Welcome to the TPM CMM Component 1: Strategic Direction – Maturity Assessment.

This tool allows transportation agencies to assess their TPM capabilities and identify areas where they can take steps to improve these capabilities. The capability maturity model contains 10 components. This assessment covers the first component.

Component 1. Strategic Direction

The establishment of an agency’s focus through well-defined goals and objectives, enabling assessment of the agency’s progress toward meeting goals and objectives by specifying a set of aligned performance measures. The Strategic Direction is the foundation upon which all transportation performance management rests.

Strategic Direction is divided into the following sub-components:

  • Sub-Component 1.1. Goals and Objectives
  • Sub-Component 1.2. Performance Measures

For each sub-component, there are five possible maturity levels with the following definitions:

  1. Initial
  2. Developing
  3. Defined
  4. Functioning
  5. Sustained

The specific criteria for a particular maturity level depend on the sub-component.

Based on the provided criteria, the user is asked to rate how well the agency meets the criteria as follows:

  • Totally Disagree
  • Somewhat Disagree
  • Somewhat Agree
  • Totally Agree

Once you have finished providing input, an overall maturity level is assessed for the component. Based on the assessed maturity level, assessment results include links to relevant sections of the TPM Guidebook for more information on how to advance TPM practice.

1: Strategic Direction

For each row, click the description that best matches your capabilities.

Level 1Level 2Level 3Level 4Level 5
1.1 Goals and Objectives
Agency goals/objectives developed in isolation and without an understanding of agency and regional priorities. Goal/objectives do not provide a clear strategic direction for the agency and are not used in decision-making.
A collaborative process to establish goals/objectives under development. Baseline performance information being used to create context about key issues. Linkages between agency core functions and broader societal concerns being clarified.
The agency has agreed on a process for goal/objective development including roles of internal staff, external stakeholder involvement, and steps to formally adopt goals/objectives. A strategy outlined to support tracking of goal/objective progress.
Collaborative process to define goals/objectives is well established. There is substantive discussion about the relative priority of different goals. There is ongoing coordination of goals/objectives across planning documents. Goals/objectives are integrated into planning, programming and employee performance evaluations.
Goals/objectives periodically refined to better reflect agency's priorities, communicate transportation's role in broader societal concerns, and reflect new challenges and risk factors. Goals/objectives are part of the agency culture. Employees understand how their actions support the achievement of goals.
1.2 Performance Measures
Performance measures are developed in isolation and without consideration for agency goals/objectives. Supporting data may not exist for all measures and limited documentation of measure calculations exists.
The agency is defining a process to identify measures that enable an agency to track progress towards strategic goals/objectives. Initial documents outlining measure calculations and data sources being developed.
A high level set of performance measures have been defined and formally approved. Agency has established governance process for modifying or adding measures. Agency has documented methodology for measure calculation and identification of data sources. There is a common understanding of how measures will be used in business processes.
Measures are relied on to track progress towards agency goals/objectives and provide key information that can be used in decision-making. The collection of measures has been refined to provide valuable information to a range of internal users (e.g., system-wide measures for executives and corridor specific for managers). Measures provide the foundation for external communication with stakeholders.
The agency is using a hierarchy of performance measures to support decision-making and to explain results. Measures are periodically refined as new data sources become available, agency priorities changes and stakeholder feedback prompts adjustments.

Overall Score: 0