What is the difference between implementation and deployment

Table 9. Primary tasks for the development of a toll collection system. Most toll collection systems use the deployment phase as an opportunity to have the system up and running for an extended period of time before going into revenue operations. Staff can be trained on the real system, sample reports can be run, and bugs can be identified and fixed prior to official testing.

This phase also allows burn-in of the hardware so any defective items can be replaced prior to operation. Many issues surface when the sys- tem is operating in the real-world environment for an extended period of time. Once the system is fully deployed, tested, and accepted, it moves into the operations and maintenance phase.

Phasing There are many different phasing considerations for deploy- ment of large, complex toll collection systems. Some consid- erations may be policy driven, like when the tolls are in effect and whether they begin as fixed or dynamic tolls. Sometimes the physical infrastructure availability requires the toll system to be installed and opened in phases, and the developer may be confronted with a less than fully robust operation. These considerations need design interaction with the rest of the development team so that the system can meet functional requirements through each successive opening.

Some toll collection systems choose to open with a simpler system e. Upgrades and Expansions Toll system technology is constantly changing and improv- ing. New camera technology is released every year that greatly improves the capture of license plate images, and computers are faster and have more memory.

Due to the MAP federal legislation and its requirement for national interoperability, more facilities are upgrading their systems to correctly read transponders issued from other states and local jurisdictions. The design life for most toll systems is stated to be a minimum of 10 years, but system technology upgrades and enhance- ments are typically done every few years to keep the systems working at optimum performance levels.

Expansions to sys- tems are done as new facilities are opened for toll collection or existing corridors are extended. The initial design needs to be flexible in order to take into account the anticipated expansions and often short life cycles of equipment. During the operations and maintenance phase of a proj- ect, changes to the system range from small simple changes e. The standard system engineering process is for upgrades and expansions to the system.

Design reviews are done and a transition plan may be needed to deploy the new feature. Revised standard oper- ating plans, training documents, maintenance manuals, and as-built plans are typically required for substantial changes. Testing is always needed for a new release of software or a hardware upgrade to ensure that the system meets the new requirements. Often, changes are done when an extension to the existing facility is added or a new corridor is being incorporated into the system.

Changes are often required to accommodate the new facilities, and additional upgrades should be incorporated in the most efficient manner. In delivering projects, a variety of procurement options are available to agencies looking to implement managed lanes.

Many contemporary approaches to procurement involve varying aspects of partnership with private-sector entities, including integrated design and con- struction as well as investment risk.

At its core, there are three separate and distinct work ele- ments to the deployment of any managed lanes project: a civil construction, b toll system integration, and c tolling opera- tions and maintenance. These three components can be separated or combined in various forms. For example, civil construction could occur. Similarly, system integration and tolling operations and maintenance can also be combined into the civil delivery contract, resembling a P3 approach.

As revealed by practitioners in the course of study, con- sideration should be made for scheduling the procurement of toll system integration either before or concurrent with civil procurement. The primary advantage for releasing the tech- nical requirements for toll system integration in advance of the civil requirements is that the incorporation of toll system components can be better reflected in the overall civil con- struction schedule, as discussed previously.

For example, in California, the toll system integration procurement precedes the civil procurement by a few months. Importance of Project Delivery Initial managed lane projects in the United States were procured by individual state or regional agencies to imple- ment a discrete facility on one corridor or corridor segment. With the exception of SR in Orange County, California, and I in Northern Virginia, the facilities in operation by the end of involved utilization of pre-existing HOV lanes, which is common for retrofit settings.

The HOV conversions permitted the implementing agency to procure only those deployment components required for converting the HOV lanes into variable priced managed lanes. This limited exposure to risk yielded a preference toward traditional procurement methods. However, over the last decade, two new models for delivering managed lanes, espe- cially those with new construction, emerged nationally.

The second model involves an increasing use of P3 to embark upon large, mega-scale projects i. This tendency toward P3 also exists on smaller projects.

Project Delivery Options Project delivery was discussed briefly in Chapter 2 because agencies will begin to look at different options for delivering priced managed lanes from an early point. Delivery options within the implementation and deployment phase will dif- fer significantly, and planning-level decisions may warrant reconsideration as the project procurement begins, with dif- ferent delivery options for various components. This delineation is addressed here. As discussed pre- viously, these delivery options can span the various core tasks of civil construction, toll system integration, or toll system operations and maintenance.

DBB is generally perceived as the standard procedure for procuring a highway project. In this process, the agency either internally or through contracted staff fully completes the design of a facility.

Subsequent to completion of the design, the agency then awards a new construction and installation contract to one or more contractors. Upon completion, the agency has full responsibility for the operations and maintenance of the project. As a result, the agency assumes the risks of errors or omissions within the final design documentation Whereas DBB uses separate contracts and procurements to develop a managed lane project, DB combines both design and construction functions into one fixed-fee contract The contractor, which typically involves a joint venture for legal liability purposes, assumes the risk of design and construction for the contractual compensation.

The agency, in turn, assumes the responsi- bility of providing definitive metrics by which the design and construction will be evaluated and accepted under the contract agreement. The responsibility of financing, oper- ating, and maintaining remains with the agency, but the contractor assumes risk for construction cost and schedule, making this a preferred method for complex projects.

DBOM extends the DB model to include an operations and maintenance component over the life of the contract. Although financ- ing remains in the purview of the public agency, the fixed- fee contract reduces the risk of maintaining the system over time. DBFOM, often called a concession agreement, involves transferring the responsibility for design, construction, finance, operations, and maintenance of a managed lanes facility to a private-sector partner for a period of between 25 to 50 years.

Typically, the agreement is written such that the private-sector partner has the right to collect revenue from tolls. Availability payments may be used for toll facilities that may have a greater risk of revenue generation than fully private-sector concessions would allow , In either case, future revenues raised by tolls and other project sources are dedicated toward the repayment of bonds and other affiliated costs, including loans from TIFIA or private activity bonds.

The private partners, as a component of the concession, invest their own equity into the project. It was purchased from the California Private Transportation Corporation, the concessionaire for the project, by the Orange County Transportation Authority, a regional public agency, in In con- trast, the I Express Lanes in Ft.

Lauderdale, Florida do not involve revenue risk to the concessionaire because the Florida DOT has instead elected to use an availability payment structure. Facility Marketing Customers of priced managed lanes will bring similar expectations to their use of the facility as they would for any service-for-cash transaction. Just as businesses have already figured out how to enhance customer experiences in ways that help their bottom lines and ensure happy customers, so too must transportation agencies implementing managed lanes.

In essence, there are two phases to the outreach and market- ing plan for managed lanes. The first phase, the education phase, involves project information and concept education and occurs throughout the development and construction schedule.

Stakehold- ers and the general public will want detailed information regarding the project, and the outreach program is the primary mechanism for this occurrence. The education phase is addressed more extensively in Chapter 2: Planning Considerations. Marketing in this phase, which begins during construction and continues throughout the life of the project, involves two general themes: initial sales and repeat sales.

Initial sales involve the acquisition of equipment and registration, as may be required, to be an eligible customer of the managed lanes, whereas repeat sales concerns marketing use of the facility to meet traffic management and revenue objectives. Importance of Marketing Public acceptance has become the primary issue determin- ing the success of a managed lane implementation To affect acceptance, marketing must be viewed as a vital func- tion for informing the public about the benefits of priced managed lanes as well as how to make informed decisions on their use as a customer.

Without a well-thought-out approach to public marketing of the service, the general public may view the pending implementation of a priced managed lane facility with suspicion or disdain because it is a deviation from what is known about transportation investment.

Conversely, a properly executed marketing program can enable public support. Building a baseline of understanding and accep- tance through these efforts may facilitate broader support for facility and network expansion, as well as yield feedback on certain components that may prove to be unpopular or particularly well regarded. Agency maintains control over all phases of deployment and operations.

Chief vs. Teat vs. Neice vs. Buisness vs. Beeing vs. Amature vs. Lieing vs. Preferred vs. Omage vs. Finally vs. Attendance vs. Latest Comparisons Tubercule vs. Glyptal vs. Faucet vs. Com vs. Destroyable vs. Aboriginal vs. Coelomate vs. Ocean vs. Judge vs. Flag vs. Forbear vs. Awesomely vs. The algorithm or the optimization can be evaluated after the deployment phase or after the service was deployed.

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Asked 5 years, 9 months ago. Active 5 years, 9 months ago. Viewed 2k times. Improve this question. Andrei 6, 6 6 gold badges 30 30 silver badges 60 60 bronze badges. Ben Bost Ben Bost 1 1 silver badge 7 7 bronze badges. In some cases, deployment is used to indicate and 'instance' of an implementation and implementation indicates the 'template' of how your design manifests itself..

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