Page 131 - Big Data Analytics for Connected Vehicles and Smart Cities

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feature the use of open standards and architecture. An early interactive dialogue
with potential product and service providers using a request for information pro-
cess can be very enlightening. This provides information on current technology
capabilities and limitations and helps to define service and product providers’
capabilities and constraints. This can help to ensure that the requirements and
the procurement documents are realistic and practical. Through the adoption of
a big picture planning approach and an incremental implementation plan for a
smart city, the most appropriate procurement mechanisms can be applied. Given
the important role of the private sector, it may also be necessary to be innovative
in the procurement process to support an effective dialogue regarding the tech-
nological possibilities and the best way to deliver services.

Project Management
Project and program definition includes the use of best practices for deploy-
ment planning and phasing. This ensures that sufficient project management
resources are made available on both the public- and private-sector sides. This
also requires a clear definition of project objectives and a contingency plan for
possible delays. Many public agencies don’t have the in-house expertise to plan,
procure, and manage the deployment and implementation of a large Intelligent
Transportation System. In many cases, specialized assistance is required. Several
of the U.S. DOT Smart City Challenge applications feature the establishment
of a smart city project management office to focus project management exper-
tise and support coordination across all projects.

Performance
Performance management for smart city projects supports both summative
and formative approaches. The summative approach would incorporate lessons
learned at the end of the project and provide information to guide subsequent
projects. The formative approach would provide information that can be used
to guide the project in real time and to keep the project on course. In the
transportation profession, performance is a term often used to gauge the ef-
ficiency of system operation. It is a metric used to verify that the system does
what it is supposed to do. Performance metrics are also established to monitor
and manage operations. It is also worth noting the difference between perfor-
mance measurement and performance management. Performance management
involves measurement, analysis, and the development of response strategies. An
old management adage states, “If you are not measuring it you are not manag-
ing it.” With respect to smart cities it is also appropriate to add, “…and if you
are only measuring it you are still not managing it.” Big data in the form of an
appropriate data lake and the use of transportation data analytics can signifi-
cantly improve performance management.