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94 Big Data Analytics for Connected Vehicles and Smart Cities Smart Cities 95

a series of implementable steps that can be measured very accurately, it might
make it difficult to communicate the value and benefits of the investments.
While projects and programs can be budgeted, managed, and implemented, it
is the services that are enabled by such projects and programs that deliver value
in terms of safety, efficiency, and enhanced user experience. While projects and
programs must ultimately be defined to act as the manageable building blocks,
there is much value in adopting a service evolution approach to the roadmap.
Such an approach is illustrated in Figure 5.7.

Define Policy Objectives
An important starting point in the development of any investment program for
smart cities revolves around the definition and agreement of the transportation
policy and detailed objectives to be addressed by the implementation. The exact
mechanism for the definition of and agreement on these objectives may vary
from one city to another but is typically part of the transportation improvement
plan (TIP) and long-range transportation plan (LRTP) development processes.
Depending on the point in the cycle where the smart city investment program
is being defined, it may be necessary to take a retrospective look at existing
policy objectives or to look forward to the development of new policy objec-
tives to be included in a new version of the regional transportation plans. Smart
city objectives can be developed as a customized list using the list of objectives
defined earlier as a starting point.
Note that each policy objective should have a measurable performance
management parameter or analytic associated with it. The definition of both

Figure 5.7 Smart service evolution approach.