Section 3.3
Managing Change
In general, TAM implementation or advancement involves introducing organizational business changes through the people, processes, tools and technology involved. The purpose of change management is to support the improvements that TAM introduces.
Managing change ensures that new initiatives introduced to reflect TAM principles are successful, effective, and sustained. Change management guidance can be applied to help advance organizational or process change, as well as systematic or technological implementations and their associated change.
Managing Change
In general, TAM implementation or advancement involves introducing organizational business changes through the people, processes, tools and technology involved. The purpose of change management is to support the improvements that TAM introduces.
Managing change ensures that new initiatives introduced to reflect TAM principles are successful, effective, and sustained. Change management guidance can be applied to help advance organizational or process change, as well as systematic or technological implementations and their associated change.
3.3.1
TAM Culture
Working toward widespread acceptance of TAM processes is a culture shift worth pursuing. DOTs are typically known for a “can do” attitude, and that can be powerful in creating the energy needed to make strategic change. An important aspect of culture change is to create open minds that are receptive to TAM advancement initiatives, so the whole agency can embrace them and lead them.
Changing an agency’s culture can have wide¬spread benefits to TAM programs. A culture that fully embraces TAM can make the best use of TAM tools and techniques to further advancement and progress toward maturity. When TAM culture is present and working well, the agency is able to achieve optimal results by working through conflicting perspectives on the key elements of the process.
TAM Change Agents
Making changes is inherent to TAM success. TAM teams need people who will guide and lead the change process. It is important to note that the person making decisions about what changes are needed is not necessarily the one who will carry out the changes. This requires a change agent with the ability to help people understand and adapt to new ways of doing things.
TIP
Implementing TAM or improving TAM business processes involves changing the way the agency conducts business. It involves people, processes, and/or technology. TAM improvement is a change process so it should involve change management techniques.
Minnesota DOT
MnDOT has had a culture of innovation for a long time, and its TAM culture in particular has been advancing. The innovative nature of MnDOT has helped with TAM implementation, but the organization has struggled to fully embrace all of the elements of TAM. The need to institutionalize risk management is an important aspect of MnDOT’s TAM program and progress is being made incrementally. TAM leadership understands that change takes time and they are making progress using a continuous improvement approach.
Colorado DOT
Colorado DOT’s (CDOT) change management program seeks to “help all members of Team CDOT be successful with each and every change which impacts them.” CDOT’s people-centric approach to change management highlights the two-way flow of the information system. Information can flow from project leads, to change agents, to supervisors, and finally to employees. However, information and ideas can also originate with the employees and flow back to the project leads. This encourages engagement from frontline workers. CDOT has identified the following contributors to success in change management:
- Active and visible sponsorship
- Frequent and open communication about the change
- Structured change management approach
- Dedicated change management resources and funding
- Employee engagement and participation
- Engagement with and support from middle management
3.3.2
Understanding the Organization
Transportation agencies must implement changes when adopting new asset management practices at the strategic, tactical and operational levels. TAM programs commonly focus on the changes required and less on how to successfully implement the change. Understanding the potential challenges and learning how to use the agency’s support mechanisms are essential to advancing TAM improvements within the agency.
Building a TAM Organization
Agency leadership and TAM program man¬agement have extra roles to play as communicators, advocates, mentors and change agents. They may require extra tools to help them fulfill their roles, and even to cope with the TAM initiated changes.
People tend to have similar reactions to any change that will challenge the status quo. Those in favor of the TAM program changes, or those more adaptable to change, may more quickly move through the process of transitioning to new and improved ways of doing things. Figure 3.2, An individual’s response when presented with change, illustrates the range of receptivity to change and how to understand it so that it can be planned for.
TIP
Implementing TAM or improving TAM business processes involves changing the way the agency conducts business. It involves people, processes, and/or technology. TAM improvement is a change process so it should involve change management techniques.
Managers need to be equipped to advance more quickly so they can fulfill their support role successfully, even while they themselves are experiencing the effects of the changes the asset management program is implementing.
Figure 3.2 An individual’s response when presented with change
Managers need to be equipped to advance more quickly so they can fulfill their support role successfully, even while they themselves are experiencing the effects of the changes the asset management program is implementing.
Asset Management Early Adopters
These are members of the organization who are already prepared to adopt asset management best practices, have been advocating for it in the past and are ready to see the change happen.
What They Need
- Communication channels that are targeted to manage expectations and minimize frustration
- Pilot projects that have good asset data, and can better model and inform tactical and strategic decision-making
- Opportunities to showcase early wins in the TAM transition
Asset Management Progressives
Asset management progressives are predis¬posed to see TAM as a change for the better. They see asset management as a good idea, are willing participants in the change, but need to understand the objectives and what the future will look like.
What They Need
- Communication channels that report on progress and highlight expected future improvements
- Training and reinforcement that emphasizes how they can help implement the change and how their own role may change
Asset Management Skeptics
Skeptics are predisposed to see TAM as a change for the worse. They are wary of proposed changes, and feel existing processes are effective and do not need to be “fixed.” Messaging targeted to (or delivered by) Progressives will alienate this group and increase resistance.
What They Need
- Much more detail on how the TAM Program will be implemented and why the change is necessary
- Process mapping and other group activities that highlight where problems exist
- Once they are convinced that change is required, they will benefit from training
Asset Management Blockers
TAM Blockers are strongly attached to existing processes and will resist change. These individuals will take the longest amount of time to adjust. Some may never be able to make the change, and may choose to leave the agency if the change is implemented.
What They Need
- Understanding of the root cause of their resistance, which may be related to a loss of control, status within the agency, or loyalty to past managers or staff
- Communication targeted to help them realize that TAM Program improvements within the agency are necessary.
- Activities or celebrations that recognize and acknowledge the foundational aspects of past good work over the agency’s history
New Brunswick DTI
Despite a long history and legacy of existing practices and a strong internal institutional resistance to change, New Brunswick Department of Transportation and Infrastructure (NB DTI) implemented Lean Six Sigma to better document existing practices and identify where improvements could be implemented for savings or service improvement. This helped advance and effect change. Over time, the program included increased efficiency, cost savings, refined procurement methods, and application of asset management decision-making to pavements, bridges, culverts, facilities and other transportation infrastructure. The use of methodologies like Lean Six Sigma can aid agencies with a focus on change management.
Michigan DOT
When introducing a Maintenance Rating System, Michigan DOT (MDOT) started the change management process early in the project. Agency leadership was consistent and passionate throughout the project. The process was developed with involvement from individuals within each Region, including people in leadership as well as those on maintenance delivery teams. These discussions identified opportunities for consistency and enabled development of a system that represented actual performance and decision making.
The Maintenance Rating System was piloted within one Region that was most proactively seeking the information that the system provided. This enabled any kinks to be ironed out in the system and also developed individuals within MDOT who could train their peers in the system, results, analysis and opportunities for decision making. It also provided data that enabled the Regions to learn from the results, make a change in investment and improve the maintenance level of service delivered. The rating system was named the “Michigan Maintenance Rating System (MiMRS).”
During implementation MDOT identified a specific roles for coordinating and driving the system, and identified individuals within each Region that had shown interest in the system and competency in analytical assessment to be part of a user group to share knowledge and disseminate information. MDOT also shared the results and news stories internally to enable peer comparison and drive consistency. Leadership identified specific funding for projects developed based on the maintenance rating system results.
This process change was part of a broader MDOT approach to Performance Based Maintenance that included implementing a new inventory and maintenance management system. Performance Based Maintenance will enable MDOT to better understand their assets, the cost of maintenance and the cost to make improvements to asset functionality. The goal of Performance Based Maintenance at MDOT is to achieve a needs-based budgeting approach to non-winter maintenance and enable better decision by supervisors and management.
3.3.3
TAM Change Readiness
The TAM Program change management process should begin with an assessment of the agency’s readiness for TAM. Thinking about how the agency has responded to change in the past, the general awareness of TAM across the agency and many other factors can help inform the process of preparing for and implementing change at the agency.
Change Readiness
Managers may need assistance to help them identify the cultural make-up of their groups, ways to help each individual advance with the asset management program, and tools to help reinforce successes as implementation progresses.
Difference approaches will be needed for different staff, and should be targeted to the right group. Assessing a target group’s needs is important to ensure the right methods are employed. No one approach will be sufficient to overcome resistance with all groups.
Efforts that focus on knowledge, skills and abilities are required for all staff, but will initially be most effective with staff who are open to the change. Approaches that address wariness and resistance are also important to all groups, but may require greater effort for some. Others may also require training to understand why the change is needed.
The Assessing an Organization’s Change Readiness Checklist provide a way to gauge your agency’s situation in order to prepare for change.
System/Technology Change
System/technology changes can have a major impact on TAM operations and process¬es. Proactive management of these changes as they occur can go a long way toward yielding the positive benefits of system and technology changes.
Many state DOTs are currently embarking on total asset management systems. Introducing a major new system provides a good opportunity to undertake a comprehensive change management effort that addresses not only the required shifts in work processes and skills, but also the cultural changes that will ensure that the agency takes full advantage of the new technology to advance its practices. There is more information about the types of system and technology changes in Chapter 7.
The How-to Manage Change and Prepare for a System Replacement provides step-by-step guidance on being ready for a major TAM system replacement.
TIP
Change Management Models such as Prosci’s ADKAR® (Awareness, Desire, Knowledge, Ability, Reinforcement) can provide a framework that helps managers understand what tactics they need to employ for a given individual or group.
Ohio DOT
In fiscal year 2016, ODOT began phasing in new requirements for the development of District Work Plans that combined Capital and Maintenance projects. At that time, Districts’ Work Plans were required to match 25 percent of the lower cost treatments (such as chip seals and micro-surfacing) recommended by the pavement management system. For FY2017 and beyond, District Work Plans are required to match 75 percent of these PMS recommendations.
This change was met with concern by some district staff in regards to data quality in the PMS, and lack of familiarity with the new process. To address staff concerns, the Asset Management Leadership Team conducted workshops, bringing in staff involved in pavement programming from across the state. The workshop focused on actions that Ohio DOT could take to improve the PMS and its programming processes.
Minnesota DOT
MnDOT has had a culture of innovation for a long time, and its TAM culture in particular has been advancing. The innovative nature of MnDOT has helped with TAM implementation, but the organization has struggled to fully embrace all of the elements of TAM. The need to institutionalize risk management is an important aspect of MnDOT’s TAM program and progress is being made incrementally. TAM leadership understands that change takes time and they are making progress using a continuous improvement approach.
Colorado DOT
Colorado DOT’s (CDOT) change management program seeks to “help all members of Team CDOT be successful with each and every change which impacts them.” CDOT’s people-centric approach to change management highlights the two-way flow of the information system. Information can flow from project leads, to change agents, to supervisors, and finally to employees. However, information and ideas can also originate with the employees and flow back to the project leads. This encourages engagement from frontline workers. CDOT has identified the following contributors to success in change management:
- Active and visible sponsorship
- Frequent and open communication about the change
- Structured change management approach
- Dedicated change management resources and funding
- Employee engagement and participation
- Engagement with and support from middle management
New Brunswick DTI
Despite a long history and legacy of existing practices and a strong internal institutional resistance to change, New Brunswick Department of Transportation and Infrastructure (NB DTI) implemented Lean Six Sigma to better document existing practices and identify where improvements could be implemented for savings or service improvement. This helped advance and effect change. Over time, the program included increased efficiency, cost savings, refined procurement methods, and application of asset management decision-making to pavements, bridges, culverts, facilities and other transportation infrastructure. The use of methodologies like Lean Six Sigma can aid agencies with a focus on change management.
Michigan DOT
When introducing a Maintenance Rating System, Michigan DOT (MDOT) started the change management process early in the project. Agency leadership was consistent and passionate throughout the project. The process was developed with involvement from individuals within each Region, including people in leadership as well as those on maintenance delivery teams. These discussions identified opportunities for consistency and enabled development of a system that represented actual performance and decision making.
The Maintenance Rating System was piloted within one Region that was most proactively seeking the information that the system provided. This enabled any kinks to be ironed out in the system and also developed individuals within MDOT who could train their peers in the system, results, analysis and opportunities for decision making. It also provided data that enabled the Regions to learn from the results, make a change in investment and improve the maintenance level of service delivered. The rating system was named the “Michigan Maintenance Rating System (MiMRS).”
During implementation MDOT identified a specific roles for coordinating and driving the system, and identified individuals within each Region that had shown interest in the system and competency in analytical assessment to be part of a user group to share knowledge and disseminate information. MDOT also shared the results and news stories internally to enable peer comparison and drive consistency. Leadership identified specific funding for projects developed based on the maintenance rating system results.
This process change was part of a broader MDOT approach to Performance Based Maintenance that included implementing a new inventory and maintenance management system. Performance Based Maintenance will enable MDOT to better understand their assets, the cost of maintenance and the cost to make improvements to asset functionality. The goal of Performance Based Maintenance at MDOT is to achieve a needs-based budgeting approach to non-winter maintenance and enable better decision by supervisors and management.
Ohio DOT
In fiscal year 2016, ODOT began phasing in new requirements for the development of District Work Plans that combined Capital and Maintenance projects. At that time, Districts’ Work Plans were required to match 25 percent of the lower cost treatments (such as chip seals and micro-surfacing) recommended by the pavement management system. For FY2017 and beyond, District Work Plans are required to match 75 percent of these PMS recommendations.
This change was met with concern by some district staff in regards to data quality in the PMS, and lack of familiarity with the new process. To address staff concerns, the Asset Management Leadership Team conducted workshops, bringing in staff involved in pavement programming from across the state. The workshop focused on actions that Ohio DOT could take to improve the PMS and its programming processes.