In an environment with heightened performance-based management, cross-cutting analytics, and transparent decision-making, it’s proving more critical than ever to balance organizational knowledge with the need to harness quality and timely data and information across functional areas, programs, and modes. As DOTs collect more and more data, they face persistent challenges in converting that data into a business asset and, instead, often resort to ad hoc methods that produce unreliable results and different interpretations. This is because information systems are typically structured according to a “silo”-based architecture, which is populated by several independent, distributed data sources, each serving a specific application.
In addition, technological advancements and regulatory requirements have left agencies with many legacy systems, architectures, and an accumulation of separate systems. Although limited in many aspects, these legacy systems are still highly relevant because they are well understood by long-standing experts who have worked with the data. Notwithstanding their relevance and value in decision-making, legacy systems are costly to maintain and do not easily integrate with other organizational data and newer data systems, leading to data silos and loss of valuable information.
The primary objective of this research was to develop a conceptual framework and a guide for state DOT executive leadership and senior managers, mid-level managers, field staff, and others to design strategies for creating and using data ontologies to support agile and efficient data-driven decision-making. The purpose of the guide is to provide resources for users to:
The remainder of this report is organized into the following chapters: