Information is a critical component in the decision-making activities of any state department of transportation (dot); this opinion is especially true for strategic management concepts evolving in state dots. Advances in information processing technologies and information availability necessitate that the dots incorporate information systems into their strategic thinking. Dot information systems are progressing from traditional operational control systems toward more management-oriented executive information systems and strategically oriented strategic information systems. The development of these systems is complex and difficult. The integration and communication of information is technically troublesome. A priori identification of an organization's ever changing management and strategic information needs is difficult. Management and strategic information system development efforts are costly and if not properly managed can unnecessarily drain personnel and financial resources. The complexities of information systems are examined from strategic and managerial perspectives using examples from the illinois dot. Present and future advances in information technologies that affect dot operations are outlined. Guidelines are provided for the development of a strategic information process for state dots, which include defining the role of top management, using a product champion, prototyping, and an information system management committee. This paper appears in transportation research record no. 1305, Finance, planning, programming, economic analysis, and land development 1991.
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