Implementing a Traffic Management Centre

(The people are important)

Andy Blunden McCormick Rankin Cagney

Dave Grosse Dept Transport & Main Roads 

Andy Blunden

• Associate Director Business Improvement McCormick Rankin Cagney

• MBA, MIS, Dip Training & Assessment Systems

Dave Grosse

• Director Managed Motorways Qld Dept of Transport & Main Roads

The Task• Qld Department of Transport &

Main Roads required an upgrade of their Traffic Management Centre at Nerang and a review of TMC operations.

• Driven largely by the opening of the Tugun motorway

• Tasks included recruitment of operators, movement to 24 hour shift coverage, review of operational processes to support new Tugun Motorway and new Tunnel and technologies

The Objectives• Modernise Traffic Management Centre• Capture and codify existing and new knowledge• Implement state of the art TMC technologies (Motorway

management system, digital CCTV network)• Support Tugun operational readiness (Fire/Safety)• Expand TMC to a 24/7 operation• Improve Incident Management response consistency and

build professionalism• Improve key stakeholder relationships (Emergency

services)• Implement a revised Traffic Response Service

Approach• We took a Centre of Excellence Approach

• Designed an intranet based Body of Knowledge containing:– All incident response procedures– All operational processes, policies and

references– Operator responsibilities and competency

standards– Learning curriculum

Procedures

Core Drivers• Everything that is built has to be operated

• Operational concepts must therefore be embedded within both systems and people

• People need to be supported if you want to get best results!

Main Issues Considered• Public, motorist and responder safety on the road network• Environmental responses (tunnel)• Use of GIS motorway management system (Meridian)• Complexity of the operator TMC environment

– CCTV, Variable message signs, Web and 131940 motorist information,Traffic signal control, Lighting, Remote use of Fire systems, Pumps, sumps

• Socio Technical Design to enable swift and effective operator incident response (integration of the technologies with the job)

• Need for operator proficiency during incidents

Project logistics• Needed to re build the TMC but keep the existing

centre operating while building new• Capture existing knowledge plus add new

knowledge for the tunnel and motorway in time for training and implementation

• Select and integrate new staff and the shift structure prior to motorway opening

• Be operationally ready prior to the actual opening• Participate in testing of tunnel systems• Implement new technologies in time• Implement a revised Traffic Response Service

Knowledge Architecture?

Knowledge Capture

• Existing TMC operator knowledge was ‘trapped knowledge’

• To codify it we needed to continuously access the existing operators and capture their knowledge

• Consultant sat within the work group for the entire project

• Consultant did the writing

Integration of new technologies

• New technologies included:– Motorway management system (Meridian)

incorporating Variable Speed limit, Lane control, over height vehicle detection

– Tunnel systems (Fire, Air quality, pumps, sumps)

• Training approach included simulation software, video grabs and coaching

Learning Curriculum

• We created a competency based curriculum involving courseware, tutorials, on the job training and coaching

• All courseware was available via the body of knowledge (BOK)

• Curriculum delivered intensively over 2 weeks

• Competency testing ensured proficiency

Incident response procedures• Procedures developed according to the risk profile for the

new motorway and tunnel• Based on principles (not too prescriptive)• Procedures assemble groups of tasks• Tasks repeat in numerous procedures e.g. multiple

procedures contain the task ‘alter a VMS sign’• Once operators know all tasks, they can essentially

manage any incident (i.e. they know the component skills within all procedures

• Learning loop implemented via debriefings (error detection and feedback into system review)

People issues• Having a structure with

sufficiently high classifications (Additional responsibilities)

• Selecting operators with the right skill sets and attitudes (Psych testing used)

• Moving to 24 hour shifts (Roster is critical)

• Knowledge transfer (From Consultant to DTMR staff)

Result• TMC and Tugun motorway and tunnel

opened early

• All recruitment and training completed in time for opening

• Competent operators available at opening

• Professional relationship built with emergency services

• Motorist confidence

Techniques used

• Use of PM Bok model of Project management• Continuous coaching of operators• Knowledge transfer (co location of consultant)• Competency mapping and testing• Use of steering committee to escalate issues• Implementation of incident debriefing processes• Having fun!• Engendering pride in achievements (Doing it for

ourselves)

Lessons• We should have over recruited (some early losses of

operators complicated our efforts)• Late design changes invariably meant rework of

procedures and training• Difficulty in operating critical processes like fire

deluge system could only occur with the tunnel closed (some night time training required)

• When something doesn’t work be prepared to cut and run early

• Get shift structures right first time (It’s too hard to change once in place

• Ensure payroll system can cope with shift design• Once an alliance disbands it is hard to find

accountable people for technical questions!

End

• Thank you for your attention

• Questions???????????????????