Integrating Performance Management, Risk Management, and Process Improvement: A Guide

In recent years, transportation agencies have developed knowledge and skills in the application of three disciplines: performance management, risk management, and process improvement. The high-level definitions of these three disciplines are as follows: (1) Performance management is the practice of using measurements to track progress toward established goals. The dissemination of reporting and insights supports evidence-based decision-making and provides transparency to stakeholders. (2) Risk management is a methodology that looks at uncertainties on all levels, including activity, project, program, and strategic risks. Risk management aims to identify, assess, and respond to potential pitfalls that affect transportation systems, operations, and objectives. (3) Process improvement involves the business practice of defining, analyzing, and improving processes, products, and services to optimize performance and improve the experience for the end users. While these disciplines are heavily researched and applied individually, little research has taken place regarding the relationship between the three efforts and the benefits and challenges of integrating them. Generally, the steps of each discipline are established and treated separately within the specific system, which may limit efficiency, create redundancies, and disrupt plans due to mixed messages. Integrating the functions and relationships among the disciplines could provide efficiencies across agencies and align agency decisions and practices more readily to overarching goals and objectives. Research is needed to reveal the potential benefits and opportunities for integrating risk management, performance management, and process improvements by transportation agencies, including identifying the practices, methods, and data requirements of doing so. This research will be particularly useful to transportation agency executives, managers, and practitioners seeking to proactively integrate risk management, performance management, and process improvements to meet agency goals and objectives. The objective of this research is to develop a guide to assist transportation agencies with integrating risk management, performance management, and process improvements. The practical guide must do the following: (1) Feature a decision framework applicable to integration of the three disciplines in enterprise-level, program-level, and project-level decision-making; (2) Identify the relationship of the three disciplines, including common purposes or areas of focus that could be integrated to inform decision-making and practice; (3) Present the business case for linking these disciplines, including but not limited to meeting federal and state mandates; (4) Define the obstacles and opportunities to integrating the disciplines; and (5) Determine the best communication tools to support application of the framework by transportation agencies.


  • English


  • Status: Proposed
  • Funding: $400000
  • Contract Numbers:

    Project 23-37

  • Sponsor Organizations:

    National Cooperative Highway Research Program

    Transportation Research Board
    500 Fifth Street, NW
    Washington, DC  United States  20001

    American Association of State Highway and Transportation Officials (AASHTO)

    444 North Capitol Street, NW
    Washington, DC  United States  20001

    Federal Highway Administration

    Office of Infrastructure
    1200 New Jersey Avenue, SE
    Washington, DC  United States  20590
  • Project Managers:

    Weeks, Jennifer

  • Start Date: 20240115
  • Expected Completion Date: 0
  • Actual Completion Date: 0

Subject/Index Terms

Filing Info

  • Accession Number: 01898357
  • Record Type: Research project
  • Source Agency: Transportation Research Board
  • Contract Numbers: Project 23-37
  • Files: TRB, RIP
  • Created Date: Nov 7 2023 11:57AM