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Carolyn Pampino is a Solution Architect on the Rational cross-product Green Threads team, and she currently focuses on Geographically Distributed Application Lifecycle Management. The first time you sign in to developerWorks, a profile is created for you, so you need to choose a display name. Keep up with the best and latest technical info to help you tackle your development challenges.
Setting clear goals and objectives is a critical foundation for any successful planning effort. While a performance-based planning and programming process does not change this key step or element in any substantial way, a fundamental principle of PBPP is that actions taken by a transportation agency should be based on strategic direction, and performance should be measured toward the attainment of desired outcomes. In a PBPP process, goals should ideally be developed with a focus on outcomes, rather than on activities or policies.
In the transportation planning process, goals stem from the values inherent in the community's vision for the future. Goals should reflect agreed-upon system-wide priorities and should relate to outcomes that matter to the public, not just to the agency internally. A key principle of PBPP is that each step in the planning process needs to be clearly connected to the next. What role does the agency have in creating or supporting the outcome (do they control it, influence it, or simply philosophically agree with it)? What kind of data and analysis would be needed to develop measurable objectives to evaluate progress toward meeting the goal as part of investment decision-making (at the plan level) and at the project selection and outcome tracking level? Can we identify how this goal would "look" at the project level - for instance, could project selection criteria be used to support the goal?
The idea is to develop goals that will then form the basis for selecting investments, policies, or activities to help support the attainment of those outcomes, and that performance measures established in relation to these goals will carry through planning and programming decisions.
It is important to recognize that many factors influence transportation system performance, and transportation is only one component of a community: land use, housing, the economy, and natural resources also can play a role. As defined in this document, a goal itself does not have to include a measure or target but provides a focus on an issue that is important to a community. Institute travel demand management strategies and provide alternatives to single-occupant vehicles. Goals may be developed that relate to the eight planning factors that are required to be considered in metropolitan and statewide and nonmetropolitan transportation planning under federal law. Protect and enhance the environment, promote energy conservation, improve the quality of life, and promote consistency between transportation improvements and State and local planned growth and economic development patterns.
Enhance the integration and connectivity of the transportation system across and between modes, people and freight.
In addition, the law requires use of a performance-based approach to support seven national goals for the transportation system. Safety - To achieve a significant reduction in traffic fatalities and serious injuries on all public roads. Environmental Sustainability - To enhance the performance of the transportation system while protecting and enhancing the natural environment. Reduced Project Delivery Delays - To reduce project costs, promote jobs and the economy, and expedite the movement of people and goods by accelerating project completion through eliminating delays in the project development and delivery process, including reducing regulatory burdens and improving agencies' work practices. While sometimes goal statements are thought of as too vague to be meaningful, the point in developing a goal is not that it should be precise.
These goals are then used as the basis for selecting performance measures for each goal area. When starting a planning process by looking at goals, it is useful to consider a wide range of possible goals and then narrow down to no more than a dozen. The Metropolitan Transportation Commission (MTC), the MPO for the San Francisco Bay Area, and its sister agency, the Association of Bay Area Governments, released its performance targets for Plan Bay Area in January 2011. Once goals have been identified, the next component of a PBPP process is developing objectives.
Initially, a State, region, or agency may start out by developing a general objective, which identifies an issue of concern or focus area under a goal area through public and stakeholder outreach.
A first step in developing a set of objectives is to identify key issues or concerns that are related to the attainment of a goal. Public and stakeholder involvement are key inputs for identifying and defining objectives that help to support goals.
Type of Travel Affected: Passenger or freight - For instance, under California's Sustainable Communities and Climate Protection Act of 2008 (SB 375), MPOs in the state are required to assess the performance of their LRTPs in regard to greenhouse gas emissions targets for passenger vehicles and develop sustainable communities strategies. Geographic: metropolitan area, state, rural area - An objective should consider geographic scale, recognizing that the level of importance of an issue may depend on location-specific factors. One approach that can be used in strategic planning is to use a decision tree to define key issues of concern. An objectives tree begins with a broad goal or high-order outcome-based objective relating to the performance of the transportation system. It may be challenging to collect data for an outcome objective, or there may be a need to develop more specific and detailed areas of focus, particularly for detailed planning processes. A transportation agency can select which objectives in the objectives tree are most important to be included in the LRTP or other planning documents based on the anticipated outcomes. S: Specific - The objective provides sufficient specificity to guide formulation of viable approaches to achieving the objective without dictating the approach.
M: Measurable - The objective facilitates quantitative evaluation, saying how many or how much should be accomplished. A: Agreed - Planners, operators, and relevant planning participants come to a consensus on a common objective. R: Realistic - The objective can reasonably be accomplished within the limitations of resources and other demands. Consider growth trends, fiscal constraints, and other factors to develop realistic targets. The Champaign-Urbana Urbanized Area Transportation Study (CUUATS), the transportation planning division of the MPO for the Champaign-Urbana region in central eastern Illinois, developed its LRTP, titled Choices 2035, which includes a set of goals tied to each of the Planning Factors.
By 2014, ensure that 100% of new development within the municipal boundaries or land annexed into a municipality provides sidewalks along roadway frontages through construction or a reservation of land and funds for construction, unless an acceptable alternative pathway is provided. Public engagement and processes to collect input from a variety of stakeholders, community leaders, and the public are important in defining goals and objectives. One example of using public involvement to shape the direction of investment priorities and goal setting is Kansas DOT (KDOT), which embarked on a multi-year effort to reinvent its transportation planning and project selection processes to achieve greater public support, from 2003 to 2011.
Similarly, the Chicago Metropolitan Agency for Planning (CMAP) undertook a unique effort in 2010 to solicit community input in determining its goals and the indicators to use in evaluating system performance.
Personal Values and Commitment in Achieving Goals through the Cultural Organization of Work - Vol. This research focuses on developing values in the business of education, more particularly describing the appreciation of what I refer to as the quality culture in schools. There is a significant influence of values-based leadership with respect to the achievement of goals through the cultural organization of the workplace. A well-run organization is an organization capable of sharing common values and norms among its members.
The school, as a business form unto itself, is an organization which operates in accordance with its own values systems. In examining the person’s potential loss of identity, the starting point of this research focuses upon how large a contribution personal values and a commitment to achieving common goals impact the work environment.
Personal values with the commitment of the principal had an impact on the effectiveness of the achievement of organizational goals. Personal values and commitment of the principal influence the effectiveness of the achievement of organizational goals through work discipline. Personal values and commitment to the principal influence the achievement of organizational goals through the quality of work. Personal values and commitment to the principal influence the achievement of organizational goals through the employment relationship.
The attitude of work derived from the value of organizational culture, self-discipline in the form of awareness, and quality of work illustrate the quality of the self-giving impact on the effectiveness of the achievement of organizational goals through the employment relationship. The attitude of work that illustrates the cognitive, affective and implementation in behavior and self-awareness in carrying out their duties and functions in the organization influence the development of work quality. A commitment to support good personal values influence the effectiveness of the achievement of organizational goals. Personal values with a high commitment of support will be actualized in the achievement of organizational goals. Personal values that have emerged in leadership in the form of a balance between the actual performance (which appears in daily behavior) and the values inherent when the leader shows his behavior in daily life in society and the environment, and the task performance in the values are shown when duties and functions are performed within an organization. Working attitudes described by the level of job satisfaction cannot be demonstrated as a single value exhibited by a single individual. Within the framework of organizational effectiveness in achieving the goals of one’s re-conceptualization of values and understanding the meaning of the value of the many references of how values are formed in organizations, limit the understanding of the values of good and bad in the organization An understanding of how ethical values are implemented in situations of organizational life requires the understanding of how one should behave in the organization, and the understanding of how the main actors in the development of value change the organization. In order to achieve a balance between disciplines with working relationships, the process of understanding between the functions in the work and functions of personal relationships must be emphasized.
The first of a two-part series, this article presents both the concepts and design goals of ALM in ClearQuest. She contributed to the acquisition of IBM Rational Build Forge, where she served as a transition manager for product management. He is currently documenting IBM Rational ClearQuest API Reference and Schema Developer role-based Help, as well as the Rational Team API.
Read what your colleagues the world over have to say, generate your own discussion, or join discussions in progress.
Your display name must be unique in the developerWorks community and should not be your email address for privacy reasons. Transportation planning recognizes the critical links between transportation and other societal goals.
As a result, it is important to establish goals and objectives with careful thinking about how they will be used as a foundation for developing performance measures and targets for investment decision-making and for measuring performance.
As a result, outcomes may relate to aspects of the transportation system that are only partially under the control or influence of transportation agencies. By elevating this issue as a goal, it takes on a critical role in the foundation in a PBPP process. These statements often are very important in setting priorities for investments and are used in the planning process to help guide decisions, but do not directly address an outcome for the transportation system that can be measured.


These goals should serve as an important basis for developing goals that are integrated into the planning of States, MPOs, RTPOs, transit agencies, and other planning partners.
Goals set strategic priorities about what is important for a community, and serve as a basis for developing more detailed objectives, and corresponding performance measures and targets.
The Plan identifies a series of outcome-driven goals as well as strategies to accomplish the goals. Within metropolitan and statewide and nonmetropolitan planning, it is useful to consider the full array of goals that the public and stakeholders may have for the transportation system, including societal outcomes, such as economic development, livability, and sustainability. An extensive public outreach process that spanned two years and involved thousands of elected officials, planners, businesses, community organizations and citizens across the region was utilized in the development of a regional vision statement and nine goals to serve as a foundation for the plan's content, identification of performance measures, and project evaluation and prioritization. Adopted in July 2013, Plan Bay Area is the next step in a progression of decades of regional planning. An objective is not just a sub-goal, but provides a level of specificity necessary to fully implement broader based goals.
A good objective should include or lead to development of a performance measure in order to support decisions necessary to help achieve each goal. Data and analysis tools used as part of CMP, Transportation Asset Management Plan (TAMP), SHSP or other processes are helpful in first identifying focus areas (understanding what factors are most important in attaining goals).
These are less directly tied to the outcome, and often directly relate to a strategy being implemented. Recognizing the importance of freight to the economy, some State DOTs and MPOs also have developed objectives focused on goods movement or freight corridors.
These detailed or lower order objectives as illustrated in the objectives tree were developed building on the higher order objectives. Outcome-oriented objectives such as those that may be near the top of an objectives tree can be used to guide investment planning, and are often used for long range planning. As shown in the objectives tree above, by analyzing the sources of problems, one can define more specific objectives; moreover, as data are collected and analyzed, one can come up with specific targets in relation to these objectives. This is most effective when the planning process involves a wide range of stakeholders to facilitate regional collaboration and coordination.
The objective may require substantial coordination, collaboration, and investment to achieve. Based on this information, make the objectives more specific and define specific performance measures. In a PBPP process, goals should be developed cooperatively with the community by identifying shared values and understanding of existing challenges. This effort involved a broad range of stakeholders, starting with administering more than 900 stakeholder satisfaction surveys across the state.
The agency worked with local organizations to facilitate public workshops in the seven counties that make up the Greater Chicago region. WMM is the state's first comprehensive, data-based effort to prioritize transportation investments and in order to develop it, MassDOT undertook an extensive public outreach process aimed at identifying the priorities of Massachusetts residents in order to ensure that project selection occurs to address them.
The primary query pertains to the significance of personal values and commitment to achieving goals through the cultural organization of the workplace.
The results obtained demonstrate that values-based leadership helps realize organizational goals through attitude, discipline, quality, and labor relations. Values are defined as beliefs exhibited by certain behaviors which advance common interests in accordance with an institution’s sustainable needs. The subjects involved in this research are professors at the Vocational High School in the Sumedang District (SMK). Values and commitment to building quality in employment will produce patterns of a dynamic and harmonious working relationship.
Detonation between the actual performance of the task performance create the impression of a negative view of the role. There must be a collective justification derived from the value of organizational culture (School Culture Values). Consciousness arises because of certain stimulation and through the continuous processing of experiences of something that should be done, and the level of self-acceptance of what has been done.
Understanding those principles held dear by those who constitute the workforce provide direction.
She has also contributed to the solutions and strategies related to integration with the Tivoli portfolio.
He is also a member of IBM and IBM Software Group Councils for Information Development (ID) focused on design and development of ID processes including working with support toward improvements in collaboration and consistency of information. Managing change through the application lifecycleManaging complexity in terms of governance, security, ownership, and globally distributed development (GDD), as well as ALM, creates a need for managing change.
Goals and objectives should be developed in conjunction with both internal agency and external stakeholders. Goals do not have to fall solely under the control the transportation agency, but the agency should consider its role in affecting outcomes, as well as the influence of factors such as land use decisions, the economy, vehicle technologies, and other issues. These policy or action statements may reflect priorities of the public or be derived from analysis that reflects the role of certain strategies for meeting desired outcomes. Complex situations often require input from many perspectives, including transportation planners, community leaders, citizens, environmental specialists, landscape architects, resource agencies, public works officials, design engineers, and elected officials. New requirements from a 2008 California Senate Bill called for a reduction of GHG emissions caused by cars and light trucks. Under a goal related to the environment, focus areas may include air quality, greenhouse gas emissions, water quality, and noise, among others.
Baseline information helps to provide context about key issues, problems, or positive trends, as well as the sources of problems or explanation of trends.
This is how the region aims to achieve its goal of improving system reliability, and this objective may serve as a focus for the performance measures that are used for planning. This process can be repeated for each goal or high-order objective until the developers reach the point where the objective is measurable and is viewed as a worthwhile point for use in guiding planning decisions. Activity-based objectives are often used at a more detailed level in analyzing strategies and could form the basis for more detailed discussion in other performance-based plans, such as an SHSP, CMP, TAMP, or modal plan. Factors such as land use may also have an impact on the feasibility of the objective and should be taken into account. Utilizing visualization techniques for incorporating data on existing conditions (from on-going monitoring of system performance), into public and stakeholder engagement activities working collaboratively with policy-makers can provide for an open process for setting strategic directions.
Based on these results, KDOT recognized that the public wanted the agency to broaden its goals. In total nearly 20,000 participants were engaged though public workshops, online tools, free-standing kiosks, and at fairs and festivals across the region. Understanding such values is determined by how the values are identified, communicated, and ultimately, either embraced or rejected by the organization’s constituents. The expected results of the educational process are delineated in the National Education System statutes, particularly Article 1, Paragraph 2 of No. Second, the growing values refer to the ongoing process of defining these fundamental values. This means that a positive attitude at work is a picture of attitudes in their everyday lives and this should be a reference for each member. These values must then be researched and studied to ensure a good and proper fit within the academic institution.
Cultural Education-Cultural Sustainability; Minority, Dispora, Indegenoas and Ethno-Religious Groups in Multicultural Societies. Prior to joining IBM, Carolyn was the Director of Product Management, Development, and Competitive Intelligence at BroadVision, Inc, where she directed a geographically distributed team. Using a CM software tool, such as ClearQuest, and defining processes around that tool can provide great benefits by helping to link and coordinate different groups or teams within the development organization, regardless of whether they are all in one building, or geographically distributed all over the world. It requires developing strategies for managing, operating, maintaining, and financing the area's transportation system, and selecting investments in such a way as to advance the area's long-term goals. This section highlights principles, and examples of setting goals and objectives as a foundation within a PBPP approach. Figure 2 shows examples of outcome-oriented goals in comparison to policy statements or principles.
While a broad array of issues may be challenging to address in terms of collecting data or conducting analysis, identifying these issues in the goal setting stage is important to ensure that they receive attention within decision-making. Achieving these reductions will be led by a Sustainable Communities Strategy that if successful will result in more transportation choices, create more livable communities, and help to reduce the pollution responsible for climate change. Each of these focus areas may become the basis for its own objective, or some topics may be combined or dropped. Objectives may also address ways in which transportation supports broader societal goals, such as enhance economic vitality by improving freight connectivity. It can be used to connect regional goals to objectives and ultimately objectives to strategies in the transportation decision-making process. To achieve this objective, two issues are identified: scheduled nonrecurring delay (associated with work zones and special events) and unscheduled nonrecurring delay (associated with incidents, weather conditions, and other emergency events).
Because how realistic the objective is cannot be fully evaluated until after strategies and approaches are defined, the objective may need to be adjusted to be achievable.
The plan directly ties these objectives to priorities in the plan, identifying strategies to be implemented and responsible parties, which may include the Illinois DOT, CUUATS, cities and villages, or other entities.
Public input should then be carried through the process to help inform development of objectives and performance measures. Through these efforts, which included a questionnaire that was available in five different languages that asked questions about travel choices, key issues, and attitudes toward different modes of travel, MassDOT identified ten core themes that articulated the expressed concerns, needs, and aspirations of Massachusetts residents: reliability, maintenance, design, shared use, capacity, user friendly, broaden the system, funding and equity, environment and access.
Third, these values are either already intrinsic to the general character of the individual or must be taught by a guide or mentor. These research locations were all located in the Sumedang District and were selected pursuant to regional characteristics and population centers.
Reference connotations of values in everyday work and will build and maintain the management. Next, it is important to reflect upon these values to develop them, to perform them, and then to ultimately inculcate them. Are There Universal Aspects in the Structure and Contents of Human Values?Journal of Social Issues, 50, 19-46. Prior to BroadVision she was a Director of Development at Interleaf and was a member of the acquistion team that led to the acquisition of Interleaf by BroadVision. As illustrated in Figure 1, the fundamental premise of ALM is to facilitate processes for developing software that span multiple team roles during the project, while managing all of the content that is produced by each role along the way.


Consequently, the transportation planning process generally begins with the development of a vision and broad goals that provide a strategic direction for investment and policy decisions.
These activity-based objectives are appropriate for specific sections of the LRTP (such as a discussion of planned strategies), and to align with supporting documents that go into greater detail (such as an investment plan, SHSP, TAMP and CMP). The table below shows an example of one goal, along with the supporting objectives, and measures of effectiveness (corresponding to performance measures). As a result, KDOT developed a new Highway Selection Program methodology that incorporates economic benefit, along with engineering factors, and regional priorities. Fourth, these values, once uniformly understood and adopted, must then be applied to the ongoing acquisition of knowledge.
But the plan acknowledges that these are not mutually exclusive and the plan identifies goals that relate to each. All activity-oriented objectives should support outcome-oriented objectives, providing a simple check to make sure that they support a system performance outcome. CUUATS also has developed annual LRTP report cards that provide an assessment of progress toward meeting each of the objectives. Economic benefits are calculated using empirical data and account for 25 percent of a project's overall score.
Performance targets below help to measure and evaluate the successfulness of the various land use scenarios, transportation investments, and policies being implemented in Plan Bay Area, and many are adapted from other plans such as California's SHSP. Sixth, the effectiveness of the organization will then depend upon who well these values are implemented by the school administration, faculty, and staff.
Each role during the software development process produces content that contributes to the design, implementation, and testing of that requirement.
Without a firm commitment to the understanding and practice of values within the academic institution, schools will fail to generate the principled Indonesian life-long learner as indicated by the immoral behavior of many students and graduates who have appeared to have lost their identity, dignity, direction, and control. Understanding and managing the amount of effort involved to satisfy each requirement is critical for a team to be able to deliver on time or under budget. Additionally, these graduates will lack the knowledge, skills, and awareness required by the global marketplace.
As negative consequences materialize and are compounded, what will happen to the learning process within the academic institution? The ALM package provides support for a streamlined, agile application development process that is both role-based and process-driven, as illustrated in Figure 3. The second analysis should be geared towards the measuring the productivity and collegiality of all members who constitute the academic organization. Projects define a context for completing work and can be secured by setting security policies and defining roles. That work is traceable to the original request, and traceable to the project that implemented the request. The ALM schema (and packages) is designed and built to provide the benefits listed here.Useful to 100% of new and existing ClearQuest customers Provide a solution that is scalable from small teams to enterprise-wide organizationsSupport globally distributed development teams. Supports, but does not require multisite and UCM Delivered with ClearQuest v7.1 as a set of packages and a schema. Users are granted access to projects through Security policies, and their actions are defined by their Role.Managing work is enabled in the form of Requests, Tasks, and Activities.
The definition of activities and tasks is driven by process definitions which can change from project team to project team.
These settings allow for re-use and consistent "classification" across multiple projects, and can adapt to the enterprise. These typically involve a one-time set up, or minor changes as the teams grow and evolve with their use of the system. The second and third concepts are covered in Part Two.Projects provide a role-based context for workAll work in the ALM schema is organized by a Project.
The Project provides the context, access control, and role-based security model for your work. The Project Management Body of Knowledge (PMBOK) defines "Project" as a temporary endeavor undertaken to create a unique product, service, or result.
In an ALM system, it is the context within which work is done, and provides traceability for the work completed during the software project's lifecycle. In the ALM Schema project security is defined by who has access to the project, and what they can do.
The Figure 5 illustrates the record types involved in defining the security policy and roles for a project.
For new ClearQuest deployments consult the ClearQuest documentation for creating users and groups.Create Security Policies. If this is the case, you can simply create one security policy and add all ClearQuest groups to it.
If access to projects is a concern, then you can create security policies that control access to certain groups.
For example, an organization that works with a third-party provider would create a security policy for those users, thus restricting their access to only those projects with their security policy applied.Choose Security Policy. Administrators can define security policies upfront, and empower project managers to choose the policy that best applies to their project. Security is set on a project by project basis and is inherited by all other records related to that project. Many times an organization has a set list of role names, such as Analyst, Developer, Architect, and Tester. While role labels may be shared across an enterprise, the role definitions may change from project to project. Each project determines which roles are included, which users perform each role along with the allowed actions.
Define new roles for the project by creating a new ALMRole.Project identification and uniquenessOver time, the number of projects produced by an organization can be large.
Project uniqueness and identifying features are needed to identify and discern one project from another. Additionally, large projects may be subdivided into smaller projects and share the same Release version. Categories are used to classify a project, and the release is used to identify the version of the software the project will deliver.
Projects are identified by a Category, which helps to classify the product, feature, or component that the project delivers.
For example, a single organization may identify projects using some combination of "product" and "service." Category Types are used to identify the classification scheme.
The three identifiers -- name, category, and release -- define the uniqueness of the project.Projects often have relationships to other projects. Figure 8: An example of a project that has a sub-project and a prior projectAs noted earlier, a large project is often broken into smaller sub-projects.
To establish links between these types of projects, you use the Super Projects and Sub Projects fields. You manage these relationships using the Prior Project or Next Project fields on the same tab.Project planning The successful creation and delivery of software projects involves plans for completing work.
Iterative development techniques have proved to be successful in planning and delivering software projects.
For example, the first Construction iteration may be labeled C1 (representing Construction Iteration One).Create Phase records. When creating these records, choose a Phase label and choose the project, as shown in Figure 10. Iterations focus the team on delivering incremental value to stakeholders in a predictable manner. These are optional.Users of RUP would create Phase records for Inception, Elaboration, Construction, and Transition. Iteration records using names such as "I1" for Inception iteration one, and "C1" for "Construction iteration one" would be created to manage the iterations.Agile users however, may take a different approach to phase and iteration names.
One approach is to create a single phase record named "Iteration." Next create an iteration record with the numeric value of the iteration. When using the system, you will have "Iteration 1" "Iteration 2" and so forth.The system is flexible enough to allow small teams to manage iterations while also scaling up to larger teams who use more formalized phases and iterations. Not all teams practice iterative development, therefore, the use of phases and iterations is optional. Because iterative development is a best practice of software development however, the records are provided as part of the solution.Projects as templatesAs you can see from the previous topics on projects, there are several record types involved in setting up a project. This section introduces new features that will streamline project creation.Copy projectMany times new projects are similar to existing projects.
For example, the next version of the same project will have characteristics similar to its predecessor, or sub-projects will share the characteristics of the parent project. The "Copy Project" command copies the structure of the project, such as the role definitions, phases and iterations, and work configurations. Once you have a copy, you can then make whatever modifications are needed.You can allow project managers to copy any project or you can establish a best practice where template projects are created. By setting up example projects with all of the expected settings, you can provide guidance to your project managers to copy one of the examples. For example, your organization may have many projects that implement a packaged application such as SAP.
On the other hand, your service-oriented architecture (SOA) projects are likely to be fundamentally different. You can create an example SAP project, and an example SOA project, and the next time one of these project types is funded, you simply copy the example project.Project wizardA project wizard is provided in the new Web-based user interface that will guide you through these options.
The wizard provides the list of records to create before and after creating the project record. The act of purchasing an airline ticket involves searching for flights, choosing segments, and purchasing the ticket, followed by seat selection and online check-in.



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