Business Information Technology
Business Information Technology
Business Information Technology (BIT) is part of UDOT's Project Development group and is made up of UDOT employees, DTS employees, and independent consultants who are focused on providing tools and applications in support of UDOT's project delivery process. In that effort, BIT supports a number of applications that are used by Region and Central personnel in the planning, design, and construction of roadway projects. As a support organization, BIT is responsible for overseeing the completion of project and task requests from other areas of within UDOT, as well as compliance with DTS policies and procedures.
The lists below contain projects that were completed by BIT during 2017.
Title: CoSign Server Appliance Upgrade
Problem: CoSign servers reached end of life. Maintenance and support agreement expired.
Changes: Replaced old CoSign servers with new DocuSign server appliances. Software on appliance was upgraded from 7.5V to new 8.4V
What's Next: Need to upgrade user client software to new 8.4V through network. Inform and provide training to end users on new product.
Primary Contacts: DTS: Jonathan Gardner (email@example.com) | UDOT Sr Business Analyst: Mindi Lake (firstname.lastname@example.org)
Title: Implementation of Adobe Creative Cloud and Adobe Sign.
Changes: Implementation of Adobe Creative Cloud. Replacement of DocuSign (web application) with Adobe Sign (web application).
What's Next: Ongoing end user training on the use of the Adobe Creative Cloud and Adobe Sign applications.
Primary Contacts: DTS: Eric Worthen (email@example.com) | UDOT Sr. Business Analyst: Mindi Lake (firstname.lastname@example.org) | UDOT Business Analyst: Jordan Lee (email@example.com)
Title: New content was added to Adobe Sign increasing UDOT's electronic form ecosystem
Problem: With UDOT being located in 7 main locations throughout the state, with multiple smaller locations slow manual routing signature process are a major stumbling block.
Changes: In 2017 33 electronic document templates and 20 workflows were created in Adobe Sign.
Converting these paper processes to electronic processes allows for more efficiency. Some signature processes that may have taken more than a week before have been reduced to less than six hours on average for the year.
What’s Next: In 2018 I hope to triple the number of templates and workflows that are available to UDOT employees in Adobe Sign
Primary Contacts: Jordan Lee - firstname.lastname@example.org- 435-553-5840
Title: Revamped the Exercise Agreement signature and approval process
Problem: A problem we ran into in 2017 was the Exercise Agreement. All UDOT employees must complete one every year before participating in the program, but the signature and approval process was slow and inefficient. It required scanning, faxing, and multiple storage locations for the same document.
Changes: To fix this issue, we created an electronic form and widget in Adobe Sign for the Exercise Agreement with the five page policy attached to it.
Changes: The results of this change were faster completion, saved time by all involved parties, more central control allowing a cohesive process start to finish, more policy visibility, added compliance, eliminated paper waste, and one electronic storage database with all of the documents that anyone can have access to allowing for quick and easy searches.
What’s Next: In the next year I plan to implement this similar solution to other processes that could gain similar benefits.
Primary Contacts: Jordan Lee - email@example.com- 435-553-5840
Title: Upgrade of UDOT’s Bidding System
Problem: Construction wanted to convert from old bidding System (EBS) to a SAAS solution called Masterworks. Masterworks provides checks and balances to ensure bids are submitted properly thus mitigating the chances for a non-responsive bid.
Changes: Masterworks will allow for all projects (CMGC, Design Build, and Design Bid Build) to be advertised. Currently only the Design Bid Build projects can go through the process.
Results: Development of the Bid system continues with the goal with those involved from Design to Award will have a greater ease of use and communication throughout.
What's next: Future enhancements are pending final UAT and roll out.
Contact: Mark Lefler and Michelle Page.
Title: Annual conference
What was needed: The UDOT Annual Conference Committee needed assistance with the development, implementation and management of the Annual Conference online registration system and app. Additionally, the Committee needed help with managing the day to day operations of the registration system at the conference.
What was provided: Provided all direction and coordination with EventReady to customize registration software to meet the needs of the UDOT Annual Conference and Committee; Conducted system testing and process verification to ensure a properly functioning software; Created all information and graphics for the conference app; Assisted attendees get registered for the conference and assisted with their financial transaction; Provided on site management of the registration system and the registration of attendees; Verified vendor’s Invoices were correct and ready for payment, and assisted with getting attendance records to the Learning Portal.
Changes: Added RFID scanning for session and meal attendance.
Result: The result was an excellent run conference registration system that allowed attendees to register online, quickly get conference information via the app, a smooth onsite registration process for attendees, and an accurate session attendance records.
Primary contact person: Scott Morrill
Title: Masterworks Materials Module
What was needed: The Materials Department needed assistance with the project management of the development of the Masterworks Materials Module.
What was provided: Provided project management (Scope, Schedule, and Contract management) for the material type discovery sessions; the creation of, and approval for over 90 Function Specification documents; 20 Sprint review and many testing session, and a successful UAT (User Acceptance Testing) for Phase I.
Changes: We are in the process of changing from an in house built Materials database to a cloud based Masterworks Materials system to help reduce cost of managing the system and will ensure the system is always up-to-date.
Results: The result was the successful completion of Phase I UAT.
What's next: Next move is to continue working on the final Phase II of the project, go-Live with Phase I in March of 2018, and to go-live with Phase II this Fiscal Year.
Primary contact: Scott Morrill
Title: Socrata & The UDOT DashBoard
Problem: Utah’s Department of Transportation is a large and complex state agency that is responsible for the transportation system of the state. Naturally, an agency with thousands of employees who work on complex projects that cost millions of state and federal dollars to complete, have unimaginable amounts of data. The size of UDOT’s data and the disparate systems and methods used to maintain said data make it a challenge for leaders to identify agency performance measures. The problem UDOT is experiencing is an inability to quickly retrieve, analyze and view any/all data so that accurate and immediate decisions can be made. This problem was identified in the 2016 Performance Audit Report conducted by the Legislative Auditor General, in which it was suggested that UDOT would benefit from a greater emphasis on performance and internal audits.
Changes: In order for UDOT to utilize its silos of data, it contracted with Grant Thornton to implement a cloud based service from Socrata. The Socrata service is providing UDOT with Open Data, Open Expenditures, and its Capital Projects Explorer applications. These applications are receiving sets of data from many of UDOT’s data sites and placing them in to a central repository so that they can be analyzed and presented in ways that help UDOT leaders make decisions. Moreover, when fully implemented the Socrata system will provide the citizens of Utah with an understanding of how the agency is spending its resources.
Results: The result of the Socrata implementation is a centralized hub where UDOT leaders and employees can utilize and analyze data sets from multiple UDOT systems. The result of which is contributing to quicker and better decisions making. UDOT’s based Socrata system includes UDOT's Goals, Tactical Measures and many performance metrics. All of which have charts and graphs, descriptions, and up-to-date numbers. In addition, work is continuing on the Socrata project to include adding more data sets from UDOT’s in house systems and collaborating with additional groups. Once fully implemented, the Socrata system will be the central source for all UDOT data.
Contact: Ivan Hartle / Scott Morrill
Title: Augmented Staff Process
Problem: When a consultant is hired to augment UDOT staff they require access to additional UDOT data. The requests aren't often, so there was always confusion on how to make the request, who needed to approve and where to do we archive the information.
Changes: We created new forms and explained the process on the ePM website. Now when a Project Manager is hiring a consultant to augment their staff, they can download the required documents and send them out using Adobe sign to be signed.
Results: The request is now processed faster with electronic signatures and documents.
Contact: Jennifer Avila
Title: ePM Website Update
Problem: There were many links that weren't being used and duplicated in multiple areas.
Changes: Removed links that were no longer being used, arranged page based on importance and number of times accessed. Had the log in link for ePM put at the top of the page so you don't have to scroll down to access it.
Results: Easier to find and access information based on usage.
Contact: Jennifer Avila
Title: Syncing Project Assignments
Problem: Project assignments (i.e., Project Managers, Design Engineers and Resident Engineers) were entered and maintained in multiple systems in UDOT. Often times, especially when assignments were changed during the middle of the project, the assignments were missed or entered incorrectly. This caused the assignment information to be out of sync throughout UDOT's systems. This had to be a collaborative effort with the business leads and the DTS technical leads of each of the systems displaying Project Assignment information.
Changes: Since Project Assignments are originally entered into ePM, it is considered the owner of this information and maintains it. We had ePM provide this information in a view, which is a virtual table, and made it available to all the systems. Each of the other systems needed to change so that they displayed the Project Assignments from this ePM view instead of maintaining the Project Assignment information, themselves. ePM also provided packages/functions, one for each of the assignments (Project Manager, Design Engineer and Resident Engineer), that would return the name of the individual based on the project and the assignment.
Results: The Project Assignment information is now consistent throughout UDOT's systems.
Contact: Steve Wilkins
Title: Streamlining the Re-Advertisement Process
Problem: Prior to a project being awarded, it can be determined that a project needs to be re-advertised. The previous process was a manual process led to mistakes and delays.
Changes: we provided a button in ePM that allows the Region Program Managers to initiate the Re-Advertise process.
Results: This change includes an automatic notification to the Construction Central Administrative Group that the Project/PIN is going to be Re-Advertised and automatically clears the appropriate planned dates and moves the project status back to Scoping.
Contact: Steve Wilkins
Title: Extra Mile App
Problem: UDOT needed a way for employees to recognize and reward each other for accomplishments.
Changes: Extra Mile was introduced in Fall of 2016. 2017 was the first full year using the application for recognition and reward among UDOT colleages.
Results: Since its introduction there have been over 4000 transactions by UDOT employees in all areas showing appreciation for each other.
What's next: Continue with the program.
Contact: Amber Mortensen/Keriann Noble
Title: Utility Agreement Tracker
Problem: Utility agreements were being lost in email. There was no visibility or way to track status or timelines for implementation.
Changes: Utility Agreement Tracker was developed and released at the end of 2017 as a way to make agreements and their status more visible to leaders, coordinators, and entities, and to start creating an average timeline for the execution of agreements.
Results: 100+ utility agreements are currently being tracked by regions.
What's next: Integration with Utility Conflict Matrix.
Contact: Alana Spendlove
Title: Design Review/Comment Resolution Application
Problem: An application had been developed for the design review/comment resolution process in Interchange to enhance collaboration and cut down on duplication of effort. Requests were made to have it follow the current process more closely.
Changes: Redesigned and implemented requested changes.
Results: The application was successfully beta tested on two projects in 2017. Request came in after testing to allow upload from Excel spreadsheet. Pointed out that this would take a lot of development, and would increase workload for someone who would need to go clean up all the uploads manually, which was the point of having the application online in the first place. Asked that this request be further discussed and reconsidered.
What's next: Waiting to hear back for a wider release date or further instructions.
Contact: Curt McCuistion/Keriann Noble
Title: CatEx Application
Problem: CatEx was being stored in ePM which did not allow for easy export of data for FHWA reporting. All reporting was being manually re-entered.
Changes: Built an application in Interchange to take the place of the ePM module that keys off of necessary ePM data and allows for data to be easily exported and formatted as needed.
Results: Application completed and presented at 2017 UDOT Conference – rollout scheduled for early 2018.
What's next: Training, phase 2 of development.
Contact: Carissa Watanabe
Title: Comptroller Invoicing Approval Process
Problem: Needed a quicker and paperless approval process for invoices.
Changes: Developed a basic workflow process in Interchange to route invoices and record approvals. Approved documents can then be electronically moved to ProejctWise.
Results: All comptroller invoices now being routed for approval electronically.
What's next: Created similar process for General Ledger invoicing.
Contact: Ryan Williams/Keriann Noble