AASHTO POTF-2004 AASHTO Project Oversight Task Force Report《AASHTO项目监督工作小组报告.修改件1》.pdf
《AASHTO POTF-2004 AASHTO Project Oversight Task Force Report《AASHTO项目监督工作小组报告.修改件1》.pdf》由会员分享,可在线阅读,更多相关《AASHTO POTF-2004 AASHTO Project Oversight Task Force Report《AASHTO项目监督工作小组报告.修改件1》.pdf(51页珍藏版)》请在麦多课文档分享上搜索。
1、AASHTO Project OversightTASK FORCE REPORTAmerican Association of State Highway and Transportation OfficialsAASHTO Project Oversight Task Force Report August 2004 American Association of State Highway and Transportation Officials 444 North Capitol Street, N.W., Suite 249 Washington, DC 20001 (202) 62
2、4-5800 www.transportation.org 2004 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.ii 2004 by the American Association of State Highway and Transportation Officials. All Rights Reserved. Printed in the United
3、 States of America. This book, or parts thereof, may not be reproduced in any form without permission of the publishers. ISBN: 1-56051-268-7 2004 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.iiiAMERICAN AS
4、SOCIATION OF STATE HIGHWAY AND TRANSPORTATION OFFICIALS EXECUTIVE COMMITTEE 2003-2004 VOTING MEMBERS OFFICERS: PRESIDENT: John Njord, Utah VICE PRESIDENT: Bryan Nicol, Indiana SECRETARY-TREASURER: Larry King, Pennsylvania REGIONAL REPRESENTATIVES: REGION I: Allen Biehler, Pennsylvania, One-Year Term
5、 Dan Tangherlini, District of Columbia, Two-Year Term REGION II: Whittington Clement, Virginia, One-Year Term Fernando Fagundo, Puerto Rico, Two-Year Term REGION III: Mark Wandro, Iowa, One-Year Term Gloria Jeff, Michigan, Two-Year Term REGION IV: Mike Behrens, Texas, One-Year Term Tom Norton, Color
6、ado, Two-Year Term NON-VOTING MEMBERS IMMEDIATE PAST PRESIDENT: Dan Flowers, Arkansas EXECUTIVE DIRECTOR: John Horsley, Washington, DC 2004 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.iv AASHTO Task Force
7、 on Project Oversight Members Tom Stephens, Chair Director Nevada Department of Transportation 1263 South Stewart Street Carson City, NV 89712 Bryan Strizki Manager, Bureau of Quality Management Services New Jersey Department of Transportation P.O. Box 600 Trenton, NJ 08625 Frank Gee Acting Chief Di
8、vision Administrator Virginia Department of Transportation 1401 East Broad Street Richmond, VA 23219 Tony Kane Director, Engineering and Technical Services AASHTO 444 North Capitol St., N.W., Suite 249 Washington, DC 20001 King Gee Associate Administrator for Infrastructure Federal Highway Administr
9、ation 400 7th Street, S.W. Washington, DC 20590 Jack Basso Director, Management and Business Development AASHTO 444 North Capitol St., N.W., Suite 249 Washington, DC 20001 Don Nelson Engineering promises made at one stage may be forgotten later, resulting in loss of public trust and, in the worst ca
10、ses, may even result in litigation. A project manager detects problems early and alerts management, then solves the problem and mitigates the effects, keeping stakeholders informed along the way. 2004 by the American Association of State Highway and Transportation Officials.All rights reserved. Dupl
11、ication is a violation of applicable law.AASHTO Project Oversight Task Force Report Page 2 Preamble Communication among internal parties in the DOT, as well as between the DOT and external stakeholders, is at the foundation of public trust and confidence. Ideally, the project manager has at his or h
12、er disposal a well-developed communications plan that, executed properly, will help to grow and maintain public trust and confidence. The need for good public information during the construction phase of a project is commonly recognized and addressed by State DOTs, but DOTs who wait for the big publ
13、ic relations plan to go into effect in the construction stage may find their communication to be too little, too late. The construction-focused approach misses opportunities to make project management easier and more effective. Maintenance of public trust and confidence for a large, complex project
14、must begin in the planning stage; a communications strategy must be planned out like any other aspect of the project. In general, a public communications plan should: Be incorporated into each stage of project development as a project management tool Educate the public on a project development proce
15、ss Set and manage expectations Include strategies to solicit input in addition to disseminating information Identify and tailor information and its delivery to key stakeholders Make the project transparent to stakeholders and facilitate ongoing communication so that there are no surprises Aspects of
16、 a communications plan may be tailored to various stakeholder groups. Stakeholders include users of the proposed project; business and residential neighbors directly affected by the project; elected officials; interest groups focused on environmental protection, economic development, or other issues
17、; and the medianot to mention those who are funding the project directly or indirectly. Stakeholders also include DOT employees, consultants, and contractors who are outside the project team. Meeting expectations gives a DOT credibility, and public trust and confidence is dependent on the credibilit
18、y of the DOT. The public communications plan educates the public about a projects life cycle and sets expectations about acceptable changes in project cost, scope of work, and schedule as the project specifications become more precise. The plan smoothes the transitions between project stages and inc
19、ludes strategies for announcing updated cost estimates, changes in scope, and adjustments to schedules. It also allows the DOT to identify project milestones and celebrate them publicly when achieved. Addressing General Public Trust and Confidence Issues Responsibility will be placed on the DOT to p
20、revent, manage, or mitigate the consequences of problems that arise with a project regardless of the cause. If a DOTs credibility with its constituents is low, the challenge of regaining public trust and confidence when a problem occurs is even greater. If the DOT is known as an organization compris
21、ed of highly qualified professionals whose main goal is to serve the public interest, the project management is much easier. Several states approach the issue of public trust and confidence in a general way by evaluating themselves and disseminating reports to the public. The performance measurement
22、 process starts with a committed CEO who monitors and questions results on a regular basis, and is built around 2004 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.AASHTO Project Oversight Task Force Report
23、Preamble 3 a regular review of measures as well as a business structure that encourages employee accountability. The final report from NCHRP Project 20-24(20), titled Strategic Performance Measures for State Departments of Transportation: A Handbook for CEOs and Executives, shows that the process of
24、 measuring is almost as important as the measures themselves. State DOTs that successfully monitor and widely report on selected performance indicators include those in New Mexico, Pennsylvania, and Washington. A follow-on research study that is just underway, NCHRP Project 20-24(37), Strategic Perf
- 1.请仔细阅读文档,确保文档完整性,对于不预览、不比对内容而直接下载带来的问题本站不予受理。
- 2.下载的文档,不会出现我们的网址水印。
- 3、该文档所得收入(下载+内容+预览)归上传者、原创作者;如果您是本文档原作者,请点此认领!既往收益都归您。
本资源只提供5页预览,全部文档请下载后查看!喜欢就下载吧,查找使用更方便
10000 积分 0人已下载
下载 | 加入VIP,交流精品资源 |
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- AASHTOPOTF2004AASHTOPROJECTOVERSIGHTTASKFORCEREPORTAASHTO 项目 监督 工作小组 报告 修改 PDF

链接地址:http://www.mydoc123.com/p-417911.html