Successful transport decision-making - Osmose

Vol 1 - Table of Contents
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DIFFERENT TYPES OF TRANSPORT DECISION-MAKING PROCESS
Linear process
A linear process is one that progresses through the six stages as previously described, in order, without repetition
or overlap. It is a useful model, but in practice the project decision-making process is often more complicated,
showing one or more of the characteristics described below.
Repetition of stages
It may be necessary to repeat stages in the project decision-making process. For example, failure to reach
Linear
agreement at the final decision-making stage can make it necessary to undertake further Option Generation. This
process
will also require further assessment of the strategies or schemes generated.
Parallel stages
In some cases, a project may involve several decision-making stages simultaneously. This is often the case for the
final two stages, with Monitoring and Evaluation of the strategy’s impacts being undertaken during Implementation.
In the Ile-de-France region, for example, a mid term evaluation of the Urban Transport Plan is planned while
implementation of the various elements of the strategy continues.
Other stages can also be undertaken in parallel; for example, if the Option Assessment of some policies begins
Stages may
while other policies are still being developed.
be repeated
Triggering a second process
Sometimes the development of one strategy will reveal the need for another related strategy. In Erfurt, Germany,
for example, the need for a second Local Transport Plan was identified before the first one had been implemented.
This first plan, produced soon after reunification, established the general aims for urban transport planning in the
city, while the second plan provided more detailed strategies covering different types of sustainable transport.
Cyclical or helical process
This is a continuous process, in which the outcomes of Monitoring and Evaluation are directly fed back into Problem
Definition, highlighting the issues to be addressed by future policies and strategies. In GUIDEMAPS, we have
focused on single projects, so the cyclical or helical nature of the decision-making process is not evident in the
project timelines; but many of our practice examples illustrate strategies that are part of long term planning
processes which build on past experience. Even where there Stages is not maya formal feedback process, lessons learnt by
the project team will guide future decisions.
overlap
Relationship to project
management
The introduction of a staged process or framework for
carrying out a project can help to systematically identify
all the necessary activities and project resources. It
provides project managers with the opportunity to
closely define key activities to be undertaken
throughout the project’s life.
The project management plan will be closely aligned to
this framework. It will identify where key decisions need
to be made and outline clear roles and responsibilities.
Relationship to engagement
The objectives and outcomes of engagement activities
will depend on the project stage and on the techniques
that are chosen. Engagement can have a significant
influence on the project decision-making process. It can
result in suggestions or solutions which enhance the
ability of the project to proceed to the next stage, or it
could require other stages to be repeated.
Certain barriers to the project decision-making process
can be anticipated, avoided, alleviated or overcome by
successful engagement with those who may be affected
by the project. This is particularly true where there is a
high level of public interest in the project.
Engagement may identify a potential barrier to the
implementation of a planned project; for example, by
revealing a high level of public opposition to an option
preferred by planners or politicians. While this can
significantly delay the project decision-making process,
and increase the development costs by forcing a return
to the Option Generation stage, it can avoid the higher
longer-term costs of attempting to implement an
unpopular, inappropriate or ineffective scheme.
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