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Author: Benjamin H. Cottrell Publisher: ISBN: Category : Project management Languages : en Pages : 35
Book Description
The Virginia Department of Transportation's (VDOT's) project development process (PDP) directs how construction projects are developed. The purpose of this study was to evaluate the manner in which operations is currently considered throughout the PDP and to identify opportunities to expand and enhance the consideration of operations such that the outcome is a more efficient and effective roadway system. The term operations refers to the safe, efficient, and effective movement of traffic on the highway system. Overall, the PDP is working well with regard to addressing traffic engineering issues. The project team process is valuable in reviewing and developing plans. Although there is some variety in the manner in which TE staff participates in the PDP across regions, there is consensus that the process is most effective when TE staff members are involved regularly and throughout the process. A blend of flexibility to account for the uniqueness of projects and project teams and consistency in the application of the basics of the PDP is important. Communication among all PDP team members is a critical component of the process. The resolution of recommendations brought by any team member needs be documented and disseminated to all team members. Checklists used to ensure that all issues have been addressed are not currently universally employed but are considered valuable in instances where team members are new to the process or the team desires the additional structure checklists provide. Clear procedures for dispute resolution are needed to improve the PDP process when consensus cannot be reached on recommendations. Recommendations are offered for improving the operations aspect of the PDP, including providing a description of role and responsibilities of the TE staff in the PDP, providing guidance as to who has responsibility and accountability for TE and safety-related items in the plans, reviewing the process for establishing a schedule and budget to make certain that adequate time is provided for project development and reviews with a focus on program management, and examining the opportunity to begin the PDP concurrent with the end of the planning process.
Author: Benjamin H. Cottrell Publisher: ISBN: Category : Project management Languages : en Pages : 35
Book Description
The Virginia Department of Transportation's (VDOT's) project development process (PDP) directs how construction projects are developed. The purpose of this study was to evaluate the manner in which operations is currently considered throughout the PDP and to identify opportunities to expand and enhance the consideration of operations such that the outcome is a more efficient and effective roadway system. The term operations refers to the safe, efficient, and effective movement of traffic on the highway system. Overall, the PDP is working well with regard to addressing traffic engineering issues. The project team process is valuable in reviewing and developing plans. Although there is some variety in the manner in which TE staff participates in the PDP across regions, there is consensus that the process is most effective when TE staff members are involved regularly and throughout the process. A blend of flexibility to account for the uniqueness of projects and project teams and consistency in the application of the basics of the PDP is important. Communication among all PDP team members is a critical component of the process. The resolution of recommendations brought by any team member needs be documented and disseminated to all team members. Checklists used to ensure that all issues have been addressed are not currently universally employed but are considered valuable in instances where team members are new to the process or the team desires the additional structure checklists provide. Clear procedures for dispute resolution are needed to improve the PDP process when consensus cannot be reached on recommendations. Recommendations are offered for improving the operations aspect of the PDP, including providing a description of role and responsibilities of the TE staff in the PDP, providing guidance as to who has responsibility and accountability for TE and safety-related items in the plans, reviewing the process for establishing a schedule and budget to make certain that adequate time is provided for project development and reviews with a focus on program management, and examining the opportunity to begin the PDP concurrent with the end of the planning process.
Author: K. E. Lantz Publisher: ISBN: Category : Project management Languages : en Pages : 43
Book Description
Transportation project scoping is a process where the project's purpose and need, budget, schedule, and scope are developed. Interviews conducted with 27 staff representing VDOT, FHWA, and regional planners, coupled with a review of related literature and federal legislation, suggested 10 options for improving Virginia's scoping process. Although implementation of the first 8 options may involve, to varying degrees, both central office and district staff, the decision regarding whether or not to implement them as a matter of policy rests with VDOT's Chief Engineer. Six options regard changes in process that have already been implemented in some VDOT districts or are under consideration: (1) Select a monthly project day statewide; (2) Delineate scoping-day decisions from other activities in the scoping process; (3) Consider initiatives that have already been deployed successfully in one or more VDOT districts such as the use of a risk assessment page; (4) Allow electronic submission of the scoping report; (5) Provide resources to perform scoping prior to programming (and use this information to influence which projects are placed in the transportation program); (6) Support efforts to link planning and programming. Two options regard specific products: (1) develop a single primer that explains to an outside audience how the scoping process influences project development and is designed to improve the quality of the discussion among VDOT, localities, and other agencies regarding project scoping, and (2) consider database enhancements suggested by interviewees. The final two options regard suggestions for further research. The report gives the rationale for each option, detailing interviewees' descriptions of how scoping is done, challenges that arise when scoping specific projects, and enhancements to scoping that have been considered in individual districts.
Author: Cheryl A. Kyte Publisher: ISBN: Category : Business relocation Languages : en Pages : 60
Book Description
This report details a study that reviewed the Virginia Department of Transportation's (VDOT) business relocation program, with a focus on the relocation difficulties of retail gasoline service stations operating on leased property, as mandated by House Joint Resolution 490 passed by the Virginia General Assembly in 1999. The researchers reviewed reports and legislation related to business relocations and conducted interviews with VDOT field relocation agents, senior FHWA staff, and a representative of the Virginia Gasoline Marketers Council. The study also included a mail survey of businesses relocated by VDOT between 1993 and 1999 and surveys and interviews of relocation agents in other state DOTs. Statistical analyses were performed on relocation payment data for 262 Virginia businesses to estimate what the average payments would have been in the absence of the limits in the federal Uniform Act and how much higher the limits would need to be to ensure that the majority of relocated businesses were compensated appropriately. The recommendations were: (1) FHWA should strongly consider increasing the federal maximums for reestablishment and in lieu of actual moving costs (ILO) payments, given the evidence from Virginia and numerous other states. (2) FHWA should index their reestablishment and ILO payment maximums to the Consumer Price Index to account for inflation. Virginia should also index its relocation payment ceilings to inflation. (3) As long as relocation payment ceilings exist, Virginia should monitor actual payments to businesses and conduct analyses similar to those done in this study every few years. (4) VDOT may wish to consider the potential value of conducting a prospective study of business displacees. Ideally, any future study of the impact of displacement on businesses would follow a sample of businesses from initiation of negotiations to the conclusion of displacement process.
Author: Publisher: ISBN: Category : Highway planning Languages : en Pages : 124
Book Description
Well-implemented public involvement programs have many potential benefits for transportation agencies including enhanced credibility with the public, decisions reflecting community values, and reduced risks of litigation (O'Connor et al., 2000). The objectives of this study included a broad assessment of the Virginia Department of Transportation's (VDOT's) public involvement practices and the development of a public involvement "toolkit" for use by VDOT staff. The toolkit describes an array of techniques that may be used from the earliest planning stages of transportation projects through their construction, noting advantages, disadvantages, special considerations in the use of each technique, and references and website links for further reading. The assessment of VDOT's current public outreach practices included information gathering from citizens and VDOT staff. A total of 948 citizens attending several types of VDOT meetings and hearings completed written surveys that included questions about how they prefer to be notified about upcoming VDOT meetings, how they prefer to be informed about projects, and how they prefer to be updated on the status of plans or projects. Focus groups and written "self evaluation" surveys provided information on the perceptions of VDOT staff about the effectiveness of VDOT's public involvement approaches and their suggestions for improving communication with the public and public involvement... Study recommendations include the following: VDOT staff should use the toolkit and a soon-to-be released interactive public involvement tool by the Federal Highway Administration to choose effective public involvement approaches; VDOT divisions should collaborate on ways to increase the public's understanding of the planning, project development, and public involvement processes; and as soon as the state budget situation permits, the Outreach Section of VDOT's Office of Public Affairs proposed by the Governor's Commission on Transportation Policy should be staffed to provide greater in-house strategic communications planning and evaluation capability for major projects.
Author: Benjamin H. Cottrell
Author: Benjamin H. Cottrell
Author: K. E. Lantz
Author: Virginia. Department of Highways and Transportation
Author: 
Author: Virginia. General Assembly. Joint Legislative Audit & Review Commission![Report of the Joint Legislative Audit and Review Commission [on] Review of the Use of Consultants by the Virginia Department of Transportation to the Governor and the General Assembly of Virginia PDF](https://books.google.com/books/content/images/frontcover/2fjvAAAAMAAJ?fife=w80-h100)
Author: Virginia. General Assembly. Joint Legislative Audit & Review Commission
Author: Cheryl A. Kyte
Author: 
Author: Virginia. Department of Transportation
Author: Dixie T. Wells