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How cities can
improve mobility
IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior business executives around critical
industry-specific and cross-industry issues. This executive brief is based on an
in-depth study by the Institute’s research team. It is part of an ongoing commitment
by IBM Global Business Services to provide analysis and viewpoints that help
companies realize business value. You may contact the authors or send an e-mail to
iibv@us.ibm.com for more information.
Intelligent transport
How cities can improve mobility
By Jamie Houghton, John Reiners and Colin Lim
The world is urbanizing rapidly, and popula- ments are necessary. However, the constraints
tion densities are increasing. A United Nations of tight capital budgets are driving an
report estimates approximately 70 percent increased focus on the need to better manage
of the world’s population will live in cities by transport demand and supply through
1
2050. This growth is expanding demands deploying intelligent transport systems (ITS).
on urban infrastructures of all kinds, including
transport. The majority of cities are at an early stage in
understanding and realizing the full potential
IBM research in over 50 developed and devel- of ITS. Our research identifies significant gaps
oping world cities reveals that although cities between the progress of the typical city and
face unique transportation challenges, their the global leading practice. To understand
leaders share a number of common ambi- what the leaders are doing, we talked in depth
2
tions. Most strive for cleaner, less congested to transport officials and experts responsible
cities and improved traffic flow, primarily for transport policies, programs and service
through increased use of enhanced public operations in selected cities about their trans-
mass transit systems and other alternatives to port visions out to 2020 and the role of ITS
3
private vehicles. In terms of transport systems, in meeting their objectives. Specifically, we
most leaders agree that infrastructure invest- discussed their strategies and plans for imple-
menting ITS, their progress and any practical
1 Intelligent transport
issues faced during implementation. After Some cities have already made significant
collating their experiences, we summarized a strides in these areas through implementing
series of recommendations to assist cities as ITS (for example, multimodal fare card tick-
they progress toward solving transport chal- eting). As technologies mature and cities
lenges: become more experienced in optimizing their
• Develop and implement comprehensive ITS value, we believe more and more cities will
strategies that are long term, flexible and adopt global leading practices. In addition,
integrated with the city’s transport vision. virtually all cities can learn from others’ experi-
ences and accelerate their own programs.
• Adopt customer-centered approaches to Ultimately, success will be determined by the
improve services, understand customers leadership qualities of those with responsibility
and influence customer behavior patterns. for developing and executing their city-wide
• Integrate service delivery across transport transport strategies.
modes.
• Secure funding and apply innovative
business models.
• Effectively manage implementation by
addressing the complexity of ITS projects.
22 IBM
IBMGlobal
GlobalBusiness
BusinessServices
Services
Intelligent transport
How cities can improve mobility
FIGURE 1.
Personal transport activity by region.
80
70 Africa
Latin America
60 Middle East
Passenger Km (trillions)
India
50 Other Asia
40 China
Eastern Europe
30
Former Soviet Union
20 OECD Pacific
OECD Europe
10 OECD North America
0
2000 2010 2020 2030 2040 2050
Note: OECD = Organisation for Economic Co-operation and Development.
Source: “Mobility 2030: Meeting the challenges to sustainability.” The Sustainable Mobility Project. World Business Council for Sustainable
Development. December 2004.
3 Intelligent transport
FIGURE 2.
Personal transport activity by mode.
80
70 Minibuses
Buses
60 Passenger rail
Passenger Km (trillions)
Two- and three-wheelers
50
Air
40
30
0
2000 2010 2020 2030 2040 2050
Source: “Mobility 2030: Meeting the challenges to sustainability.” The Sustainable Mobility Project. World Business Council for Sustainable
Development. December 2004.
Source: IBM Institute for Business Value interviews and analysis of publicly available information.
5 Intelligent transport
ITS technologies also create the potential for they progress through different levels of
new information-based services like pre-trip sophistication in each of these three areas,
and on-trip journey planning and traffic alerts, which we have documented in the IBM
as well as different pricing and business Intelligent Transport Maturity Model (see
models, such as variable pricing based on Figure 4).
usage, emissions or peak times.
Implementing ITS
As part of its research, IBM has studied a As cities address these three areas and prog-
number of cities over several years as they ress to more integrated and optimized modes
implement ITS. Our findings suggest that of transportation, many will face implementa-
intelligent transport systems are about much tion hurdles. Intelligent transport systems are
more than discrete software solutions. Leading relatively new and, although proven technically,
cities are implementing broader strategies to still present challenges, especially around
help them move from single mode operation matching strategic objectives with assured
to more sophisticated multimodal transport delivery. Many cities freely admit they have not
services and integrated transport delivery. yet gained all of the anticipated benefits from
Their strategies address three main areas: their ITS investments, and some look forward
governance, transport network optimization to further evolution of their intelligent trans-
and integrated transport services. Typically,
FIGURE 4.
IBM Intelligent Transport Maturity Model (summary version).
Transport network Limited data Data collection Realtime collection Realtime multimodal System-wide realtime
optimization collection and for major routes. of multiple data coverage for most multimodal data
• Data collection, integration. Ad hoc Periodic data source with high-level corridors. Detailed collection, integration
integration and analysis and incident collection and analysis. Automated realtime data and analysis. Dynamic
analysis response. Manual analysis. Network and network and incident analysis. Automated network optimization
• Network incident response by incident response response systems. pre-planned and incident response.
operational individual modes. mostly by individual multimodal incident
responsiveness modes. response.
• Incident
management
Integrated transport Minimal; mostly cash Customer accounts Electronic payments. Multimodal Single customer
services collection. Limited by mode. Mostly cash Multichannel trip integrated transport transport account.
• Customer and static traveler collection. Static trip planning and card. On journey, Location-based
management information. planning with limited account-based alert multimodal multimodal proactive
• Payment systems realtime alerts. subscription. information services. trip advisory.
• Traveler
information
FIGURE 5.
Progress profile for a typical city versus global leading practice.
Strategic Functional area Project-based Integrated agency- Integrated corridor- Integrated regional
Governance planning planning (singe planning (single wide planning based multimodal mulitimodal
mode) mode) (single mode) planning planning
Performance Minimal Defined metrics by Limited Shared multimodal Continuous
measurement mode integration across system-wide system-wide
organizational silos metrics performance
measurement
Demand Individual static Individual Coordinated Dynamic pricing Multimodal
management measure measures, with measures, with dynamic pricing
long-term variability short-term
variability
Data Limited or manual Near realtime for Realtime for major Realtime coverage System-wide
Transport collection input major routes routes using for major corridors, realtime data
network multiple inputs all significant collection across
optimization modes all modes
Data Limited with ad hoc Networked but Common user Two-way system Extended
integration analysis periodic analysis interface with high- integration and integration with
and analytics level analysis analysis in realtime multimodal
analysis in realtime
Network Ad hoc, single Centralized single Automated, single Automated, Multimodal
operations mode mode mode multimodal realtime optimized
response
Incident Manual detection, Manual detection, Automated Automated pre- Dynamic
management response and coordinated detection, planned multimodal multimodal
recovery response, manual coordinated recovery plans recovery plans
recover response, manual based on realtime
recover data
Customer Minimal capability, Customer accounts Multichannel Unified customer Integrated
Integrated relationships no customer managed separately account interaction account across multimodal
transport accounts for each system/ by mode multiple modes incentives
services mode to optimize
multimodal use
Payment Manual cash Automatic cash Electronic Multimodal Multimodal,
systems collection machines payments integrated fare card multichannel (fare
cards, cell phones,
etc.)
Traveler Static information Static trip planning Multichannel trip Location-based, on- Location-based,
information with limited realtime planning and journey multimodal multimodal
alerts account-based alert information proactive rerouting
subscription
Source: IBM Global Business Services analysis. Typical city Global leading practice
7 Intelligent transport
Our analysis led to several conclusions: Enhancing ITS
• Different cities prioritize the model’s initia- Regardless of a city’s current state of ITS
tive areas in different ways – there is not one maturity, there is typically room for improve-
solution that fits all. ment and continued development. Therefore,
based on our research and detailed discus-
• There is a material gap between the typical
sions with city officials, we have identified five
city and the global leading practice.
key recommendations to help all cities as they
• There are particularly large gaps in data implement ITS.
collection, data integration and analytics,
and customer relationships. 1. Develop and implement comprehensive
ITS strategies
• The typical city is having difficulty making
A leading practice demonstrated by several
progress with data integration and analytics,
cities is to develop effective ITS strategies that
especially across modes.
are long term and integrated with wider strate-
• The more sophisticated services, including gies and plans for transport, the city and even
demand management, incident manage- the wider economy. Our research found that
ment and traveler information, are relatively many ITS projects are developed indepen-
undeveloped even among leading cities. dently and are not part of a wider strategic ITS
• All cities have bold ambitions – regardless or multimodal transport plan. This can lead to
of current stage of development or current difficulties later in gaining the potential network
level of transport infrastructure – though their benefits across all modes that ITS can offer.
priorities differ.
“We shouldn’t lose sight of 2020
• Each city will have a different implementation
path based on its unique starting position
when addressing the challenges
and the priorities it sets out in its transport of 2010.”
strategy. Julie O’Neil, Secretary General, Department of
Transport, Dublin
Cities can map their ITS strategies on this
maturity model to measure their current An ITS strategy should be long term to antici-
progress and compare it to global leading pate customer demands for new services
practices. This can then be used both to across transport modes and the growing
validate their strategies against the global capabilities of emerging technologies, such
benchmarks and to develop an ITS implemen- as next-generation global positioning system
tation roadmap. technologies and the rapid deployment of
personal digital assistants (PDAs) for realtime
information. Also, ITS services are expected
9 Intelligent transport
2. Adopt customer-centered approaches offer increased convenience for customers
Customer expectations of transport services through integrated public transport smart
are increasing, and transport authorities can cards, which can be used not only for trans-
use ITS to deliver both new and improved port-related services, but also as electronic
services. Many transport users have ingrained purses for small purchases.
behavior patterns based on their percep-
tions of the convenience, reliability and cost Understanding patterns of customer demand
of alternative transport modes. To optimize the and use is very useful in developing customer-
transport network and encourage modal shift, centered transport strategies. Leading
cities need to alter customer attitudes about cities are using demand and usage data
the cost, value and use of transport systems. to segment customer groups so they can
provide optimized scheduling services as well
“Londoners should not have to as transparent and targeted communication
to specific groups (e.g., text alerts of traffic
hunt for transport information. It
problems and advice about alternative routes
should be everywhere and easily to daily commuters). As Peter Martin, general
accessible.” manager of tolling for Sydney’s Roads and
Kulver Ranger, Director of Transport Policy to the Traffic Authority, remarks, “The travelling public
Mayor of London in 2020 will be defined as a number of market
segments…We will see offerings to travelers
For many cities, improving the customer that give them a better value proposition but
transport experience is the primary objective also offer the city a better proposition.”
of ITS projects, whether by increasing overall
To fully utilize the breadth of such capabilities,
customer satisfaction or encouraging greater
transport officials need to get much closer
use of public transport services. According to
to their customers. Increasingly, transport will
Elio Catania, CEO of Milan’s transport authority,
embrace techniques used in retail, such as
“The key issue is to significantly improve
customer relationship management (CRM)
public transport – efficiency, cost, punctu-
systems to support and enhance customer
ality, high quality infrastructure / rolling stock,
relationships and analyze customer data. Data
personal safety, accessibility, etc. – to ensure
will be collected on customer journeys, prefer-
that public transport becomes a superior alter-
ences and purchasing patterns just as retail
native to the car.”
does now. According to Phil Mumford, CEO of
One way to improve the transport experi- Queensland Motorways, “Supermarkets know
ence is through Web-based journey planning exactly when, where, what and why I buy what
services, which can help customers optimize I do. We will be like them around every aspect
their travel across modes, increasing efficiency. of a journey.”
These services can be delivered via mobile
Once they better understand their customers’
phones and other mobile devices such as
travel patterns, city officials can more effec-
PDAs. Location-based services can also be
tively influence behavior patterns through
added, such as tourist information. Some cities
incentives (such as improving the quality and
11 Intelligent transport
the city’s transport are able to work collab- architectures on all ITS projects, is promoting
oratively with effective political support and the development of a national architecture and
sponsorship. At a policy level, this involves is encouraging the use of service-oriented
coordination between city, regional and architecture (SOA) and open standards to help
16
national transport authorities and agencies, systems integration.
as well as other interested parties, such as
city planners and transport service providers. “Our greatest technical challenges
Collaboration among these multiple entities involve integrating systems with
is essential to develop coherent strategies,
those of other provinces and
consistent policies and technical standards
(as described under our first recommenda-
changing legacy systems according
tion), as well as to help ensure plans are to the standards.”
executed in a coordinated way. Soojin Lee, City Transportation Headquarters,
Seoul
At the operational level, much work is
required to integrate processes, policies and
In Singapore, ITS enables mobility – and
procedures. Employees from different orga-
shopping
nizations need to collaborate to deliver an
A good example of integrated service delivery
integrated service to consumers. Scheduling, is Singapore’s next-generation multimodal
ticketing and pricing have to be coordi- e-payment system dubbed Symphony for
nated across transport providers, and this 17
e-Payment. Based on Contactless E-Purse
has further implications on integration of Application Standard (CEPAS), an open national
back-office functions, such as the need for transport card standard, the system allows multi-
common transit customer accounts and purpose stored value (MPSV) cards to be used
clearing-house functions. for transit (bus, rail, vehicle congestion charging,
etc.), as well as nontransit purposes, such as
Integration challenges also occur at the
micropayments for retail purchases. In addition, it
technical level in integrating informa- provides support for multiple (CEPAS compliant)
tion using incompatible standards and card issuers, increasing choice and convenience
connecting multiple systems. This challenge is for the public commuter.
18
13 Intelligent transport
5. Effectively manage implementation Other industries, such as healthcare, financial
While almost all cities see the use of intelligent services and retail, have deployed innovative
transport systems as central to the delivery of approaches, such as offering incentives to
their transport visions, many express concerns customers and deploying privacy-enhancing
about their capability to implement them. technologies (PETs), to overcome customer
There are difficulties involved in implementing resistance to the introduction of technologies
large and complex intelligent transport proj- that some perceived threatened personal
23
ects, as well as a natural concern that failure privacy. Pilot implementations also can help
would be highly visible to the public. build confidence for delivery authorities and
test the acceptance of users.
With some ITS projects, the implementation
spans different transport modes, which often Part of managing implementation involves
are the responsibility of different organizations, cities effectively measuring progress against
resulting in increased complexity. In these their transport strategies by using well-defined
cases, setting up effective governance struc- metrics. Sharing more traffic-related informa-
tures and sponsorships are important. tion in a transparent way and communicating
the objectives and progress of transport initia-
Other implementation concerns include the
tives can also be effective in building public
need for effective change management and
support. Cities are increasingly sharing their
anticipation of potential resistance from staff
progress with the public using Web sites and
and consumers. For example, some cities in
other channels. The performance indicators
our research highlight the need to respond to
are changing as well. In addition to traditional
consumers’ resistance to privacy-threatening
transport metrics of modal share, journey
technologies, such as vehicle plate recognition.
times, etc., many cities now are measuring
Much can be learned from those who have customer-centric measures, in particular
succeeded in implementing complex informa- customer satisfaction.
tion systems, whether in transportation or other
industries. Several cities emphasize the impor-
“Our transport indicators are
tance of effective project teams with the right all public. People can get the
balance of technical and project management information on the official Web
skills. For example, Akio Shiibashi, the deputy site.”
director of IT-Suica business development in
Tokyo, reports that the technology behind the
Jeffrey Liu, Planning Section Chief, Department
of Transportation, Taipei
integrated Suica rail smartcard was relatively
straightforward. “The key to the successful
implementation was the commitment of the
project team to make it happen,” he says.
15 Intelligent transport
About the authors Contributors
Jamie Houghton is the IBM global leader John Hawkins, ITS leader, Asia Pacific, IBM
of Intelligent Transport Systems, IBM Global Global Business Services
Technology Services, where he oversees the Gunnar Johansson, ITS leader, Europe, IBM
development and delivery of ITS solutions. Global Business Services
Jamie has more than 20 years of experience
Naveen Lamba, ITS leader, Americas, IBM
in the development of complex transporta-
Global Business Services
tion infrastructure, systems and services. He is
a regular platform speaker on the subject of Susanne Dirks, IBM Center for Economic
intelligent transport. Jamie can be reached at Development, IBM Global Business Services
jamie.houghton@uk.ibm.com.
The right partner for a changing
John Reiners works for the IBM Institute for
world
Business Value, where he researches, writes
At IBM, we collaborate with our clients,
and deploys studies on issues of importance
bringing together business insight, advanced
to the public sector. He has 20 years of expe-
research and technology to give them a
rience as a managing consultant, including
distinct advantage in today’s rapidly changing
roles in business transformation programs for
environment. Through our integrated approach
both the public and private sector. John can
to business design and execution, we help
be reached at john.reiners@uk.ibm.com.
turn strategies into action. And with expertise
Colin Lim is geography leader of Intelligent in 17 industries and global capabilities that
Transport Systems, IBM Global Business span 170 countries, we can help clients antici-
Services, where he coordinates the develop- pate change and profit from new opportunities.
ment of ITS opportunities and solutions in the
growth markets. Prior to joining IBM, he spent
several years in the Singapore Government,
including a posting to the Ministry of Transport
where he had responsibility for land transport
policy.
17 Intelligent transport
12 19
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13
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14
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Transport for London. November 2006. 21
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16
From an interview with senior transport How new road user charging schemes
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(UOCT). co.uk/documents/041_Getting_London_to_
17
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18
“Specification for Contactless ibm.com/solutions/sensors/us/detail/news/
e-Purse Application (CEPAS).” S204720N47377R59.html
22
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GBE03232-USEN-00