This is my AITPM conference presentation from 21/7/10

1. AITPM 2010 National Conference
“What’s new?”
Implementing ‐ A Traffic Management Centre (The people are important)
Version 2 – 7/5/10
Presenter: Andy Blunden
Co Authors: Dave Grosse – Queensland Department Transport and Main Roads
Company: McCormick Rankin Cagney
Address: Level 1, 50 Park Road Milton Queensland 4064
Client: Queensland Department Transport and Main Roads, South Coast Region
Contact Andy Blunden
Phone 07 33203600 Mobile 0418624458
Email ablunden@mrcagney.com
The Refurbished Traffic Management Centre Nerang
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2.
Contents
Abstract: ................................................................................................................................................. 3
Introduction ............................................................................................................................................ 3
Operational Review Project Objectives .................................................................................................. 4
The Project Tasks and Issues .................................................................................................................. 5
Knowledge Architecture .................................................................................................................... 5
Knowledge capture (existing processes) ............................................................................................ 6
Integration of new Traffic Management Centre technologies .......................................................... 6
Developing the Learning Curriculum ................................................................................................. 6
Create a ‘Body Of Knowledge’ supporting exceptional skills ............................................................. 7
Tunnel incident management and systems procedures .................................................................... 8
Functional structure design and reclassification ............................................................................... 9
Recruitment of operators .................................................................................................................. 9
Develop 24 hour shift structure ......................................................................................................... 9
Knowledge transfer to Department of Transport and Main Roads Staff .......................................... 9
.
Implement a balanced scorecard ..................................................................................................... 10
Implement a revised Traffic Response Service ................................................................................ 10
Tugun Tunnel Go live ....................................................................................................................... 10
Unique Issues, and Challenges ............................................................................................................. 11
Methodology ........................................................................................................................................ 11
Key techniques utilized during the project ...................................................................................... 11
Project Results Summary ..................................................................................................................... 12
.
Key Lessons ...................................................................................................................................... 12
Success Criteria ................................................................................................................................ 13
Opportunities ................................................................................................................................... 13
Conclusions ...................................................................................................................................... 14
References ............................................................................................................................................ 14
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3.
Abstract:
Many complex technical and engineering projects fail to adequately address the work design and
operational planning necessary to fully realize the benefits of the technologies. The effectiveness of
intelligent transport systems (ITS) within the redesigned Traffic Management Centre (Traffic
Management Centre) at Nerang and the remote operation of complex plant equipment and facilities at
the Tugun tunnel could only be delivered by a strategy that delivered rapid operator competency,
knowledge and confidence. Knowledge system design and implementation therefore needed to support
the technical, operational and business outcomes in parallel with the physical implementation task.
Web based and best practice procedures and a comprehensive learning curriculum were developed to
support delivery of the project and business outcomes and to enhance the Traffic Management Centre
ability to provide a rapid on road incident response. This project underscored better integration of
technical systems, work design and knowledge management and McCormick Rankin Cagney together
with the Queensland Department of Transport and Main Roads effectively implemented operation
solutions for the Traffic Management Centre and Tugun tunnel projects.
Introduction
The Queensland Department of Transport and Main Roads in the South Coast Hinterland required an
upgrade of their Nerang Traffic Management Centre as well as a parallel operational review of the
Centre operations. In part the need for the centre and technology upgrade requirements were driven
by the complexity and additional demands of the new Tugun Motorway which opened in April 2008.
In parallel with the tight tunnel and Traffic Management Centre construction deadlines, the operational
review delivered a more workable structure supporting 24 hour shift coverage, recruited and trained
new staff and re engineered the operating processes supporting the new ITS technologies, the centre
and the Tugun tunnel.
To underpin operations McCormick Rankin Cagney and Department of Transport & Main Roads
recognised a need to develop a knowledge architecture including comprehensive incident management
procedures and a competency based training curriculum. The knowledge architecture included
development of a centre of excellence approach incorporating an on line Body of Knowledge website
containing all critical incident, operational and support information needed by operators to run the
centre and deliver the regional operations goals.
The project involved integrating the project management tasks of centre refurbishment and tunnel
construction with development of systems, operations design, recruitment, training and commissioning,
all while the existing Traffic Management Centre remained operational.
From a technology point of view a Traffic Management Centre operates a complex network of CCTV
cameras, Variable message signs, Traffic signals, and other smart incident detection systems to identify
respond and coordinate incidents on the Department of Transport & Main Roads road network.
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4.
In addition the centre provides motorist information via web, radio, phone and variable message signs.
Incidents can include crashes, breakdowns, fire, weather events and congestion. The Traffic
Management Centre also coordinates the Traffic response service to assist emergency services on
location at incidents.
The addition of the Tugun tunnel introduced additional operational complexity to the Traffic
Management Centre. Tunnels contain complex air quality monitoring, fans, fire deluge systems, sumps,
pumps, lighting, evacuation and in the Tugun case an additional wholly separate Motorway
Management system, all to be managed via software and communication links remotely by operators
from the Traffic Management Centre at Nerang. McCormick Rankin Cagney recognized that effective
Socio Technical System design was a key requirement of the project
Under an arrangement between the Queensland and NSW governments the tunnel will be operated by
Queensland for the first ten years and then by NSW. The Road Traffic Authority in NSW is able to jointly
monitor the Tunnel from NSW.
By carefully considering the people issues, how their environment was to be changed and the key
learning needs and support requirements, a parallel Traffic Management Centre and Tugun operational
review project delivered operator competence underpinning the successful delivery of the infrastructure
projects.
Operational Review Project Objectives
The goals of the project were to:
• Review and modernize the Traffic Management Centre Nerang for Queensland Department of
Transport and Main Roads, South Coast Region
• Maintain the old centre and operations while the project is delivered
• Capture and codify existing operational knowledge and develop new knowledge supporting Tugun
tunnel technologies and processes and new Traffic Management Centre technologies.
• Implement state of the art technologies including the new Meridian Motorway Management
program
• Support Tugun Tunnel operational readiness for the motorway opening through competent
operators.
• Expand the South Coast Traffic Management Centre to a 24 hour operational basis
• Improve incident management response consistency, professionalism and safety in the region via a
more proactive (rather than reactive) Traffic Management Centre
• Improve relationships with key incident stakeholders (police, ambulance, fire, towing, public)
through professional incident responses led by the Traffic Management Centre
• Model the project knowledge for prospective future applications
• Revise and re implement the previously trialed Traffic Response Service for the region
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5. The Project Tasks and Issues
Knowledge Architecture
Knowledge Architecture is applying an information architecture to management of knowledge by using
the skills for defining and designing information to establish an environment conducive to managing
knowledge.
The following diagram illustrates the complex relationship between operating principles, policies,
procedures and the competency based learning curriculum to manage the Traffic Management Centre
knowledge.
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6.
Knowledge capture (existing processes)
Initial analysis showed that much of the operator knowledge prior to the project was ‘trapped
knowledge’ i.e. held in the heads of existing operators and not adequately recorded as best practice
procedures. Without written processes, it would not be possible to train and support a larger team of
new operators for the Traffic Management Centre and Tugun motorway opening. In addition there was
only a limited capability and resource availability within the Traffic Management Centre for writing
operational processes and no one available to conduct business process re engineering.
Integration of new Traffic Management Centre technologies
In addition to capturing the existing operations knowledge there was a need to pay attention to the
Socio Technical System, and rapidly receive, digest and codify the knowledge relevant to the newly built
Tugun Tunnel, Motorway Management System and the new systems to be introduced in the Traffic
Management Centre. There was a real danger that many of the systems would not be completed and
installed in sufficient time to train the ‘yet to be recruited’ operators. A Socio‐technical systems
approach (STS) considers the interrelationships between people and technology to ensure that
installing new technology actually contributes to performance.
Developing the Learning Curriculum
To recruit and train the incoming operators in time it would be necessary to develop comprehensive
training, and this would need to be competency based (especially relating to tunnel safety systems) and
based on operating procedures. As many of the systems would not be operational until close to opening
the task of writing operational procedures and the learning curriculum would need to be performed on
a short time frame and in parallel.
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7. One of eight modules
developed for the
operator learning
curriculum
Create a ‘Body Of Knowledge’ supporting exceptional skills
As the operators would sometimes be working alone over 24 hours, it would be necessary to develop an
easily accessible ‘on line’ body of knowledge containing all work instructions, policies, incident and
operations procedures and training materials. These would need to be stand alone and cover all known
incident types.
The Traffic Management
Centre Body of Knowledge
home page
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8. Tunnel incident management and systems procedures
Operation of a tunnel requires operational incident response procedures based on the risk profile of the
infrastructure. A comprehensive set of tunnel incident response procedures was created for the Tugun
tunnel to assist operators to deal with all foreseen events.
One of the key Tugun Tunnel incident procedures supporting operator response and public safety
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9.
Functional structure design and reclassification
Staffing the Traffic Management Centre required a review of the structure, the role classifications of the
operators and the job descriptions. The competencies and personal attributes required to manage
complex tunnel management systems and a motorway management system required careful
consideration and an upward classification adjustment together with altered job descriptions.
Recruitment of operators
Recruitment of operators included psychometric testing in an effort to better match the requirements of
the role with applicants.
A Senior Operator at the Nerang Traffic Management Centre console
Develop 24 hour shift structure
The operation of the Tugun tunnel required that the TMC be staffed 24 hours per day, and a rotating
shift roster was developed by a separate specialist shift company. Shift change management issues
included the consideration of fatigue, annual leave and different staffing levels for daily peaks. The shift
structure also required that the payroll system be adjusted to cater for the new shifts.
Knowledge transfer to Department of Transport and Main Roads Staff
The consultant was required to transfer key knowledge to DTMR staff to ensure that the key
organizational knowledge repository (BOK) was maintained in house. Additionally an internal Double
learning loop was required in the form of an ability to debrief incidents.
According to Chris Argyris, Double‐loop learning occurs when error is detected and corrected in ways
that involve the modification of an organization’s underlying norms, policies and objectives.
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10.
Implement a balanced scorecard
A Kaplan and Norton style balanced scorecard was developed to track the Traffic Management
Operational performance.
Implement a revised Traffic Response Service
Supporting the review of the Traffic Management Centre and increase operational hours, the Traffic
Response Service was expanded and re implemented in the South Coast Region
A Traffic Response operator with vehicle
Tugun Tunnel Go live
Supported by the newly refurbished 24 hour Traffic Management Centre at Nerang the Tugun tunnel
was opened early. Operators were involved in Tunnel System testing, tours of the facility and
familiarized in the use of the fully equipped Tunnel Control building.
The Tugun Tunnel Opening
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11. Unique Issues, and Challenges
Despite comprehensive project planning and coordination with the Tunnel construction personnel, the
project was completed early and this required considerable rescheduling of testing and operator
training time. (Testing of fire deluge systems etc could not occur while the motorway was open and
therefore training and testing required the tunnel to be closed)
During the early days of the Tunnel operation operators also managed the tunnel initially from the
Tunnel Control building at Tugun.
Methodology
In general the project management approach incorporated continuous communication between the
client and consultant through a steering committee mechanism, a detailed change management
program and where ever possible continuous involvement of existing staff in project activities, leading
to enhanced ownership of project outcomes and superior knowledge.
The PM Bok project management methodology was utilised by the consultant and ensured on time
delivery and a high quality outcome for the client.
Key techniques utilized during the project
Several techniques were utilized during the project to underpin the success. These were:
• Continuous coaching of existing and the newly recruited operators
• Knowledge transfer through the constant operator involvement and co location of the consultant
• Competency mapping and testing
• Earliest escalation of any issues to the steering committee
• Constant contact with Tugun tunnel and Traffic Management Centre project managers
• Involvement of the operators in Tunnel system testing
• Specialist support and coaching of staff during implementation
• Use of Debriefings as a learning loop to reincorporate learning as knowledge
• Hands on Training of operators wherever possible
• Having fun – no matter what the pressure
• Engendering pride in achievements, promoting successes
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12. Project Results Summary
Miles Vass previous District Director, Warren Pitt (previous Minister Main Roads) and Andy Blunden McCormick Rankin
Cagney at the Traffic Management Centre opening
Project results were:
• Traffic Management Centre staffing restructured and operator reclassification completed
• Team leader, coordinator and operators recruited and trained to competency prior to tunnel
opening
• Operational knowledge converted to best practice incident procedures
• A competency based learning curriculum implemented
• Comprehensive Body of Knowledge in place at Nerang Traffic Management Centre
• Traffic Management Centre Nerang fully renovated and operational prior to Tugun motorway
opening
• Traffic Response service re implemented and operational
• Debriefing (learning loop) process implemented
• Operators reached competency standards in a greatly reduced time frame and displayed superior
incident response skills
• Improving relationships and reputation with emergency services
Key Lessons
This project delivered some key lessons to the project team:
1. We should have over recruited operators (or taken on casuals) to mitigate any losses of operators
during the key implementation period. There was an early loss of operators (resignation) and this
put pressure on the newly established training plans and shift staffing arrangements.
2. Late design changes to Tunnel systems and equipment meant that procedures and training modules
had to occur in very short time frames.
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13. 3. Early tunnel opening resulted in a reduction in ‘Sea trials’ which in turn created training logistics
issues i.e. we could not train until it was operational and once it was operational it was already in
‘real use’ thus limiting scenario training
4. Human nature is such that under pressure there will be a reversion to known behaviours, the coach
needs to be there continuously to prevent ‘slip back’ into old habits
5. We needed to continuously re emphasise the end performance requirement in order to keep the
focus on not only implementation but the business goals i.e. the reasons for the project
6. The cultural change and ownership benefits come mainly from ‘doing it with the people’, ‘not for
them or to them!’
7. Project leaders need to know when to cut and run (when something isn’t working) and be prepared
to change it quickly
8. Shift structures are extremely difficult to implement and are even harder to change once in place. It
is infinitely better to spend more time and get them completely right prior to implementation rather
than change them once in place.
9. Once an Alliance infrastructure project team disbands it is extremely difficult to pick up the pieces
and or find someone to tell you how something works!
10. Make sure that whatever you are doing you make it fun!
Success Criteria
During the project we applied the following criteria to assess our success:
• Timeliness
• Objectives achievement
• Compliance with agreements
• Level of operational disruption
• Operator competency and readiness
• The degree of ownership of knowledge
• The TMC reputation
• The health of key relationships (police, ambulance, fire)
• Public comments and press
Opportunities
There is an opportunity to replicate the project model used in this project to other sites and major
infrastructure projects as the lessons, templates and models have been captured and codified.
This should represent a key cost saving for future projects if applied.
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14.
Conclusions
Proper planning for and integration of the socio technical system i.e. the human issues, processes, skills
and impacts of technology and infrastructure projects is critical to the successful realization of a project
and the achievement of organizational objectives.
This project is a useful model for implementation of other Traffic Management Centres and or major
infrastructure implementations.
References
Tom Reamy‐ Chief Knowledge Architect ‐KAPS Group ‐ Knowledge Architecture
Harvard Business Review ‐ Using the Balanced Scorecard as a Strategic Management System
Robert S Kaplan, David P Norton
Chris Argyris ‐ Theories of action, double loop learning and organizational learning
Socio‐ technical systems Xi Liu and Craig Errey (2006)
PMBOK Guide - Fourth Edition 2008.
Eric Trist & K. Bamforth (1951). Some social and psychological consequences of the longwall
method of coal getting, in: Human Relations, 4, pp.3‐38. p.7‐9. p.20‐21.
P.V.R. Carvalho (2006). "Ergonomic field studies in a nuclear power plant control room".
In: Progress in Nuclear Energy, 48, pp. 51‐69
A. Rice (1958). Productivity and social organisation: The Ahmedabad experiment. London:
Tavistock.
A. Cherns (1976). "The principles of socio technical design". In: Human Relations. Vol 29(8),
pp.783‐792. p.786
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