Michigan Department of Transportation statewide advanced traffic management system (ATMS) procurement evaluation - phase I : software procurement.
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Michigan Department of Transportation statewide advanced traffic management system (ATMS) procurement evaluation - phase I : software procurement.

Filetype[PDF-147.98 KB]


English
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Details:

  • Creators:
  • Corporate Creators:
  • Corporate Contributors:
    Michigan. Dept. of Transportation
  • Subject/TRT Terms:
  • Publication/ Report Number:
    UMTRI-2009-10
  • Resource Type:
    Tech Report
  • Geographical Coverage:
    Michigan
  • Corporate Publisher:
    Michigan. Dept. of Transportation
  • Abstract:
    This project evaluates the process that was followed by MDOT and other stakeholders for the acquisition

    of new Advanced Traffic Management System (ATMS) software aiming to integrate and facilitate the

    management of various Intelligent Transportation System (ITS) components across Michigan. The

    reported evaluation is based on a review of various documents associated with the procurement project

    and interviews with key individuals involved in the procurement. This includes individuals from the

    Michigan Department of Transportation (MDOT), the Michigan Department of Information Technology

    (MDIT), the Michigan Department of Management and Budget (DMB), Kimley-Horn of Michigan,

    which was commissioned under a separate contract to draft user needs and requirements for the

    procurement, and consulting firms responding to the procurement’s Request for Proposal (RFP).

    Positive experiences from the procurement include involvement of the entity that would be ultimately be

    responsible for ongoing system support; use of vendor demonstrations prior to drafting the RFP to help

    build a better understanding of what was available and feasible; use of technical requirements to steer

    submitted solutions towards what exactly was being sought; appropriate consideration of the State’s

    long-term needs; use of an evaluation committee covering various fields of expertise; and use of an

    external consulting firm to draft the system requirements.

    Negative experiences include the late involvement of MDIT; a potential loss of impetus due to the long

    interval between the draft and final RFP; a lack of continuity caused by the fact that few people were

    continuous throughout the project; a lack of involvement of operational staff; too much reliance on an

    external firm to draft the system needs, and the need to devote significant time to answer and review the

    high number of requirements attached to the RFP. Many of these negative experiences can directly be

    linked to the delays that resulted from transferring the project lead to MDIT and establishing for the first

    time an effective collaboration between these two agencies. A repetition of a similar process would

    consequently likely go more smoothly and quickly.

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