Aitpm Blunden

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This is my powerpoint for my AITPM presentation on 21/7/10

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Aitpm Blunden

  1. 1. Implementing a Traffic Management Centre (The people are important) Andy Blunden McCormick Rankin Cagney Dave Grosse Dept Transport & Main Roads  
  2. 2. Andy Blunden <ul><li>Associate Director Business Improvement McCormick Rankin Cagney </li></ul><ul><li>MBA, MIS, Dip Training & Assessment Systems </li></ul>
  3. 3. Dave Grosse <ul><li>Director Managed Motorways Qld Dept of Transport & Main Roads </li></ul>
  4. 4. The Task <ul><li>Qld Department of Transport & Main Roads required an upgrade of their Traffic Management Centre at Nerang and a review of TMC operations. </li></ul><ul><li>Driven largely by the opening of the Tugun motorway </li></ul><ul><li>Tasks included recruitment of operators, movement to 24 hour shift coverage, review of operational processes to support new Tugun Motorway and new Tunnel and technologies </li></ul>
  5. 5. The Objectives <ul><li>Modernise Traffic Management Centre </li></ul><ul><li>Capture and codify existing and new knowledge </li></ul><ul><li>Implement state of the art TMC technologies (Motorway management system, digital CCTV network) </li></ul><ul><li>Support Tugun operational readiness (Fire/Safety) </li></ul><ul><li>Expand TMC to a 24/7 operation </li></ul><ul><li>Improve Incident Management response consistency and build professionalism </li></ul><ul><li>Improve key stakeholder relationships (Emergency services) </li></ul><ul><li>Implement a revised Traffic Response Service </li></ul>
  6. 6. Approach <ul><li>We took a Centre of Excellence Approach </li></ul><ul><li>Designed an intranet based Body of Knowledge containing: </li></ul><ul><ul><li>All incident response procedures </li></ul></ul><ul><ul><li>All operational processes, policies and references </li></ul></ul><ul><ul><li>Operator responsibilities and competency standards </li></ul></ul><ul><ul><li>Learning curriculum </li></ul></ul>
  7. 7. Procedures
  8. 9. Core Drivers <ul><li>Everything that is built has to be operated </li></ul><ul><li>Operational concepts must therefore be embedded within both systems and people </li></ul><ul><li>People need to be supported if you want to get best results! </li></ul>
  9. 10. Main Issues Considered <ul><li>Public, motorist and responder safety on the road network </li></ul><ul><li>Environmental responses (tunnel) </li></ul><ul><li>Use of GIS motorway management system (Meridian) </li></ul><ul><li>Complexity of the operator TMC environment </li></ul><ul><ul><li>CCTV, Variable message signs, Web and 131940 motorist information,Traffic signal control, Lighting, Remote use of Fire systems, Pumps, sumps </li></ul></ul><ul><li>Socio Technical Design to enable swift and effective operator incident response (integration of the technologies with the job) </li></ul><ul><li>Need for operator proficiency during incidents </li></ul>
  10. 11. Project logistics <ul><li>Needed to re build the TMC but keep the existing centre operating while building new </li></ul><ul><li>Capture existing knowledge plus add new knowledge for the tunnel and motorway in time for training and implementation </li></ul><ul><li>Select and integrate new staff and the shift structure prior to motorway opening </li></ul><ul><li>Be operationally ready prior to the actual opening </li></ul><ul><li>Participate in testing of tunnel systems </li></ul><ul><li>Implement new technologies in time </li></ul><ul><li>Implement a revised Traffic Response Service </li></ul>
  11. 12. Knowledge Architecture?
  12. 13. Knowledge Capture <ul><li>Existing TMC operator knowledge was ‘trapped knowledge’ </li></ul><ul><li>To codify it we needed to continuously access the existing operators and capture their knowledge </li></ul><ul><li>Consultant sat within the work group for the entire project </li></ul><ul><li>Consultant did the writing </li></ul>
  13. 14. Integration of new technologies <ul><li>New technologies included: </li></ul><ul><ul><li>Motorway management system (Meridian) incorporating Variable Speed limit, Lane control, over height vehicle detection </li></ul></ul><ul><ul><li>Tunnel systems (Fire, Air quality, pumps, sumps) </li></ul></ul><ul><li>Training approach included simulation software, video grabs and coaching </li></ul>
  14. 15. Learning Curriculum <ul><li>We created a competency based curriculum involving courseware, tutorials, on the job training and coaching </li></ul><ul><li>All courseware was available via the body of knowledge (BOK) </li></ul><ul><li>Curriculum delivered intensively over 2 weeks </li></ul><ul><li>Competency testing ensured proficiency </li></ul>
  15. 16. Incident response procedures <ul><li>Procedures developed according to the risk profile for the new motorway and tunnel </li></ul><ul><li>Based on principles (not too prescriptive) </li></ul><ul><li>Procedures assemble groups of tasks </li></ul><ul><li>Tasks repeat in numerous procedures e.g. multiple procedures contain the task ‘alter a VMS sign’ </li></ul><ul><li>Once operators know all tasks, they can essentially manage any incident (i.e. they know the component skills within all procedures </li></ul><ul><li>Learning loop implemented via debriefings (error detection and feedback into system review) </li></ul>
  16. 17. People issues <ul><li>Having a structure with sufficiently high classifications (Additional responsibilities) </li></ul><ul><li>Selecting operators with the right skill sets and attitudes (Psych testing used) </li></ul><ul><li>Moving to 24 hour shifts (Roster is critical) </li></ul><ul><li>Knowledge transfer (From Consultant to DTMR staff) </li></ul>
  17. 18. Result <ul><li>TMC and Tugun motorway and tunnel opened early </li></ul><ul><li>All recruitment and training completed in time for opening </li></ul><ul><li>Competent operators available at opening </li></ul><ul><li>Professional relationship built with emergency services </li></ul><ul><li>Motorist confidence </li></ul>
  18. 19. Techniques used <ul><li>Use of PM Bok model of Project management </li></ul><ul><li>Continuous coaching of operators </li></ul><ul><li>Knowledge transfer (co location of consultant) </li></ul><ul><li>Competency mapping and testing </li></ul><ul><li>Use of steering committee to escalate issues </li></ul><ul><li>Implementation of incident debriefing processes </li></ul><ul><li>Having fun! </li></ul><ul><li>Engendering pride in achievements (Doing it for ourselves) </li></ul>
  19. 20. Lessons <ul><li>We should have over recruited (some early losses of operators complicated our efforts) </li></ul><ul><li>Late design changes invariably meant rework of procedures and training </li></ul><ul><li>Difficulty in operating critical processes like fire deluge system could only occur with the tunnel closed (some night time training required) </li></ul><ul><li>When something doesn’t work be prepared to cut and run early </li></ul><ul><li>Get shift structures right first time (It’s too hard to change once in place </li></ul><ul><li>Ensure payroll system can cope with shift design </li></ul><ul><li>Once an alliance disbands it is hard to find accountable people for technical questions! </li></ul>
  20. 21. End <ul><li>Thank you for your attention </li></ul><ul><li>Questions??????????????????? </li></ul>

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