Surveys & Automated Design

Summary:

MDOT embarked on this initiative with the goal of assessing potential impacts of technology solutions to enhance its operations – including improved outcomes and worker safety, reduced time to resolve issues, increased collaboration, and cost savings. A project team led by CRAFT, Michael Baker International and Spicer Group evaluated MDOT’s construction processes, seeking to better understand the department’s needs; investigated technology and equipment used by other DOTs in addition to out of-industry case studies; conducted field demonstrations to test potential solutions; and developed a series of recommended actions to enable MDOT to realize its digital delivery as part of its Digital Vision.

The digital landscape is undergoing a transformation, driven by rapid technological evolution and shifting societal norms. This marks a turning point in how DOTs operate and underscores an urgency for agencies to adopt a digital-first approach – not only to keep pace with – but also to anticipate and shape the future of transportation in an increasingly connected world. MDOT’s own research indicates approximately 33% of its workforce will retire within the next year. The next generation of talent values a technology-driven and innovative workplace. MDOT is meeting this gap by prioritizing its evolution with the introduction of a Digital Vision strategy.

Michael Baker International and Spicer Group provided deep subject-matter expertise in the transportation and infrastructure sectors, leveraging their experience working with MDOT and other DOTs while CRAFT contributed broad, cross-sectoral perspective about how companies are using digital innovation to drive operational improvements. The team researched case studies from both the public and private sectors (both primary and secondary sources), and conducted field investigations and in-person workshops – informing a view of how digital solutions can be implemented to meet MDOT’s challenges now and in the future.

Key to advancing digital delivery at MDOT was to understand the department's pain points, allowing the project team to develop solutions tailored toward addressing gaps and issues. Through a process that included a series of conversations with MDOT staff, the team mapped key observations across the four core components of the FHWA BIM for Infrastructure roadmap: people and skills, policy and process, tools and technology, and data and standards. Common themes include:

- Enhance adaptability across all positions to ensure workers possess the necessary skills

- Streamline processes by minimizing redundancies

- Eliminate redundant data entries and refine deliverables

- Improve data transfers and network accessibility

The report is designed to be put into action to enable field staff through the digital transformation. In preparing for the report, the project team was guided by an understanding that the success of MDOT’s digital delivery efforts is about more than introducing new technology into everyday use. Just as important are considerations about people and process. Who bears the ultimate responsibility for executing each task associated with this plan, and who might be held accountable for ensuring recommendations are implemented? To answer these questions, the report expands on the idea of change management, focusing on the implementation of processes to review, evaluate, and coordinate change. It aims to maximize user benefits, reduce errors, and overcome institutional and cultural barriers to encourage more staff to accept change.

Publications:

• Final Report

Research Manager	Project Manager	Performing Organization
Dean Kanitz	Glenda Bowerman	CRAFT