Prioritization

Prioritization Scale

Low Priority: Regional interest is low.

Low to Medium Priority: Regional interest is developing.

Medium Priority: Regional interest is present.

Medium to High Priority: Regional interest is present but not of highest priority of moving forward.

High Priority: Regional interest supports moving this project forward.

CHATS Guideshare-funded Projects

The following strategies have been identified by the ITS Committee as near-term projects for implementation through the team’s consensus building prioritization process.

Prioritization Process

Regional Support

Stakeholder feedback from one-on-one interviews and stakeholder workshops on draft deliverables
Consensus building process with Core Team (ITS Committee) to develop priorities
Support and cooperation from the implementing agency or agencies

Project Readiness

Connectivity to addressing identified gaps within the Capability Maturity Model and impact on maturing the region within a specific dimension
Completion of any prerequisite strategies
Project is “shovel ready” for funding

Level of Risk to Success

Lower Risk Projects are those with a scope that includes concept development, stakeholder coordination, and documentation of an implementation phase. These project types are focused on consensus building and regional stakeholders are expected to continue to invest in these projects as opposed to identifying or creating barriers to success.
Medium Risk Projects include those that require detailed design efforts or implementation of infrastructure. While every technology implementation will involve some level of risk, expansion of existing systems will be on the lower side of the risk, where those introducing new concepts or strategies will require more intentional focus to mitigate potential risks that are identified during development.
Higher Risk Projects are those that involve multiple agencies (especially agencies that have not partnered before) and those projects that are introducing emerging technologies that have not been implemented in the state, and also have limited existing deployments for reference. Lastly, projects that are connecting systems from multiple agencies can present a higher, but very manageable level of risk. These projects require the highest level of focus on risk management.

Available Funding

Eligibility of activity for dedicated CHATS funding, state formula funding, or federal discretionary grant programs

Capability Maturity Model (CMM) Process

Capacity Maturity Models help break complex, overlapping fields in ITS into smaller, manageable parts. It shows how mature our region is across seven categories and what steps are needed to be able to get to the next level.
The CMM has several important features that make it a practical tool for transportation programs:

- It presumes that improvements in outcomes (such as reductions in delay from improved TSM&O) can be managed
- It identifies a high level vision of capability as a target and provides a common language for discussion of how to get there
- It focuses on a small set of specific dimensions—processes, organizational structure, and relationship capabilities—that together support the capability for higher levels of performance
- It recognizes that improvements must be installed in evolutionary doable levels that can be managed, with each level clearly defined by criteria
- Priorities are identified
- The specific actions needed to reach the next level of capability are designed to synergize towards the objective of continuous improvement as part of culture
- See the Baseline Inventory Summary for a description of the Capacity Maturity Model process and the detailed matrices for each of the seven categories