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    <title>Research in Progress (RIP)</title>
    <link>https://rip.trb.org/</link>
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    <language>en-us</language>
    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
    <image>
      <title>Research in Progress (RIP)</title>
      <url>https://rip.trb.org/Images/PageHeader-wTitle-RIP.jpg</url>
      <link>https://rip.trb.org/</link>
    </image>
    <item>
      <title>AI-Enabled Airport Capital Program Delivery</title>
      <link>https://rip.trb.org/View/2772543</link>
      <description><![CDATA[U.S. airports are undertaking increasingly complex capital programs that require the coordinated delivery of multiple interdependent projects while maintaining continuous airport operations. These programs often face challenges related to fragmented systems, manual and document-driven processes, coordination across multiple stakeholders, and limited integration of cost, schedule, documentation, and operational information. Although artificial intelligence (AI) has the potential to improve efficiency and decision-making, airports currently lack practical, implementation-ready guidance for applying AI across the full capital program delivery lifecycle, including planning, design, construction, and integration with ongoing airport operations.

The objective of this research is to develop practical, implementation-focused guidance for applying AI to airport capital program delivery. The research will produce frameworks, use cases, and implementation pathways to help airports improve coordination, project documentation, and integrated decision-making across capital programs while supporting scalable, vendor-neutral AI adoption within existing program information management and digital delivery systems. Research products may include an AI implementation guidebook, program-level coordination and document management frameworks, scenario-based implementation playbooks, an AI use case library, and guidance for transitioning AI applications from pilot projects to broader capital program implementation. The research should also address quality assurance considerations associated with AI-generated information.]]></description>
      <pubDate>Wed, 02 Sep 2026 17:24:38 GMT</pubDate>
      <guid>https://rip.trb.org/View/2772543</guid>
    </item>
    <item>
      <title>Guide for Establishing Project Management Offices at Airports</title>
      <link>https://rip.trb.org/View/2772545</link>
      <description><![CDATA[Airports are managing increasingly complex and capital-intensive portfolios of projects that span airside, terminal, landside, technology, sustainability, and regulatory initiatives. These programs often involve multiple funding sources, extensive stakeholder coordination, and significant operational constraints. While many airports are exploring the use of Project Management Offices (PMOs) to improve project delivery, there is limited airport-specific guidance on when a PMO is an effective strategy, what functions it should perform, how it should be structured, or how its costs and benefits should be evaluated. As a result, airports lack practical information to help determine whether a PMO is appropriate for their organization and how it can best support project governance and delivery.

The objective of this research is to develop a practical guide to help airports evaluate the value of establishing a Project Management Office. The guide will provide direction on PMO structures, roles, costs, and benefits, and help airports determine when a PMO is appropriate based on airport size, governance, geography, and mission. It will include a decision framework, implementation guidance, cost-benefit considerations, and tools to support executive decision-making. The guidance should be applicable across airports of different sizes, as well as address differences between airside and landside capital programs and the relationship between project management offices and project delivery methods.]]></description>
      <pubDate>Wed, 02 Sep 2026 17:16:55 GMT</pubDate>
      <guid>https://rip.trb.org/View/2772545</guid>
    </item>
    <item>
      <title>KYTC's Digital Project Delivery Initiative</title>
      <link>https://rip.trb.org/View/2768408</link>
      <description><![CDATA[The Kentucky Transportation Cabinet (KYTC) Digital Project Delivery (DPD) Initiative is shifting the agency toward widespread use of electronic engineering data (EED) generated during design. Leveraging EED throughout asset life cycles requires KYTC to closely attend to data collection and quality management practices, which themselves are undergoing rapid changes as computational technologies grow more sophisticated. Because programmatic change is not possible without training support associated with software testing and adoption, this project will build on DPD-related work completed over the last five years to innovate in the areas of agency work-flows and data exchanges.]]></description>
      <pubDate>Wed, 26 Aug 2026 17:04:20 GMT</pubDate>
      <guid>https://rip.trb.org/View/2768408</guid>
    </item>
    <item>
      <title>Strengthening Cross-Disciplinary Collaboration Throughout Project Development and Delivery</title>
      <link>https://rip.trb.org/View/2768407</link>
      <description><![CDATA[Project development/design and construction activities at the Kentucky Transportation Cabinet (KYTC) tend to be siloed. During project design and development, and construction personnel have few if any opportunities to provide input. And once construction begins, project managers and designers have little involvement. The lack of sustained engagement has multiple consequences. Contract plans prepared without construction input can be difficult to build in the field. Similarly, if designers and project managers proceed without early feedback from construction subject matter experts and do not participate during the construction phase, they will not gain knowledge of how to minimize or mitigate constructibility issues that contractors sometimes confront on project sites. They will also have little role in finalizing as-built plans, which are integral to guiding future maintenance and construction efforts. The absence of cross-disciplinary collaboration throughout project development and delivery also undercuts quality management and can leave key risks undetected (e.g., complex traffic control scenarios, construction spanning multiple seasons), and thus unaddressed and un-mitigated. Resolving these challenges requires putting into place integrated workflows that foster cross-disciplinary dialogue and reciprocity throughout the project life cycle.]]></description>
      <pubDate>Wed, 26 Aug 2026 17:04:20 GMT</pubDate>
      <guid>https://rip.trb.org/View/2768407</guid>
    </item>
    <item>
      <title>SPR 781 Optimizing SCDOT’s Permitting, Mitigation, and Compliance Systems to Improve Project Delivery</title>
      <link>https://rip.trb.org/View/2719301</link>
      <description><![CDATA[The overarching goal of Phase III is to optimize South Carolina Department of Transportation's (SCDOT’s) permitting, mitigation, and compliance
systems by leveraging emerging technologies. The objectives are to (1) maintain the existing
applications and enhance them through feedback from SCDOT users and consultants, (2) migrate
the geographic information system (GIS) applications to Experience Builder for improved functionality, (3) update the e-permitting
app to align with upcoming regulatory changes, (4) develop standardized templates for permit
drawings, and (5) explore emerging technologies to check the permit drawings and provide
feedback on errors and required changes, predict wetland impacts for future projects, and autogenerate National Environmental Policy Act (NEPA) applications classified as Categorial Exclusions.]]></description>
      <pubDate>Thu, 25 Jun 2026 08:53:55 GMT</pubDate>
      <guid>https://rip.trb.org/View/2719301</guid>
    </item>
    <item>
      <title>Establishing a Unified Data Governance Framework for Reliable Project Prioritization in Transportation Agencies</title>
      <link>https://rip.trb.org/View/2712205</link>
      <description><![CDATA[Project prioritization is a cornerstone of effective transportation planning and investment. However, many state departments of transportation (DOTs) struggle with fragmented data systems, inconsistent data definitions, and unclear data ownership. These challenges result in decision-making that is often delayed, misinformed, or misaligned with strategic goals. The absence of  centralized, authoritative data source leads to duplication of effort, conflicting reports, and a lack of transparency. Moreover, undefined policies around data governance—such as who owns the data, who can access it, and how it should be maintained and secured—further exacerbate inefficiencies.
To address the fragmented data ecosystem that hinders effective decision-making, this research will examine successful strategies from leading transportation agencies, drawing on case studies that highlight the importance of interagency coordination, standardization of data formats, and robust digital delivery workflows. The research will identify scalable solutions to common workflow and workforce challenges, including the need for clear roles and responsibilities in data stewardship, ongoing workforce training, and adoption of compatible software infrastructure. The resulting data governance model and blueprint will be informed by national and international best practices, positioning state DOTs to deliver efficient, transparent, and high-impact transportation investments.
The objective of this research is to develop a unified data governance model and delivery framework that enables transportation agencies to provide timely, accurate, and reliable data for project prioritization.
 
Potential research tasks include: Conducting a national scan of current data governance practices across state DOTs. Identifying common barriers to data centralization, ownership, and accessibility. Developing a maturity model for data governance in transportation project prioritization. Designing a prototype framework for centralized data delivery and authoritative data sourcing and validating it with state DOTs. Producing implementation-ready guidance, including policy templates, technical specifications, and training materials.]]></description>
      <pubDate>Wed, 10 Jun 2026 11:26:04 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712205</guid>
    </item>
    <item>
      <title>Evaluating Construction Workforce Conditions and Their Effects on Productivity and Project Scheduling</title>
      <link>https://rip.trb.org/View/2712203</link>
      <description><![CDATA[Transportation construction projects often involve accelerated schedules, extended work hours, and work performed in challenging environmental and safety-sensitive conditions. These conditions can affect the physical and mental well-being of state department of transportation (DOT) and contractor staff and may negatively influence workforce productivity, safety, and project delivery outcomes.

Long work hours, demanding schedules, and changing environmental conditions have contributed to growing concerns regarding workforce stress, burnout, fatigue, and mental health challenges within the construction industry. Research and industry surveys have highlighted the need to better understand how workforce conditions influence productivity and project performance. However, there is limited guidance on incorporating workforce well-being considerations into project scheduling, phasing, and construction management practices.

The objective of this research is to develop a guide to assist state DOTs in evaluating environmental, physical, and mental conditions affecting the transportation construction workforce and their impact on productivity and scheduling expectations. The research is intended to support healthier, safer, and more sustainable project delivery practices.]]></description>
      <pubDate>Wed, 10 Jun 2026 11:14:16 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712203</guid>
    </item>
    <item>
      <title>Streamlining Compliance Criteria and Preemptively Identifying Slowdowns for Hastened Project Delivery – Lessons from Efficient Agencies</title>
      <link>https://rip.trb.org/View/2712199</link>
      <description><![CDATA[Transportation agencies and decision-makers increasingly prioritize timely project delivery, including shorter durations between funding allocation and construction. This emphasis is reflected in a growing focus on schedule performance and transparent communication of project timelines. Stakeholder expectations&mdash;including those of elected officials and the public&mdash;underscore the importance of clearly understanding and managing factors that influence project schedules.
Quantitative, project-level data are essential for identifying patterns of delay, informing process improvements, and supporting the development of realistic and reliable schedules. With robust data, departments of transportation (DOTs) can more effectively assess project readiness, using performance-informed metrics to guide decision-making. In addition, information on the effectiveness of mitigation strategies&mdash;particularly measured reductions in delay duration&mdash;can help agencies prioritize resources and apply approaches that offer the greatest benefit.
State DOTs have developed a strong understanding of common sources of delay in areas such as environmental review and permitting. However, the availability of quantitative, project-level data for other types of delays remains limited. In particular, agencies may not consistently have data on the typical schedule impacts associated with specific issues or the relative effectiveness of different mitigation strategies. While existing research often identifies causes of delay, it less frequently quantifies their schedule impacts&mdash;especially for complex projects&mdash;or estimates potential time savings associated with mitigation measures. This limits agencies' ability to take a comprehensive, data-driven approach to comparing delay drivers, identifying process efficiencies, and evaluating tradeoffs between mitigation benefits and costs.
This scan will identify and examine organizations that have developed effective procedures to:
(1) Identify measurable sources of delay,
(2) Collect project-level quantitative data on the schedule impacts of those delays, and
(3) Apply mitigation strategies that support recovery of schedule time.
The resulting observations will provide practical, transferable lessons to support agencies in managing project development schedules and improving overall program efficiency.
Key factors to be investigated include:

Identification of measurable delay issues, 

Average and range of delay duration, by issue and project type, 

Mitigation strategies developed to address specific delay types, 

Average and range of time savings associated with mitigation, by issue and project type, and 

Approaches for applying these metrics to develop more reliable schedules for future projects.


]]></description>
      <pubDate>Wed, 10 Jun 2026 11:02:25 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712199</guid>
    </item>
    <item>
      <title>Development of Right-of-Way Engineering and Design Fundamentals</title>
      <link>https://rip.trb.org/View/2712192</link>
      <description><![CDATA[Historically, transportation projects have been developed by professionally disconnected groups, including design teams, operations teams, environmental teams, and right-of-way (ROW) or real estate teams overseeing land acquisition. Likewise, these groups have relied on specific national-level resource publications that provide guidance to the focus of each professional section. While these industry-standard publications provide foundational guidance on their respective fields, they consistently lack substantive approaches to ROW engineering and design (ED), which is critical to successful project delivery.

ROW-ED inherently bridges disciplines, making isolated team structures ineffective for the cross-functional collaboration it demands. State departments of transportation (DOTs) that utilize ROW-ED teams are aware of the overall benefits of an integrated approach in delivering cost-effective and context-sensitive approaches to project delivery. Several 
National Cooperative Highway Research Program (NCHRP) projects are underway that identify ROW-ED processes in developing proper guidance for foundational ROW-ED tasks. While the proposed research will build on outcomes from earlier studies, additional investigation is needed to formulate ROW design methodologies.

The objective of this research is to develop essential practices and policies for ROW-ED, including an ROW design matrix for use by state DOTs in determining appropriate ROW needs during project scoping and development.]]></description>
      <pubDate>Tue, 09 Jun 2026 17:06:58 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712192</guid>
    </item>
    <item>
      <title>Developing Workflows for Digital Project Delivery to Support Transportation Asset Management</title>
      <link>https://rip.trb.org/View/2712189</link>
      <description><![CDATA[Digital project delivery (DPD) is emerging to address challenges in the traditional delivery of transportation infrastructure projects, such as low productivity, workforce shortages, and the complexity of managing multiple stakeholders, vendors, and site-specific conditions. Utilizing DPD can enhance project outcomes related to schedule, cost, quality, and safety. A major component of DPD is the creation of digital design models during pre-construction, along with the collection of digital project data during construction to inspect and verify work against those models. While recent research has explored methods for creating digital as-builts (DABs) through field data collection, there is still a need for standardized workflows to transfer this information from construction into long-term operations and maintenance.

Data collected through DPD has significant value beyond project delivery and can be reused to support Transportation Asset Management (TAM) and life-cycle decision-making for transportation assets. State departments of transportation (DOTs) are already adopting DPD to improve project performance while also working to maintain and improve asset conditions with limited resources. As digital technologies continue to evolve, the need for practical strategies that connect project delivery data with long-term asset management is becoming increasingly important. Research is needed to (1) identify current practices and assess emerging strategies for integrating DPD data with TAM business needs, and (2) develop implementable strategies to streamline comprehensive workflows to improve user/owner outcomes.

The objectives of this research are to: (1) Identify approaches developed by state DOTs to implement DPD, (2) Identify challenges experienced by state DOTs in transitioning to DPD, (3) Identify approaches to generating DABs as part of DPD efforts to support TAM and the maintenance of data throughout the asset life cycle, and (4) Develop guidelines for bridging the gap between project delivery and asset management phases to better integrate available data and close the data loop.


]]></description>
      <pubDate>Tue, 09 Jun 2026 16:57:58 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712189</guid>
    </item>
    <item>
      <title>Best Practices for Establishing Tribal Cultural Resource Monitoring Protocols</title>
      <link>https://rip.trb.org/View/2712188</link>
      <description><![CDATA[Tribal cultural resource monitoring involves tribal members in testing or data recovery projects in areas that have known precontact or contact period archaeological sites, or that have been identified as having high potential to contain such resources. Construction projects on tribal land or in areas with known or suspected cultural resources of tribal interest may also be subject to tribal cultural resource monitoring. Ideally, tribal cultural resource monitors are culturally affiliated with the project area and are provided with special training from their tribal leaders.

The participation of tribal monitors presents the opportunity to apply indigenous knowledge to the identification and interpretation of historic properties and provides an opportunity for tribes to be involved early in project planning. Such participation benefits state departments of transportation (DOTs) by identifying concerns early so that steps can be taken to avoid, minimize, or mitigate the impact a project may have on resources that are important or sacred to tribes.

Typically, when tribal cultural resource monitoring is required, state DOTs seek out tribal input, and negotiate and execute the monitoring agreement, on a project-by-project basis. This consultation can take time and effort for the state DOT by establishing engagement protocols and guidance on methods of implementation to improve the quality and timeliness of this consultative process for all parties.

The objective of this research is to research and document successful, meaningful, and effective tribal engagement practices and protocols applied during the project delivery process. This research shall emphasize the benefits of tribal cultural resource monitoring and draw from the experience of states where successful tribal cultural resource monitoring agreements are in place.]]></description>
      <pubDate>Tue, 09 Jun 2026 16:54:07 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712188</guid>
    </item>
    <item>
      <title>Integrated Utility Relocation Scheduling: A National Framework for Reducing Project Delays</title>
      <link>https://rip.trb.org/View/2712171</link>
      <description><![CDATA[Utility relocations are a critical component of highway project delivery, yet they continue to be a leading cause of construction delays and cost overruns. Previous studies have examined how utility conflicts affect highway construction and emphasized the need to better integrate utility relocation activities into project scheduling. Even when utilities are identified early and coordination is established, many projects still experience schedule risks because relocation timelines are not fully aligned with construction sequencing. The research recommended moving beyond conflict identification to develop structured scheduling practices that define activities, durations, and dependencies using common project-management tools and formats compatible with department of transportation (DOT) scheduling systems.

Research is therefore needed to document current practices, identify gaps and successful approaches, and develop a national framework and guide for integrated utility relocation scheduling. This framework will define the essential elements of detailed, data-informed relocation schedules; provide methods to align them with project construction timelines; and incorporate utility owners’ operational needs and constraints. The resulting guide would enable agencies and utilities to improve schedule predictability, reduce delays, and achieve more reliable, coordinated project delivery nationwide.

The objective of this research is to develop a framework and guide for integrating detailed utility relocation schedules into highway project delivery. The framework will define standardized practices for developing, coordinating, and maintaining structured, data-informed relocation schedules that align with overall project timelines and activities.]]></description>
      <pubDate>Tue, 09 Jun 2026 12:44:48 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712171</guid>
    </item>
    <item>
      <title>Successful Applications of Alternative Delivery Methods by Highway Agencies to Accelerate Project Delivery</title>
      <link>https://rip.trb.org/View/2681234</link>
      <description><![CDATA[Recent studies indicate that alternative project delivery methods—particularly design-build (DB), progressive design-build (PDB), public-private partnerships (P3s), and progressive P3s—can accelerate project development and delivery. However, adoption across State DOTs remains uneven. Some agencies have strong internal capacity, established procurement practices, and enabling legal frameworks to use these approaches effectively, while others continue to rely primarily on design-bid-build. As a result, many agencies are not realizing the full potential benefits of accelerated delivery.
This scan will assess how leading states have implemented alternative delivery models, the policies and laws that enabled their use, and lessons that may be transferable to other DOTs seeking to shorten delivery timelines. Areas of examination include: Criteria agencies use to select delivery models for major projects; The role of enabling legislation and institutional frameworks in shaping delivery options; Cost and schedule performance comparisons across DB, PDB, P3, and design-bid-build; Stakeholder management, institutional considerations, and public communication practices; Risk allocation and risk-sharing approaches between public and private partners; Use of innovative financing to improve project viability when paired with alternative delivery
The scan will also examine decision-making processes, including leadership evaluation of delivery options, the influence of institutional and technical considerations, accountability mechanisms, internal capability development, procurement practices, and the integration of lifecycle cost considerations. Barriers to broader adoption—such as limited authority, staffing constraints, and concerns regarding cost overruns and accountability—will also be documented.
OBJECTIVE:  This scan will identify lessons learned, best practices, and decision frameworks for implementing accelerated delivery models. It will document how selected agencies evaluate delivery options, structure procurements, build internal capacity, and engage stakeholders to support successful outcomes.
]]></description>
      <pubDate>Tue, 17 Mar 2026 15:10:13 GMT</pubDate>
      <guid>https://rip.trb.org/View/2681234</guid>
    </item>
    <item>
      <title>Post Construction Analysis of Major, Mega and Regionally Significant Projects</title>
      <link>https://rip.trb.org/View/2671992</link>
      <description><![CDATA[This project will develop a framework (methodology) for evaluating post-construction outcomes of Major, Mega, or regionally significant projects. Evaluation metrics may include but are not limited to: efficiency in project delivery, effects on traffic mobility, safety, and economic impact. The framework developed by this project is intended to be implemented by future Major/Mega/regional projects to improve the transportation project delivery process. Wisconsin Department of Transportation (WisDOT) measures performance through state performance measures, MAPSS (Mobility, Accountability, Preservation, Safety and Service); federal performance measures (e.g., reliability, emissions, delay, etc.); and other continuous improvement programs. These efforts focus on aggregate statewide metrics that may not reveal detailed insights from individual projects. WisDOT Majors and Mega projects are generally transformative in nature and represent some of the most complex and costly investments in maintaining safe and efficient infrastructure. Having a better understanding of project-specific post-construction outcomes would improve planning and design decisions for future projects, build confidence that proposed benefits of significant projects are being realized, and provide accountability.]]></description>
      <pubDate>Wed, 18 Feb 2026 14:23:40 GMT</pubDate>
      <guid>https://rip.trb.org/View/2671992</guid>
    </item>
    <item>
      <title>Accelerating IFC Adoption by Advancing IFC Validation Service and Software Certification Program</title>
      <link>https://rip.trb.org/View/2652044</link>
      <description><![CDATA[This proposed Pooled Fund Study would look at the viability and best means to significantly enhance the scale and maturity of services (i.e., IFC Validation Service and Global IFC Software Certification), as well as recommend any additional technical and procedural efforts (such as Use Case-based Certification), needed to support software implementation and United States industry adoption and deployment. The following two primary business objectives would be achieved: Enabling state departments of transportation (DOTs) to specify certified (IFC and US industry standard exchange requirement compliant) software for road and bridge projects; Enabling state DOTs to validate deliverables from consultants and contractors to enhance project delivery and management quality. This work would be separate but complimentary to the ongoing work of TPF-5(523) BIM for Bridges & Structures Pooled Fund and TPF-5(480) BIM for Infrastructure Pooled Fund.]]></description>
      <pubDate>Sat, 10 Jan 2026 11:59:41 GMT</pubDate>
      <guid>https://rip.trb.org/View/2652044</guid>
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