Transit Enterprise Architecture and Planning Framework (2011) / Chapter Skim
Currently Skimming:
Appendix A - Guidance for Transit Managers
Appendix A - Guidance for Transit Managers
Pages 40-48
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 40... ...
40 Guidance for Transit Managers A P P E N D I X A
|
From page 41... ...
Overview 43 2.1.3 Business Case Methodology Overview 44 2.1.4 Funding Overview 44 2.1.5 Systems Engineering Overview 44 2.1.6 Post-Implementation Analysis Overview 44 2.1.7 How do the TEAP Framework elements relate? 45 2.1.8 Growing Need for TEAP Framework Knowledge & Skills 45 2.2 Manager's Roles & Checklists 45 2.2.1 Key Roles for Managers 46 2.2.2 EA/EAP Checklist for Managers 47 2.2.3 Business Case Methodology Checklist for Managers 47 2.2.4 Funding Checklist for Managers 47 2.2.5 Systems Engineering Checklist for Managers 48 2.2.6 Post-Implementation Analysis Checklist for Managers 48 3 References
|
From page 42... ...
The Framework will also help guide an agency's IT/ITS planning process, improve its understanding of risks, better manage the project implementation effort, validate and verify compliance with its needs, and measure results and benefits. Specifically, the TEAP Framework guides transit in: • Planning how information, services, and technology will connect across an enterprise to support business processes, solve problems, and measure performance; • Promoting information sharing across agency and institutional barriers; • Ensuring that IT/ITS projects are defined and staged in a way that ensures best value and supports successful project implementation, operations, and maintenance; • Ensuring that the benefits and costs of proposed IT/ITS projects are understood across the project's lifecycle (including operations and maintenance)
|
From page 43... ...
The Enterprise Architecture links projects to business strategy by associating critical business processes, organizational resources, and service performance with supporting applications, data, and technologies. EA models can generate insight into cost savings and productivity increases because they link resources and costs that apply to the business, information used for decision making, applications and technologies.
|
From page 44... ...
The systems engineering process ensures that the requirement is described in the design and consequently implemented in the software and that data is collected, stored, and reported in a format that supports its use as a performance measure. The steps prescribed by the Systems Engineering process ensure a structured approach to track customer needs throughout the development stages of an IT/ITS project.
|
From page 45... ...
Information from the systems engineering steps can help decision makers advance a project effectively through funding "decision gates." 2.1.8 Growing Need for TEAP Framework Knowledge & Skills As competition for limited resources increases, the need for skills in building a good business case, arranging funding, using EAP to improve the value of the investment, managing projects with good systems engineering practices, and proving value with post-implementation analysis, will increase. 2.2 Manager's Roles & Checklists This section is intended to assist transit managers in enabling their staff and the transit organization to effectively acquire, assess and enhance IT/ITS systems.
|
From page 46... ...
• Foster the mind-set in your organization that data is a corporate asset requiring governance discipline and management procedures such as standardization, quality control, documentation of issues and other metadata (information POSTIMPLEMENTATION ANALYSIS BUSINESS CASE METHODOLOGY Potential Projects Approved Projects Project Flow Supporting Information Flow KEY EAP Enterprise Architecture IT/ITS Strategic Plan • Performance • Business • Data • Applications • Technology SYSTEMS ENGINEERING • Budget Process • Operating & Capital :: Programs FUNDING INPUTS • Vision / Mission / Goals • Internal • External / Regional about data) , data security, preservation, and appropriate access.
|
From page 47... ...
• Define a process for reviewing proposed projects to determine to what degree the systems engineering process is needed for each project. POSTIMPLEMENTATION ANALYSIS BUSINESS CASE METHODOLOGY Potential Projects Approved Projects Project Flow Supporting Information Flow KEY EAP Enterprise Architecture IT/ITS Strategic Plan • Performance • Business • Data • Applications • Technology SYSTEMS ENGINEERING • Budget Process • Operating & Capital :: Programs FUNDING INPUTS • Vision / Mission / Goals • Internal • External / Regional 47
|
From page 48... ...
2.2.6 Post-Implementation Analysis Checklist for Managers This section provides guidance to transit managers relative to the use of Post-Implementation Analysis. The guidance focuses on management activities that ensure that the benefits of completing postimplementation analyses are realPOSTIMPLEMENTATION ANALYSIS BUSINESS CASE METHODOLOGY Potential Projects Approved Projects Project Flow Supporting Information Flow KEY EAP Enterprise Architecture IT/ITS Strategic Plan • Performance • Business • Data • Applications • Technology SYSTEMS ENGINEERING • Budget Process • Operating & Capital :: Programs FUNDING INPUTS • Vision / Mission / Goals • Internal • External / Regional ized.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.