The meeting included State DOTs with varied organizational assessment experience including those whom had at least one assessment and those with no experience. Once the core group of stakeholders in the GIS CMM is assembled, that group would then be responsible for updating the URISA CMM and ensuring that it stays relevant through engagement with other peers. 239-18 The value of the URISA CMM tool would be further increased if a number of State DOTs could all take the same assessment and cross-reference results with each other. CMMs, the State DOT claims, can also inform new job types and position descriptions. As practices change, the data governance steering committee has to re-evaluate preferences and answers that may have changed within the six months since an initial survey was conducted. To address this issue, some transportation agencies have implemented what is known as an organizational assessment—a process through which an agency evaluates its strengths and weaknesses in a given area of service. The State DOT does not, however, have immediate plans to leverage the results of its initial assessment. Within that overarching goal, the agencies were motivated to pursue CMMs for one or more of these reasons: Transportation agencies reported a number of benefits related to using CMMs to evaluate established GIS business processes. Instead, TDOT's GIS budget is contained within the IT Department budget. The topic of organizational assessments is not a new area of research but its application in GIS over the last 10 to 15 years has been sparse and mostly unknown within the GIS community. Were the questions adequately tailored for a State-level analysis? Oregon DOT recognized that, in addition to taking a small amount of time, which allowed day-to-day work activities to not be disrupted, the State DOT did not have to reach out to any contractors or outside staff in order to complete the evaluation. The participating agencies include the Iowa Department of Transportation (IDOT), Ohio Department of Transportation (Ohio DOT), Tennessee Department of Transportation (TDOT), and Oregon Department of Transportation (Oregon DOT). Before completing an assessment, Oregon DOT recommends organizing multiple experienced GIS staff with the agency and have each member complete the assessment independently. Based on the findings, the steering committee will develop an initial data governance strategy with the goal of facilitating data sharing between different data owners and silos. The Office of Technical Services then established a data governance steering committee, which is reviewing the survey results both for accuracy and for unexpected findings. Students are required to present photo identification on the first day of class and prior to taking the written and physical exams. While a CMM can provide a clear and concise numerical scale rating that identifies how efficient an agency delivers a certain type of service related to GIS, if there is no buy-in from executive leadership on the importance or legitimacy of the tool, then the results will not have any significant impacts on GIS operations. Follow the download instructions below: Click “PCC Mix Design (V2.4)” spreadsheet to download, All registrations for the Portland Cement Concrete Level I Course will be made through Lake Land College.
Otherwise a test run might be helpful to get context before going in-depth into the process. Recommends investing time and other resources towards educating individuals and departments on CMMs.
Before completing the URISA GIS CMM, IDOT completed an adapted version of Slim Geographic6 Information Management called Enterprise Maturity Model.
The instructor will notify students of start time on all subsequent days. Trade or manufacturers’ names appear herein solely because they are considered essential to the objective of this report. Assuming the cost of completing the URISA CMM would be low, Oregon DOT wanted to explore what kind of value could be obtained from an initial high level assessment of its GIS division. 298-102.
From Oregon DOT's perspective, organizational assessments can provide a concise summary of a GIS division's needs by category. If people are educated about maturity models and have done them in the past, an organization can dive in. As an agency that tries to maintain open and ongoing communication with other State DOTs, Oregon DOT has been able to take advantage of other agency experiences including their experience with URISA's CMM. Currently, that segmentation would have to be completed manually.
one might be doing really well while another is struggling due to factors outside of one group's control. Currently, the biggest challenge is time: while the survey was conducted recently (in Fall 2016), data practices are evolving so rapidly at Ohio DOT that survey responses may not be entirely accurate a few months later. Ultimately, peers that tested one or more CMMs believed that while there is potential to leverage a CMM to promote improved project prioritization and delivery and better resource allocation within a DOT, adopting a new model for self-assessing can be too disruptive to current business process. After determining that geospatial tools and applications can provide measurable benefits for an agency, FHWA believes it is important to understand how effectively an agency is using those tools and applications. TDOT uses geospatial tools for several purposes, most notably: While TDOT has worked in each of these areas extensively, it believes there still exists a big gulf between engineering data and spatial data that can limit the potential of the work done. Going through the CMM tool allowed these agencies to begin a discussion on how to best assess an organization's GIS division, and how different levels of maturity across different categories are affecting the State's DOT abilities to effectively manage GIS operations. A mature agency can be defined as one with well-developed enabling technology and resources that are used effectively and efficiently. Relatedly, the geospatial assessments done in the past have informed how the Office of Technical Services and Ohio DOT's human resources team craft job descriptions. Questions about application development or procurement methodologies might also not apply well to agencies such as Oregon DOT.
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