Road Information and Management Support System </li></ul><ul><li>Used BPR and re-engineering information systems to match mission goals and strategies </li></ul><ul><li>Provides accessible, quality data for decision-support </li></ul><ul><li>Uses modern analytic tools and efficient information technology </li></ul><ul><li>Allows all branches of the DPWH to benefit </li></ul>
    62. 63. <ul><li>Level 1: Data Recording </li></ul><ul><li>Level 2: Information Management </li></ul><ul><li>Level 3: Operations and Management </li></ul><ul><li>Level 4: Strategic Management and Planning </li></ul><ul><li>Level 5: Executive Information </li></ul>Five Application Levels
    63. 64. <ul><li>Central Road and Bridge Information System </li></ul><ul><li>Routine Maintenance Management System (RMMS) </li></ul><ul><li>Pavement Management System </li></ul><ul><li>Bridge Management System </li></ul><ul><li>Road Safety Management System </li></ul>Components
    64. 65. Information Management <ul><li>Series of distributed databases </li></ul><ul><ul><li>Managed and operated by the organizational units most interested in the use of the data, </li></ul></ul><ul><li>Connected through the communication system to be accessible throughout the organization </li></ul>
    65. 66. Data Collection <ul><li>Standards and protocols govern and specify </li></ul><ul><ul><li>how the data are being collected, </li></ul></ul><ul><ul><li>the frequency of updating, </li></ul></ul><ul><ul><li>the quality assurance, </li></ul></ul><ul><ul><li>the access security, etc. </li></ul></ul><ul><li>Data Collection out-sourced </li></ul>
    66. 67. Conceptual View of RIMSS Conceptual View of RIMSS
    67. 68. STRATEGIC MANAGEMENT Plan Build Operate Standards and Methods <ul><li>Network Planning and Multiyear Programming </li></ul><ul><li>Bridge Management </li></ul><ul><li>Traffic Information and Analysis </li></ul><ul><li>Assessment and Feasibility </li></ul><ul><li>Post Evaluation </li></ul><ul><li>Pavement Management </li></ul><ul><li>Safety </li></ul><ul><li>Project Management / Contract Management </li></ul><ul><li>Land Acquisition </li></ul><ul><li>Design Review </li></ul><ul><li>Cost Estimation </li></ul><ul><li>Design Surveys </li></ul><ul><li>Design Tools </li></ul><ul><li>EMK </li></ul><ul><li>Maintenance Management </li></ul><ul><li>Financial Mgmt. </li></ul><ul><li>Billing and Payments </li></ul><ul><li>Payroll </li></ul><ul><li>Accounting Balances </li></ul><ul><li>Budget </li></ul><ul><li>DPWH Communication Network </li></ul><ul><li>Hwy Infra Data </li></ul><ul><li>Information Technology Framework </li></ul><ul><li>Information Management Planning </li></ul><ul><li>Rapid Application Development Process </li></ul><ul><li>Information Technology Help Desk </li></ul><ul><li>Locational Referencing </li></ul><ul><li>Info Mgmt Organization </li></ul><ul><li>Data Administration </li></ul><ul><li>Contracts </li></ul><ul><li>Bid and Award </li></ul><ul><li>Contractor Performance Tracking </li></ul><ul><li>Pre-Qualification </li></ul><ul><li>Performance Appraisal </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Employee Selection </li></ul><ul><li>Human Resource Planning </li></ul><ul><li>HR Training </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Performance Indicators </li></ul><ul><li>Policies and Procedures </li></ul><ul><li>Public Relations </li></ul>Implementation Schedule NRIMP1 NRIMP2 NRIMP3 ADB HMP. Financial Management Physical Resource Management Human Resource Management Information Management Procurement Management SUPPORT PROCESSES CORE PROCESSES I DENTIFIED U SER N EEDS S ERVICED U SER N EEDS Operational Goals Network Goals
    68. 69. Benefits from Project Cost-Benefit Ratios range from 1 to 148 with Aggregate BCR of 38 Break Even cost range from .1% to 9% with Aggregate of .28% Improvement Area BIIP Costs PHP (m) Benefit Base PHP (m) Expected Benefit PHP (m)   Switching Value Benefit Cost Ratio Improved Procurement 31.8 30,282.20 605.6 0.11% 6.7 Improved Financial Management 52 30,282.20 363.4 0.17% 7 Improved Communications and Staff Quality 72.2 3,600.00 72 2.00% 1 Standardization of Contract Documents 2.4 27.3 6.2 8.90% 2.5 Improved Efficiency of Maintenance Operations 4.5 3,787.00 227.2 0.10% 50.5 Improved Planning Procedures 112.3 26,361.00 5,272.20 0.43% 46.9 Improved Pavement Management 92.8 3,952.00 3,952.00 2.35% 42.6 Improved Bridge Management 38 1,481.20 296.2 2.60% 7.8 Improved Quality and Extended Pavement Life 43.4 32,206.50 6,441.30 0.13% 148.3 Grand Total – Annualized costs 449.5 131,979 17,236 0.34% 38.3 Core Processes – Asset Value Improvement 286.5 64,000.70 15,961.70 0.45% 55.7 Support Processes – Institutional Operations 163 67,978.60 1,274.40 0.24% 7.8
    69. 70. Enterprise GIS Available to All Users
    70. 71. Executive Information System
    71. 72. Contract Preparation System and Contractor Registry
    72. 74. DPWH on the Internet www.dpwh.gov.ph
    73. 75. Road Roughness - Pangasinan 1
    74. 76. Challenges
    75. 77. Challenges <ul><li>Retrofitting of applications. </li></ul><ul><li>25 applications over next 3 ½ years. </li></ul><ul><li>Broader reform initiative. </li></ul><ul><li>External factors. </li></ul>
    76. 78. Key Conclusions <ul><li>Organizational reform is largely dependent on leadership </li></ul><ul><li>Commitment is essential </li></ul><ul><li>Business-driven IT architectures and conceptual design critical to guiding effort </li></ul><ul><li>Implementation planning is important </li></ul><ul><li>Challenge is to make them happen in an organized and integrated manner! </li></ul>
    77. 79. Case Study: Papua New Guinea
    78. 80. Overall BMS Planning Process
    79. 81. Inventory Data <ul><li>Location </li></ul><ul><li>General Data </li></ul><ul><li>Span Data </li></ul><ul><li>Abutment Data </li></ul><ul><li>Pier Data </li></ul><ul><li>Approaches </li></ul><ul><li>Miscellaneous </li></ul>Collected once
    80. 82. Bridge Condition Data <ul><li>For Each Bridge Component : </li></ul><ul><ul><li>Condition Assessment </li></ul></ul><ul><ul><li>Level of Maintenance </li></ul></ul><ul><ul><li>Quantify Maintenance Works </li></ul></ul>
    81. 83. PBMS DEVQ – Data Entry & View
    82. 84. PBMS Analysis
    83. 85. Indices For Prioritization <ul><li>Maintenance Priority Index (MPI) </li></ul><ul><li>MPI = k * AADT m * Imp_Factor * Div_Factor * (Repl_Cost / Cost) n * MCI </li></ul><ul><li>Improvement Priority Index (IPI) </li></ul><ul><li>IPI = a * MCI + b * FDI + c * SAI </li></ul><ul><li>Maintenance Condition Index ( MCI ) </li></ul><ul><li>MCI = Sum(Ci * Wi) / Sum(W) </li></ul><ul><li>Functional Deficiency Index ( FDI ) </li></ul><ul><li>FDI = k *AADT m ([CWY_WDTH]/ [BRG_WDTH]) l * [SPD_LMT] m </li></ul><ul><li>Structural Adequacy Index ( SAI ) </li></ul><ul><li>SAI = k *AADT m ([LEGAL_LOAD]/[SAFE_LOAD]) l / [LMT_NUM] m </li></ul>
    84. 86. PBMS Navigator
    85. 87. PBMS Navigator – Data View
    86. 88. PBMS Navigator – Data Edit
    87. 89. PBMS Reports
    88. 90. <ul><li>Configuration by modifying lookup table </li></ul>PBMS Configuration
    89. 91. <ul><li>Works Need Analysis Based on Maintenance Standard </li></ul><ul><li>Live cycle analysis and optimized based on predictive modeling </li></ul><ul><li>Prioritized works program based on the Indices </li></ul>Running an Analysis
    90. 92. Viewing Analysis Results
    91. 93. PBMS – GIS Interface
    92. 94. PBMS – Multimedia Interface
    93. 95. The end …