i 

Visualizing Railroad Operations: 

A Tool for Planning and Monitoring Railroad 

Traffic 

U.S. Department 

of Transportation

Federal Railroad 

Administration

 

Office of Research 

and Development 

Washington, DC 20590 

Human Factors in Railroad Operations

DOT/FRA/ORD-09/01 Final Report This document is available to the 

January 2009 public through the National Technical 

 Information Service, Springfield, VA 22161 

This document is also available on 

 the FRA website at www.fra.dot.gov 
 

ii 

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iii 

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4. TITLE AND SUBTITLE

Visualizing Railroad Operations: A Tool for Planning and Monitoring Railroad Traffic

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 RR04/DB108 

6. AUTHOR(S)

Mary T. Lee and Jordan Multer 

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 

U.S. Department of Transportation 

Research and Innovative Technologies Administration 

John A. Volpe National Transportation Systems Center 

Cambridge, MA. 02142-1093 

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U.S. Department of Transportation 

Federal Railroad Administration 

Office of Research and Development 

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13. ABSTRACT (Maximum 200 words) 

This report provides an overview of the development and technology transfer of the Railroad Traffic Planner application, a visualization tool with 

string line diagrams that show train positions over time. The Railroad Traffic Planner provides support for scheduling activities and also includes 

near-real-time position information for trains and maintenance vehicles with associated global positioning system tracking devices installed. One 

objective of this project was to research the potential for this type of visualization tool to improve safety and productivity in the railroad industry. 

Another objective was to demonstrate the process of technology transfer by bringing this tool to additional railroads and other interested parties in 

the railroad industry. While some challenges were encountered during this project, many potential benefits of string line tools were identified. 

Recommendations for people interested in developing, transferring, and using systems like the Railroad Traffic Planner are offered. 

14. SUBJECT TERMS

String line diagrams, planning software, railroad operations, user-centered design, technology transfer, 

human factors 

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 46 

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ENGLISH TO METRIC METRIC TO ENGLISH

LENGTH (APPROXIMATE) LENGTH (APPROXIMATE) 

1 inch (in) = 2.5 centimeters (cm) 1 millimeter (mm) = 0.04 inch (in) 

1 foot (ft) = 30 centimeters (cm) 1 centimeter (cm) = 0.4 inch (in) 

1 yard (yd) = 0.9 meter (m) 1 meter (m) = 3.3 feet (ft) 

1 mile (mi) = 1.6 kilometers (km) 1 meter (m) = 1.1 yards (yd) 

1 kilometer (km) = 0.6 mile (mi)

AREA (APPROXIMATE) AREA (APPROXIMATE) 

1 square inch (sq in, in2) = 6.5 square centimeters 

(cm2

) 

1 square centimeter (cm2

) = 0.16 square inch (sq in, in2) 

1 square foot (sq ft, ft2) = 0.09 square meter (m2) 1 square meter (m2) = 1.2 square yards (sq yd, 

yd2

) 

1 square yard (sq yd, yd2) = 0.8 square meter (m2) 1 square kilometer (km2) = 0.4 square mile (sq mi, mi2) 

1 square mile (sq mi, mi2) = 2.6 square kilometers 

(km2

) 

10,000 square meters (m2

) = 1 hectare (ha) = 2.5 acres 

1 acre = 0.4 hectare (he) = 4,000 square meters (m2) 

MASS - WEIGHT (APPROXIMATE) MASS - WEIGHT (APPROXIMATE) 

1 ounce (oz) = 28 grams (gm) 1 gram (gm) = 0.036 ounce (oz) 

1 pound (lb) = 0.45 kilogram (kg) 1 kilogram (kg) = 2.2 pounds (lb) 

1 short ton = 2,000 pounds 

(lb) 

= 0.9 tonne (t) 1 tonne (t) =

=

1,000 kilograms (kg) 

1.1 short tons

VOLUME (APPROXIMATE) VOLUME (APPROXIMATE) 

1 teaspoon (tsp) = 5 milliliters (ml) 1 milliliter (ml) = 0.03 fluid ounce (fl oz) 

1 tablespoon (tbsp) = 15 milliliters (ml) 1 liter (l) = 2.1 pints (pt) 

1 fluid ounce (fl oz) = 30 milliliters (ml) 1 liter (l) = 1.06 quarts (qt) 

1 cup (c) = 0.24 liter (l) 1 liter (l) = 0.26 gallon (gal) 

1 pint (pt) = 0.47 liter (l) 

 1 quart (qt) = 0.96 liter (l) 

1 gallon (gal) = 3.8 liters (l) 

1 cubic foot (cu ft, ft3) = 0.03 cubic meter (m3) 1 cubic meter (m3) = 36 cubic feet (cu ft, ft3) 

1 cubic yard (cu yd, yd3) = 0.76 cubic meter (m3) 1 cubic meter (m3) = 1.3 cubic yards (cu yd, yd3)

TEMPERATURE (EXACT) TEMPERATURE (EXACT) 

[(x-32)(5/9)] °F = y °C [(9/5) y + 32] °C = x °F

QUICK INCH - CENTIMETER LENGTH CONVERSION

0 1 2 34

Inches

Centimeters 01 3 26 1 4 5 7 1 1098 1 12

5

3

QUICK FAHRENHEIT - CELSIUS TEMPERATURE CONVERSION

 -40° -22° -4° 14° 32° 50° 68° 86° 104° 122° 140° 158° 176° 194° 212°

 

°F

 °C -40° -30° -20° -10° 0° 10° 20° 30° 40° 50° 60° 70° 80° 90° 100°

For more exact and or other conversion factors, see NIST Miscellaneous Publication 286, Units of Weights and Measures. Price $2.50 

SD Catalog No. C13 10286 Updated 6/17/98

iv 
Preface 

This report provides an overview of the development and technology transfer of the Railroad 

Traffic Planner application, created by the U.S. Department of Transportation’s John A. Volpe 

National Transportation Systems Center, the Massachusetts Institute of Technology, and 

Fulcrum Corporation with funding from the Federal Railroad Administration’s Human Factors 

Research and Development Program. The Railroad Traffic Planner is a visualization tool that 

shows train positions over time. It provides support for scheduling activities and also includes 

near-real-time position information for trains and maintenance vehicles with associated global 

positioning system tracking devices installed. One objective of this project was to evaluate the 

potential for this type of visualization tool to improve safety and productivity in the railroad 

industry. Another objective was to demonstrate the process of technology transfer by bringing 

this tool to additional railroads and other interested parties in the railroad industry. 

v
 

Acknowledgements 

We would like to thank all of the individuals from the many organizations who have contributed 

to this project. Thomas Raslear and Michael Coplen from the Federal Railroad Administration 

(FRA) Research and Development Human Factors Program sponsored this project and provided 

valuable guidance and support. Other FRA contributors have included Steven Ditmeyer and 

Richard Cogswell who provided useful insights. The John A. Volpe National Transportation 

Systems Center contributors included Lenore Katz-Rhoads and E. Donald Sussman. Ronald 

MacNeil from the Massachusetts Institute of Technology provided creativity and enthusiasm, as 

well as the majority of the software development. Vijay Kohli, Graham Truelove, Mike Foster, 

Alan Truelove, Apra Rajpal, Dao Ly, Dave Hudock and Linh Nguyen from Fulcrum Corporation 

enhanced the functionality and helped bring the tool to additional railroads. Emilie Roth from 

Roth Cognitive Engineering also supported efforts to improve and promote the tool. 

We would also like to thank all of the railroad employees who shared their time and knowledge 

with us. Stephen Jones, formerly of Amtrak and the Massachusetts Bay Transportation 

Authority, helped with the initial design and provided guidance from a passenger railroad 

perspective. Dick Miller, Steve Balforti, Larry Ferguson and Sydney Culliford from Guilford 

Rail System helped test the application and show how the needs of a regional freight railroad 

varied from those of passenger railroads. Many employees from North Shore Railroad also 

provided feedback and support, including Dick Robey, Gary Shields, Jeff Pontius, Mike Herman, 

Brian Robey, Jeb Stotter, John Moraski, Joan Long, and George Fury. Russ Burzynski, Jerry 

Gordon, Ed Pflueger, Robert Buchanan, E. Dwayne Edwards, John Fillinger, and all of the 

dispatchers from Paducah and Louisville Railway also provided feedback about how the tool 

would fit within their work environment. 

Throughout the development process, the planner application has been presented at conferences 

and industry meetings. A demonstration version of the software has also been distributed to 

share the concepts with a larger audience and collect feedback. We would like to thank 

everyone from industry, academia, and government who reviewed our demonstrations 

throughout the project and provided support and ideas. 

vi 
Table of Contents 

Executive Summary....................................................................................................................... xi 

1. Introduction............................................................................................................................. 1 

1.1 RAILROAD TRAFFIC PLANNING AND MONITORING .......................................................... 1 

1.1.1 Consequences of Bad Schedules............................................................................. 1 

1.1.2 Scheduling Challenges............................................................................................ 1 

1.1.3 Scheduling Frequency............................................................................................. 2 

1.1.4 String line Diagrams............................................................................................... 2 

1.1.5 Computerized String line Tools.............................................................................. 3 

1.1.6 Railroad Traffic Monitoring ................................................................................... 4 

1.2 THE RAILROAD TRAFFIC PLANNER PROJECT ................................................................... 4 

1.2.1 Project History ........................................................................................................ 5 

1.2.2 Development Process.............................................................................................. 5 

1.2.3 Railroad Participation ............................................................................................. 6 

1.2.4 Development Tools................................................................................................. 7 

2. Railroad Traffic Planner Features........................................................................................... 9 

2.1 STRING LINE DISPLAY...................................................................................................... 9 

2.1.1 String View Area .................................................................................................... 9 

2.1.2 Zooming................................................................................................................ 10 

2.1.3 Primary and Secondary Waypoints....................................................................... 10 

2.1.4 Switching Between Lines ..................................................................................... 10 

2.2 SPEED AND TIME CALCULATIONS .................................................................................. 10 

2.2.1 Defining String Speeds......................................................................................... 10 

2.2.2 Creating Strings .................................................................................................... 11 

2.2.3 Adjusting Strings .................................................................................................. 13 

2.2.4 Track Restrictions................................................................................................. 14 

2.2.5 Timetables............................................................................................................. 15 

2.3 GPS TRACKING.............................................................................................................. 16 

2.3.1 Railroad Traffic Planner Tracking Display .......................................................... 16 

2.3.2 Web-Based Geographical Map Display ............................................................... 17 

3. Challenges............................................................................................................................. 19 

3.1 SOFTWARE DEVELOPMENT ............................................................................................ 19 

3.1.1 Desired Usability Enhancements.......................................................................... 19 

3.1.2 Integration of Planning and Tracking Features..................................................... 20 

3.1.3 Known Bugs.......................................................................................................... 20 

3.2 TRACKING SYSTEM DEVELOPMENT ............................................................................... 20 

3.2.1 Selecting the GPS Tracking System..................................................................... 20 

3.2.2 Keeping the GPS Tracking System Operating ..................................................... 21 

3.3 TECHNOLOGY TRANSFER............................................................................................... 21 

3.3.1 Personal Relationships.......................................................................................... 21 

vii
 

3.3.2 Coordination of the Handoffs and Adaptations.................................................... 22 

3.3.3 Expertise Transfer................................................................................................. 22 

3.3.4 Ability to Adopt the Technology.......................................................................... 22 

3.3.5 Buy-In from the Receiver and Transferor............................................................. 22 

4. Benefits................................................................................................................................. 24 

4.1 PLANNING...................................................................................................................... 24 

4.1.1 Updating Schedules .............................................................................................. 24 

4.1.2 Considering Alternatives ...................................................................................... 24 

4.1.3 Calculating Effects of Speed Changes.................................................................. 25 

4.1.4 Evaluating Effects of Taking Tracks Out of Service............................................ 25 

4.1.5 Communicating Proposed Schedule Changes ...................................................... 25 

4.2 TRACKING...................................................................................................................... 26 

4.2.1 Monitoring Progress ............................................................................................. 26 

4.2.2 Tracking Speeds.................................................................................................... 26 

4.2.3 Two-Way Communication of Information ........................................................... 26 

4.3 TRAINING....................................................................................................................... 26 

4.3.1 Demonstrating the Impact of Decisions................................................................ 27 

4.3.2 Fostering Key Dispatcher Skills........................................................................... 27 

4.3.3 Providing Visual Representations......................................................................... 27 

4.4 SECURITY....................................................................................................................... 27 

4.4.1 Supporting Rapid Response.................................................................................. 27 

4.4.2 Supporting Ongoing Monitoring .......................................................................... 28 

5. Recommendations................................................................................................................. 29 

5.1 PLANNING...................................................................................................................... 29 

5.1.1 Determine Which Tools Best Meet the Particular Organization’s Needs............ 29 

5.1.2 Support For Human Decision Making.................................................................. 29 

5.1.3 Offer Better Integration with Existing Systems.................................................... 30 

5.2 TRACKING...................................................................................................................... 30 

5.2.1 Consider Other Forms of Tracking Data .............................................................. 30 

5.2.2 Integrate Tracking Data with Other Systems........................................................ 30 

5.2.3 Communicate with Everyone Impacted by the System........................................ 30 

5.3 TECHNOLOGY TRANSFER............................................................................................... 31 

5.3.1 Encourage Adaptation of Technologies to Meet the Recipients’ Needs.............. 31 

5.3.2 Broadly Disseminate Results................................................................................ 31 

6. Conclusions........................................................................................................................... 32 

References..................................................................................................................................... 33 

viii 
Figures 

Figure Page

1. Sample string line diagram ......................................................................................................... 2 

2. Development process.................................................................................................................. 6 

3. GPS tracking system................................................................................................................... 8 

4. Railroad Traffic Planner main window...................................................................................... 9 

5. Condensed Add Trip window.................................................................................................... 11 

6. Extended Add Trip window ...................................................................................................... 12 

7. String with speeds and times displayed .................................................................................... 13 

8. Add Track Restriction window ................................................................................................. 14 

9. Selected track restriction........................................................................................................... 15 

10. Sample timetable..................................................................................................................... 16 

11. GPS data in string line display................................................................................................ 17 

12. GPS Tracking Data Options window ..................................................................................... 17 

13. Geographical map display of tracking data ............................................................................ 18 

ix
 

Abbreviations and Terminology 

AGPS Assisted Global Positioning System 

Dwell Length of time a train spends at a station 

FRA Federal Railroad Administration 

GPS Global Positioning System 

Guilford Guilford Rail System 

J2ME Java 2 Platform, Micro Edition 

MBTA Massachusetts Bay Transportation Authority 

MIT Massachusetts Institute of Technology 

NSHR North Shore Railroad 

PAL Paducah and Louisville Railway 

Regional Railroad Railroad that provides transportation between cities and 

operates at least 350 miles of track and/or earns revenue 

between $40 million and the Class I revenue threshold (which 

adjusts for inflation, but is currently around $289.4 million) 

Short Line Railroad Either a local railroad or switching and terminal railroad. Local 

railroads provide transportation between cities, but are below 

the mileage and revenue thresholds for regional railroads. 

Switching and terminal railroads are either jointly owned by 

two railroads for transferring cars between railroads or operate 

solely within a facility or group of facilities 

String line diagrams Charts with times on one axis and locations along the tracks on 

the other (in the Railroad Traffic Planner the times are on the 

abscissa and the tracks are on the ordinate). On these charts 

points representing the times and locations of a scheduled train 

trip are connected to form a “string.” Intersecting strings show 

that trains will meet if on same track or pass if on separate 

tracks. The slope of the strings indicates direction and relative 

speed. Horizontal sections of strings indicate that the train will 

be stopped 

Technology transfer Formal and informal cooperative actions between agencies, 

federal laboratories, and the public and private sectors intended 

to result in product improvement, service efficiencies, improved 

manufacturing processes, joint development to address 

government and private sector needs, or the development of 

major new products for the international marketplace 

x 
Executive Summary 

Railroad traffic planning and monitoring can be crucial to the safety and efficiency of railroad 

operations. This report describes the development and technology transfer of a software tool 

called the Railroad Traffic Planner, which was designed, built, and demonstrated to support 

railroad traffic planning and monitoring. 

The Railroad Traffic Planner application incorporates an approach to identifying potential 

schedule problems that has been used in the railroad industry for more than a century—using 

“string line” diagrams, which show train positions over time. This visualization technique helps 

planners ascertain the direction and relative speed of the trains, and where and when two trains 

will either “meet” if going in opposite directions or “pass” if a faster train goes past a slower 

one. Reviewing the locations of meets and passes in a schedule can help planners identify 

potential conflicts and make adjustments to resolve them. The Railroad Traffic Planner 

processes for creating and modifying schedules were designed to be more efficient than 

traditional approaches for creating string line diagrams, such as using paper and pencil or actual 

string on a tack board. The Railroad Traffic Planner also includes near-real-time position 

information when trains and maintenance vehicles have associated global positioning system 

(GPS) tracking devices installed. 

The Railroad Traffic Planner development process was a collaborative effort between the 

Federal government and private industry to support safety and productivity in railroad 

operations. The development team included the U.S. Department of Transportation’s John A. 

Volpe National Transportation Systems Center, the Massachusetts Institute of Technology, and 

Fulcrum Corporation with funding from the Federal Railroad Administration’s (FRA) Human 

Factors Research and Development Program. Participants from four railroads helped define, 

prioritize, and test features for this application, focusing on functionality that would help them 

work more effectively than with their current techniques. These railroads were: 

• Massachusetts Bay Transportation Authority, a commuter rail service for Greater Boston, 

Massachusetts, 

• Guilford Rail System, a regional freight railroad in New England and New York, 

• North Shore Railroad, a short line freight railroad in Pennsylvania, and 

• Paducah and Louisville Railway, a regional freight railroad in Kentucky. 

The development team collected feedback from the railroad users, and also from attendees at 

conferences and workshops where the tool was demonstrated and discussed with representatives 

from the government, industry, academia, and consulting. 

One objective of this project was to research the potential for this type of visualization tool to 

improve safety and productivity in the railroad industry. A second objective was to demonstrate 

the process of technology transfer by bringing this tool to additional railroads and other 

interested parties in the railroad industry. To achieve these objectives, the development team 

demonstrated the software at industry meetings, distributed a demonstration version of the 

software, and developed new features to help with the eventual commercialization of such a 

product. 

xi
 

The development team identified several potential challenges to developing and using this type 

of system during this project. For example, railroad operations are complex and frequently 

changing, which makes it difficult for planners to set up software like the Railroad Traffic 

Planner and keep the data current. As with other software development efforts, resource 

constraints influenced which features could be implemented. Other challenges involved 

ensuring mechanical integrity, the test GPS systems, and protecting them from vandalism. 

The development team also identified several potential benefits of using string line software and 

tracking tools during this project. Planners showed that tools like the Railroad Traffic Planner

can be very useful for “what if” planning, since changes to schedules can be efficiently entered 

and evaluated. For example, one planner demonstrated how the Railroad Traffic Planner helped 

him better understand the consequences of adding a train or taking a track out of service 

compared to his previous planning techniques. Other planners showed how the Railroad Traffic 

Planner helped them quickly determine the impact of modifying train speeds. Employees at 

another railroad found the GPS tracking component useful for helping them predict when 

locomotives would be back for maintenance and for remotely monitoring locomotive speeds. 

The development team also gathered suggestions for other potential uses of this tool. For 

example, many people said that the Railroad Traffic Planner would be helpful for training 

planners and dispatchers, because it could be used by the students to learn how to recognize 

potential traffic conflicts and how the decisions they make about one train could affect others. 

Individuals from other industries, such as military, maritime, and transit, also expressed interest 

in using this software to support their planning, monitoring, and logistics needs. String line 

software, like the Railroad Traffic Planner, could also be used for security and emergency 

purposes such as developing contingency plans and helping with schedule modifications during 

disasters. Fulcrum Corporation has already used some of the GPS tracking capabilities 

developed during this project for a hazardous tank car security program sponsored by FRA and a 

container security program for the Office of Naval Research. 

Information gathered during this project suggests that railroads should seek string line tools that 

effectively support, rather than replace, a human scheduler’s decision making. The planning 

system calculations should be accurate enough to meet the needs of those who will be using 

them. Additionally, when implementing a tracking system, it is necessary to ensure that the 

people who will be impacted by it understand its purpose, so that they can support, rather than 

hinder, its effectiveness. 

This project demonstrated that it is sometimes helpful to adapt a product during technology 

transfer if the recipients are interested in features that were not included in the original design. 

In this case, tracking features were added to the planning capabilities of the Railroad Traffic 

Planner to support small railroads with few tracks and trains in operation. The development 

team reached out to many other individuals in the railroad industry as well to learn about and 

promote the use of visualization tools to improve safety and productivity. This sharing of ideas 

gave many individuals an opportunity to try the tools and learn from this project. One indication 

that the technology transfer is having an impact is that technology from this project has already 

been applied to other projects, including the hazardous tank car security program and container 

security program.

xii 
1. Introduction 

This report begins with a brief overview of railroad traffic planning and monitoring, and then 

describes the development and technology transfer of a tool called the Railroad Traffic Planner, 

which was designed to support these processes. Some challenges were encountered during this 

project, but many potential benefits of string line and tracking tools were identified. 

Recommendations and conclusions for people interested in developing, transferring, and using 

systems like the Railroad Traffic Planner are offered at the end of the report. 

1.1 Railroad Traffic Planning and Monitoring 

Railroad traffic planning is crucial to safe and efficient railroad operations. The efficiency of the 

entire railroad system can be disrupted if a poorly scheduled train blocks the path of other trains. 

Characteristics of the trains, tracks, and stations limit the scheduling possibilities. Train speeds 

vary based on many factors such as the cargo, the type and number of locomotives, the grade of 

the terrain, and the weather. Areas with a single track can be especially challenging for planners 

who must often make one train wait for others to pass. Even when there are two or more tracks, 

locations in which trains can switch from one track to another are limited, and complications can 

arise if fast trains overtake slower ones or stations only have platforms for passengers on one 

track. 

1.1.1 Consequences of Bad Schedules 

Bad schedules can have serious safety implications. If trains are too close together, an increased 

risk of collisions occurs, especially if the operations are not monitored properly. Schedules that 

do not appropriately reflect the speeds the trains can travel put undue strain on the dispatchers, 

who must continually react to the problems caused by the suboptimal schedules. Financial 

implications of bad schedules occur as well. Freight trains often operate without published 

schedules, but freight railroads can also prepare schedules to set expectations for their existing 

and potential customers. In passenger rail service, schedules are essential for communicating 

expectations to the passengers who ride the trains. If the schedules are unreliable or at 

inconvenient times, the number of passengers will decrease and the railroad will be less 

profitable. Financial implications associated with crew scheduling also occur. The Federal 

Hours of Service Act specifies that train crews cannot be on duty for more than 12 consecutive 

hours. If a train is scheduled to wait on a siding and the crews exceed the Hours of Service Act, 

another crew is required to complete the trip. Good scheduling practices can save the railroad 

money, because fewer crews are needed. 

1.1.2 Scheduling Challenges 

Traditional methods for creating railroad schedules can be very time consuming and cognitively 

challenging, and therefore prone to mistakes, especially if done quickly. Planners must estimate 

how long it will take the trains to get from one location to another accounting for the different 

train types, speed limits along different stretches of track, speed restrictions, and the rate of 

acceleration and deceleration as the trains change speed. Not only do planners need to determine 

how long it will take the trains to arrive at the destinations, they must also ensure that no two 

trains (or other railroad vehicles) are going to be at the exact same location at the same time. All 

passing traffic must be on separate tracks and/or sidings—trains cannot swerve to avoid 

1
 

oncoming traffic and they cannot stop very quickly. In passenger operations, the planner must 

also consider dwell time, which is how long the train stops at the station to drop off and pick up 

passengers. 

1.1.3 Scheduling Frequency 

How frequently railroads revise schedules can depend on many factors, including changes in 

customers, traffic patterns, track configurations, and personnel. Scheduling practices vary from 

one railroad company to another. For example, the Massachusetts Bay Transportation Authority 

(MBTA), a passenger railroad, normally updates their schedules twice per year. At Guilford 

Rail System (Guilford), a freight railroad, planners develop schedules occasionally for marketing 

purposes to help them better communicate with potential customers where and when the trains 

usually travel. A further consideration for Guilford is that their freight trains must not interfere 

with the MBTA and Amtrak passenger trains that use the same tracks. If the passenger 

schedules change, Guilford must change their schedules too. 

In addition to creating long-term schedules, planners are often involved in short-term planning 

activities. For example, if track maintenance is needed, planners are sometimes involved in 

defining temporary speed restrictions and selecting times for taking the tracks out of service. 

The planners usually try to minimize the impact on the existing schedule when doing this. 

1.1.4 String line Diagrams 

One approach to identifying potential conflicts that has been used for more than a century in the 

railroad industry is the string line diagram, which shows train positions over time. Figure 1 

shows a sample string line diagram with explanatory notes in gray. 

Figure 1. Sample string line diagram 

2 
In the string line diagram in Figure 1, the abscissa represents time and the ordinate represents 

locations along the tracks. Points reflecting the times and locations of the scheduled train trips 

are connected to form “strings.” Each string shows the schedule for one train. The slope of a 

segment of a string is based on the direction and relative speed. Faster trains show steeper 

slopes, because they travel farther in less time. Since stopped trains are in the same location for 

a while, the string’s slope is horizontal where the trains are stopped. The intersection of two 

strings indicates where and when two trains will either “meet” if moving in opposite directions 

or “pass” if a faster train goes past a slower one. To avoid collision, trains should only meet or 

pass where there are multiple tracks or sidings. Reviewing the locations of meets and passes in a 

schedule can help planners identify potential conflicts, and subsequently make adjustments to 

resolve them. For example, planners used string line diagrams in an FRA project to review the 

consequences of running additional freight trains on tracks with passenger operations, and to 

analyze where passing sidings would need to be placed based on the expected time intervals 

between trains (Bing, Mayville, and Nelson, 2005). Also, during the planning of the River LINE 

in New Jersey, planners created schedules using an iterative process with string line charts to 

shift all meets into double track areas. These schedules had a high percentage of on-time 

performance when railroad operations began (Fitzsimmons and Parikh, 2005). 

Tufte (1983) indicated that string line diagrams are helpful because they contain information in a 

compact, yet accessible form. He included a French string line diagram from the 1880s as an 

example of graphical excellence in one of his books, because it provides information in an 

efficient manner that greatly facilitates learning and understanding while reducing confusion and 

errors. In a book on information visualization, Ware (2004) pointed out that “very rapid problem 

solving can be done with the right interactive display, as we pull out patterns through rapid 

visual searches.” Because the crossed strings in a string line diagram are so apparent, planners 

can efficiently verify that the meets and passes occur in appropriate locations and avoid some of 

the most serious scheduling errors. 

Traditionally, planners made string line diagrams using either paper and pencil or actual string 

on a tack board. Some planners still create string line diagrams without software support. With 

the complexities of the railroad environment and the number of calculations required, even small 

changes to schedules may take many hours when using traditional scheduling methods. 

1.1.5 Computerized String line Tools 

Computerized string line displays have existed since the 1970s, and many of the early systems 

were either built by people at the railroads or by companies that no longer exist. Some railroads 

turned to large-scale solutions offered by a small number of vendors, since they were unable to 

adequately meet their scheduling needs with their own applications (R. Cogswell, personal 

communication, November 22, 2002). Some large railroads have benefited greatly from the 

elaborate scheduling software products that incorporate string line displays with a large array of 

associated tools, such as train performance calculators and schedule optimization features. For 

example, Canadian Pacific Railway received the Franz Edelman Award for Achievement in 

Operations Research and the Management Sciences in 2003 because they greatly improved their 

operations after implementing sophisticated scheduling software (Horner, 2003, June). Software 

with string line diagrams is also used extensively in Europe; in some countries, like Germany, all 

dispatching is done using string line diagrams (J. Pachl, personal communication, September 30, 

2004). 

3
 

Many of the existing software scheduling tools were designed to address the complexities of 

large-scale operations, so considerable time is needed to effectively learn and work with them. 

Some railroads contract out the planning process to companies that already know how to use 

appropriate software (M. Holowaty, personal communication, November 22, 2002). The price of 

large software packages and/or contractor support is beyond the reach of some small railroads. 

In fact some of the vendors do not even try to sell to small railroads, since their solutions are the 

equivalent of using a sledgehammer to drive in a tack. Other vendors want to support small 

railroads and believe that the costs of their systems are justified when factoring the savings of 

more efficient schedules (for example, if the schedules were improved, fewer locomotives and 

sidings would be needed, thereby more than making up for the price of the software). Railroads 

involved in this project, however, were concerned that those systems were too expensive and/or 

unwieldy for their needs. One railroad planner said that even if his company stood to benefit 

from purchasing a $45,000 application, he did not know where the money to buy it would come 

from, since he does not have any funds available for that purpose. Planners at small railroads 

may be reluctant to learn complicated software tools since they have many other job 

responsibilities competing for their time. 

1.1.6 Railroad Traffic Monitoring 

Schedules indicate where trains should be at various points in time. Sometimes it can also be 

helpful to know where the trains actually are or were. Railroad dispatchers monitor day-to-day 

operations to ensure the safe and efficient passage of trains and maintenance vehicles. Some 

railroads have sections of track that have been equipped with devices to automatically send track 

occupancy information to the dispatcher’s computer. The train positions provided by this 

method lack precision because they merely indicate which “block” the train is in, and one block 

may be several miles long. Some railroads have GPS-based tracking systems that capture their 

train positions, such as Metra in Chicago, (“Market,” 2002, January), but these are still relatively 

uncommon. Many areas do not automatically transmit the train position information, because 

those systems are quite expensive. In areas without them, train crews must call the dispatcher 

and identify the train’s location. Some small railroads lack dispatchers, so their train crews 

report their positions to people in other departments, such as customer service and operations. 

Some railroads could benefit from an inexpensive method to more precisely determine current 

train location or to review historical records of train movements so they could identify 

opportunities to improve their operations. 

1.2 The Railroad Traffic Planner Project 

A team consisting of government, academia, and private industry professionals developed the 

Railroad Traffic Planner application to help railroads quickly create and modify schedules using 

diagrams that show train positions over time. They developed this tool through a collaborative 

effort to improve safety and productivity in railroad operations. Additionally, a focused 

technology transfer effort was undertaken to bring the Railroad Traffic Planner to more railroads 

and provide the FRA an opportunity to learn more about transferring government-developed 

technology to the private sector.1

 

1

 The goal of government technology transfer is to disseminate technologies that were produced 

for the government. This can involve a “range of formal and informal cooperative actions 

4 
1.2.1 Project History 

The Railroad Traffic Planner project began in 1996 when the John A. Volpe National 

Transportation Systems Center (Volpe Center) and the Massachusetts Institute of Technology 

(MIT) developed an early version of this tool as one of many prototypes for the Federal Railroad 

Administration (FRA). Their work supported a research program focused on identifying 

improved ways to display information about railroad operations using computer technology. 

Based upon feedback from railroad operating employees, a string line diagram prototype that 

showed train locations over time was selected for additional development. The project team 

chose this display because of its potential to provide substantial benefits to railroads where 

planners do many planning tasks in their heads, on a white board, or on paper. The objectives of 

this project were to develop sample string line visualization software, analyze its effectiveness at 

railroads, and promote its use wherever it might be helpful. 

The Railroad Traffic Planner development team employed a user-centered design approach to 

create software to meet the needs of railroad personnel. Two railroads, MBTA and Guilford, 

received several early versions of the Railroad Traffic Planner software. Both railroads 

provided feedback on how they would use the system and changes they recommended to 

enhance it. 

In 2003, Fulcrum Corporation (Fulcrum) joined the project team to facilitate technology transfer 

working with two additional railroads: North Shore Railroad (NSHR) and the Paducah and 

Louisville Railway (PAL). This technology transfer effort was intended not only to increase the 

overall impact of the tool across the industry, but also to serve as a demonstration of government 

technology transfer, so FRA could learn more about how to effectively foster technology 

transfer. Part of the technology transfer, which will be described in more detail later, involved 

incorporation of new GPS tracking features at NSHR and PAL. Other technology transfer 

activities included the creation of a Web page devoted to the project 

(http://www.volpe.dot.gov/hf/railroad/rtp.html), presentations at conferences, and distribution of 

the software to individuals who expressed interest in evaluating it and providing feedback. By 

interacting with potential users, educators, and developers of other railroad software, the project 

team attempted to maximize the potential benefits of this project throughout the industry. 

1.2.2 Development Process 

The Railroad Traffic Planner development process has been iterative, with the steps shown in 

Figure 2 performed multiple times. 

 

between agencies, federal laboratories, and the public and private sectors.” (A guide to 

transportation technology and innovation, 2004, January). Examples include product 

improvement, service efficiencies, joint development to address government and private sector 

needs, and development of major new products. 

5
 

Present the results 

to the original 

users and other 

potential users 

Test for and 

fix bugs Develop the 

software/hardware 

Design features 

based on 

feedback from 

the users 

Talk to potential 

users about their 

needs 

Figure 2. Development process 

1.2.3 Railroad Participation 

As mentioned above, participants from multiple railroads helped define and prioritize the 

features. They focused on functionality that would help them work more effectively than with 

their previous techniques. For example, they wanted to more efficiently create schedules, 

recognize and remove potential conflicts, minimize labor costs, and reduce the training time 

needed for new employees. They also requested that it assist them in determining how new 

trains, track outages, and speed restrictions would affect their schedules. Some planners also 

expressed interest in having it show them the actual locations of their equipment. The 

development team accommodated as many of the user requests as resources allowed. Because 

the Railroad Traffic Planner was created as part of a research effort to determine potential 

benefits of such tools, the development team shared demonstration versions with railroads even 

though some features were not complete nor fully tested. (The development team explained that 

the software was not designed for safety critical operations, and it was intended to support, but 

not replace, existing safety procedures.) 

The first planner who participated in this project worked for MBTA, a passenger railroad. 

Several planners from Guilford, a freight railroad, also provided input during the development 

process. Later in the project NSHR and PAL provided additional feedback. The development 

team also talked to attendees at conferences and workshops where the tool was demonstrated and 

discussed with representatives from the government, industry, academia, and consulting. By 

interacting with potential users directly, the development team identified which features were 

most attractive and which aspects of the system were most difficult to use. In many cases, 

6 
design priorities shifted after conversations with the users, because modifications to the system 

revealed possibilities that had not been previously considered. 

The four railroads that participated in this project differed greatly in terms of their size and 

scheduling needs. The MBTA commuter railroad has roughly 14 lines that are each between 10 

and 50 miles long. Their traffic, which is busiest during weekday commuting hours, runs 

between 5 a.m. and 1 a.m. 7 days a week. They operate on tracks that also carry freight traffic. 

Guilford has a main line that is around 475 miles long and five branch lines that are each less 

than 50 miles long. Guilford has trains that travel all hours of the day, all days of the week. 

They have approximately 28 road freight trains daily, 60 crews per day (roughly 10 stay in the 

yard), and 10 local trains on the branch lines. Approximately 118 passenger trains (Amtrak and 

MBTA) per day use some of the same tracks as Guilford. NSHR operates trains on 8 lines, but 

only one, the NSHR line, which is about 40 miles long, was used for this project. The NSHR 

line, which operates Monday through Friday from around 7 a.m. to 4 p.m., usually has one train 

per day. PAL has roughly 250 miles of main track and some branches. Their trains generally 

run at night, and they perform track maintenance during the day. All of the railroads involved in 

this project have dispatchers controlling their traffic, except NSHR, where the trains are required 

to go slow enough that they will be able to stop if needed. The maximum speed on NSHR track 

is 20 mph, but the average speed is 15 mph or less. 

Working with users from multiple railroads helped the development team better understand 

which aspects of planning were fundamental to all railroads and which aspects have to be 

tailored to meet an individual railroad’s needs. For example, the average dwell time is 

dramatically different for passenger and freight traffic—whereas passenger trains might stop for 

about one minute at a station, freight trains often need more than an hour. For this reason, the 

dwell time that defaults in the display can be adjusted for each railroad. (More examples of 

railroad characteristics that influenced the design are provided later in this document where the 

Railroad Traffic Planner features are described.) Throughout the development process, the 

development team focused on finding ways to accommodate the railroads’ specific needs 

without requiring each railroad to use a different version of the software. 

1.2.4 Development Tools 

The Railroad Traffic Planner software was developed using the Java programming language. 

When the development team decided to incorporate GPS tracking at NSHR and PAL, the goal 

was to keep it as cost-effective as possible, so that it could be feasible for small railroads with 

limited budgets, while providing relatively frequent position updates (at least one reading every 

minute). After considering many possible GPS tracking devices, the project team selected the 

Motorola i730 cellular phone made for Nextel, which is GPS-enabled and programmable. It was 

selected because it could provide very frequent data transmissions at a far lower cost than other 

available GPS systems. (More details about the GPS tracking selection process are included in 

Section 3.2.1 of this document.) 

Motorola i730 phones use assisted GPS (AGPS), which augments the GPS data with cell tower 

position data. The accuracy of these phones is within 10–20 meters, which was considered 

precise enough for this project (it would not be for devices that must differentiate between 

parallel tracks, such as Positive Train Control systems). Motorola i730 phones use the Java 2 

Platform, Micro Edition (J2ME) programming environment, so the project team was able to 

7
 

specify which data would be transmitted from the phones and how frequently. The development 

team programmed the phones to send encrypted GPS messages to a database on a server at 

Fulcrum every minute. They included store-and-forward functionality, so that when the phones 

went into an area without adequate cellular coverage, messages were retained and then sent 

when the cellular service was available. They also developed an algorithm that converted the 

latitudes and longitudes to milepost numbers, which the Railroad Traffic Planner software could 

receive from the Fulcrum database through the Internet. 

The development team placed the cellular phones in enclosures mounted on the exterior of the 

locomotives and maintenance vehicles used in this project (see Figure 3). 

Figure 3. GPS tracking system 

The GPS units were mounted on the outside of the vehicles because although antennae were 

available to boost the cellular reception, no GPS antennae were available. The team created 

several different versions of the enclosures during this project to protect the phone from shock, 

vibration, moisture, temperature extremes, contact with tree branches, and vandalism. To keep 

the phone’s battery charged, they passed a wire connected to a battery pack attached to the 12-

volt power supply into the locomotive or truck cab. This battery pack was fuse protected, 

reverse voltage protected, and overload protected. It could keep the phone charged for several 

days if the locomotive were powered down. 

8 
2. Railroad Traffic Planner Features 

Below is a brief overview of the features included in the Railroad Traffic Planner. For a more 

detailed description, see the Railroad Traffic Planner User Guide, which is available on the 

Volpe Center Web site at http://www.volpe.dot.gov/hf/railroad/rtp.html. 

2.1 String line Display 

Figure 4 shows the main window in the Railroad Traffic Planner with explanatory notes along 

the edges in gray. 

Time 

Slider 

Rail 

Map

Track 

Restriction 

Track Slider 

Figure 4. Railroad Traffic Planner main window 

String View Area 

2.1.1 String View Area 

As mentioned previously, a major component of the Railroad Traffic Planner is the string line 

display, which is included in the section labeled String View Area in Figure 4. Information about 

the locations (mile numbers, track configuration, waypoint names) is shown on the left side of 

this area and the hours are across the top. Strings representing planned trips are in the middle, 

and so are track restrictions, which are rectangles on the display that show where and when a 

track will be taken out of service or have a restricted speed. Near-real-time (approximately once 

9
 

per minute) train and/or maintenance vehicle positions can also be displayed in the String View 

Area when a GPS tracking system has been incorporated. 

2.1.2 Zooming 

Being able to zoom in on a particular part of the overall string line diagram was important to 

MBTA since many of their trains are close together during rush hour time periods. Guilford also 

wanted to be able to zoom, since their main line is over 400 miles long. To accommodate their 

requests, the Track Slider, which is to the left of the String View Area, and the Time Slider, 

which is above the String View Area, were included. The paler rectangles on the sliders show 

which section of the overall string line diagram is currently displayed in the String View Area. 

The darker parts of the sliders show which additional locations and times could also be 

displayed. There are many ways to adjust which miles and hours are visible in the String View 

Area. For example, the pale rectangles within the sliders can be dragged to pan to another 

section, and the triangles in the sliders can be dragged to increase or decrease the area displayed. 

Another way to zoom in is to click on the String View Area and drag the cursor arrow down and 

to the right to create a rectangle; when the mouse button is released the view adjusts to the area 

within that rectangle. 

2.1.3 Primary and Secondary Waypoints 

Because Guilford’s main track is very long, it is not possible to view all of their waypoint names 

at once, since too many of them overlap. To make the most important waypoints more 

prominent, two categories of waypoint names were created: primary and secondary. The 

primary waypoint names are the only ones listed in the Track Slider, and they are black rather 

than gray in the String View Area. (The secondary waypoints are gray, so they are visible but 

capture less attention than the black primary ones, which are more important.) At both Guilford 

and MBTA, the places where trains were most likely to stop were defined as primary waypoints. 

2.1.4 Switching Between Lines 

For railroads with multiple lines, the Rail Map enables users to choose which line to display in 

the main window. Users determine which line is portrayed in the String View Area by clicking 

on that line on the Rail Map. 

2.2 Speed and Time Calculations 

As explained previously, many factors contribute to train speed calculations. The development 

team wanted to provide speed estimates that were at least as good as those the planners generated 

without using the software, but not requiring so much data entry that the tool would be too 

burdensome for the users. The planners agreed that it would be important to minimize the data 

entry required for using the tool, so they helped the development team define a process that 

would be flexible, but not too complicated. 

2.2.1 Defining String Speeds 

The software enables the planners to define separate speeds for as many types of trains as they 

want, so they can focus on the specific factors that most influence the speeds of trains on their 

tracks. The speeds, track layouts (tracks, sidings, switches), and waypoint characteristics are 

10 
defined in separate files for each railroad. These tab-delimited text files (which can be viewed as 

spreadsheets with tools like Microsoft Excel) include the maximum speed for each segment of 

track between every set of waypoints for every train type. Separate speeds can be specified for 

each direction along the track. Because the railroads can create as many train types as they want, 

they have a lot of flexibility in controlling the speeds represented in the strings. At Guilford, the 

planners chose to create three train types; (1) for typical freight trains,(2) for freight trains 

without telemetry braking (which are required to go slower in many areas), and (3) for passenger 

trains (which travel faster than freight trains in many areas). 

The strings represent the location of the train (specifically the very front of it) at various points 

in time. When creating strings, the Railroad Traffic Planner calculates the fastest permissible 

travel times based on the speeds specified in the files and the temporary speed restrictions. If 

users decide that the calculated speeds are faster than appropriate, they can adjust the strings to a 

slower speed. When one section of track is faster or slower than an adjacent section, the system 

calculates a period of acceleration or deceleration (which is halfway between the two speeds) to 

account for the speed transition. The speed files have numbers that determine the distance over 

which the acceleration or deceleration occurs for each train type. These values also represent the 

approximate train length in the calculations, so that the entire train matches the slowest speed 

required for the stretch of track it is on. 

2.2.2 Creating Strings

After setting up the speed files, very little effort is required to create a string. To create a string 

users can bring up the Condensed Add Trip window (Figure 5), which allows them to enter the 

train ID, type, direction, start or end time, the beginning waypoint, the ending waypoint, and 

dwells where the train will stop. As the data are entered in this window, the Arrive and Depart

columns fill with the calculated times for that string. Pressing the Add button inserts the string in 

the String View Area. 

Figure 5. Condensed Add Trip window 

11
 

The Condensed Add Trip window only lists the primary waypoint names. If users want to work 

with the secondary waypoints or specify which tracks the train will use, they can use the 

Extended version of the Add Trip window (Figure 6). 

Figure 6. Extended Add Trip window 

After a string has been added to the String View Area, the user can display its times and average 

speeds, as shown in Figure 7. 

12 
Figure 7. String with speeds and times displayed 

2.2.3 Adjusting Strings 

There are several ways to adjust strings. For example, users can click on the strings in the String 

View Area and drag them. To adjust all of the times for a string, users can click and drag the 

beginning of the string. To slow down or speed up a segment of a string, users can click and 

drag the end of the segment. To increase the dwell time, users can hold the Shift key on the 

keyboard and drag the part of the string where they want to adjust the dwell. Users can also 

adjust the times and dwells by accessing the Update Trip windows (which are similar to the Add 

Trip windows) and typing in the changes. Other functions are also available to adjust the strings 

by 1-minute intervals. 

If a user would like to try some changes without committing to them, he/she can set a baseline 

for the strings. When a string with a baseline is moved, the baseline stays in the original position 

to show where the string was when the baseline was set. If the planner decides that the proposed 

changes are undesirable, the planner can restore the string to the baseline values. When the user 

is satisfied with the changes, he or she can set the baseline to the new position. 

13
 

2.2.4 Track Restrictions 

In addition to the strings, users can add track restrictions to the String View Area. Track 

restrictions are rectangles that indicate where and when a track will be out of service or have a 

restricted speed. Adding a track restriction is similar to adding a string. To do it, users bring up 

the Add Track Restriction window (Figure 8) and enter the type, speeds (if it is a speed 

restriction), start time, end time, beginning waypoint, ending waypoint, and tracks. 

Figure 8. Add Track Restriction window 

14 
When the user presses the Add button on the Add Track Restriction window, the track restriction 

is placed in the String View Area. To select the track restriction, users place the cursor over it 

and press the right mouse button. When the track restriction is selected, the display shows 

details about that restriction, as shown in Figure 9. 

Figure 9. Selected track restriction 

If the user adds a string on top of a speed restriction or a speed restriction on top of a string, the 

system adjusts the string to conform to the restricted speed if it is lower than the speed in the file 

for that train type. 

2.2.5 Timetables 

The planner can export the timetable (which shows when the trains are scheduled to arrive and 

depart from each primary waypoint) to a file that can be opened in a spreadsheet application (see 

Figure 10). This makes it easy to view schedule documents in a tabular format and share them 

with other people who do not have access to the Railroad Traffic Planner. 

15
 

Figure 10. Sample timetable 

2.3 GPS Tracking 

Although the software was initially developed as a planning tool, individuals who saw early 

prototypes suggested incorporating actual train positions. For example, potential users from one 

of the railroads did not want to take the time to enter strings manually into the system, so they 

proposed that a low-cost GPS device mounted on the locomotives could provide the string 

information throughout the day. They explained that since their volume of traffic was low, 

minimal scheduling was required, so a tracking tool could be more valuable than a planning tool. 

They wanted to monitor maintenance and inspection vehicles that use the tracks in addition to 

locomotives. As a result of this feedback, the development team chose to incorporate a GPS 

tracking system. 

2.3.1 Railroad Traffic Planner Tracking Display 

Figure 11 shows GPS data displayed in the Railroad Traffic Planner. The GPS system provides 

a location approximately every minute, so when the crew is switching, some of the forward and 

backward motion is evident on the display. (When creating strings for schedules, it is generally 

not necessary to plan each switching movement, so the motion is always either forward or 

stopped.) Because the GPS tracking devices have been mounted on maintenance and inspection 

vehicles that travel on both tracks and roads, a symbol was incorporated in the string line display 

to show when a vehicle leaves the tracks. This is the open circle shown at the end of the GPS 

string in Figure 11. 

16 
Figure 11. GPS data in string line display 

The GPS Tracking Data Options window (Figure 12) allows users to specify which GPS data 

will display in the String View Area. If they choose to show continuous updates, the application 

will request data from the database every minute. Users can also pick specific time intervals to 

display (up to three days at once), or they can hide the tracking data altogether. 

Figure 12. GPS Tracking Data Options window 

2.3.2 Web-Based Geographical Map Display 

As part of the technology transfer, Fulcrum also developed a Web-based geographical map 

display of the tracking information (Figure 13) that is separate from the Railroad Traffic Planner

software. This enables the railroads to view the location of vehicles that are not traveling on the 

tracks. It also includes speed information. 

17
 

Figure 13. Geographical map display of tracking data 

Because the cellular phones provide a relatively inexpensive two-way communication channel, 

Fulcrum also helped the railroads use it for other purposes, such as transmitting readings from 

temperature sensors in the locomotive to computers in the main office. 

18 
3. Challenges 

This section describes some of the major challenges encountered during this project. 

3.1 Software Development 

Due to limited programming resources, not all of the features that the development team wanted 

to include could be added to the Railroad Traffic Planner. Below are some of the elements the 

team might have improved if additional resources were available. 

3.1.1 Desired Usability Enhancements 

As part of the user-centered design process, the development team worked with the planners to 

design displays that would facilitate their understanding and ease of use. As the software 

evolved over time, planners indicated that there were major improvements that made the tool less 

cumbersome and more user-friendly. People who tried the demonstration software and saw it at 

conferences also indicated that the tool was “intuitive and easy to handle” (e.g., J. Pachl, 

personal communication, April 2, 2005). For example, one individual who tried the software 

wrote, “I would like to pinpoint the fact that the user interface is user friendly (dynamic 

windows, simplified and exact terminology, traffic concepts well-categorized in the appropriate 

forms). I needed less than an hour to get familiar with the process of building a trip, and adding 

the appropriate track restrictions” (G. Kalafatas, personal communication, February 20, 2005). 

In spite of the positive feedback, some of the usability improvements that the development team 

wanted to incorporate were left out due to limitations in programming resources. Below are 

some of the team’s usability concerns: 

• There are no standard confirmation and error messages, such as the one that asks if you 

would like to save your changes before closing the application. 

• Users cannot “undo” changes (Undelete functions were included, which allow users to bring 

back a string or track restriction that was accidentally deleted, but there are no other undo

options available to reverse other changes). 

• The use of colors could be improved. For example, strings with baselines are red if 

unselected and going in one direction, blue if unselected and going in the other direction, and 

green if selected (regardless of direction). Strings without baselines are cyan in both 

directions, with a darker shade when they are selected than unselected. This color-coding 

scheme is difficult to remember because it is inconsistent. Additionally, the display looks 

more cluttered than necessary and people with poor color vision may have difficulty 

recognizing some of the features. 

• The process for defining the railroad-specific track and speed information currently uses tab 

delimited text files that require the user to recognize which cells are labels and which are 

settings. A better database structure with a more user-friendly front end could make it much 

easier for railroads to enter and update their settings. 

• Because the GPS tracking system was only installed on one train and one vehicle in two 

demonstration sites, it was not possible to determine how effective it would be when 

monitoring sites with more train traffic. Even with only two devices per site, some people 

19
 

expressed concern about difficulty differentiating the GPS strings when the vehicles were 

close together. 

3.1.2 Integration of Planning and Tracking Features 

When GPS tracking was added to the planning system, several people suggested that the GPS 

data should move the planned strings so that users could see how the actual performance might 

influence future meets and passes. This functionality was never added, but it could have proven 

useful. Showing where and when actual train performance has deviated from the schedules 

could indicate where there are opportunities to improve the schedules, which could lead to the 

development of better schedules. 

3.1.3 Known Bugs 

The software is a prototype designed to research the effectiveness of using computerized string 

line visualization tools in the railroad industry. It still has a number of known bugs, which are 

described in the Railroad Traffic Planner User Guide available on the Volpe Center Web site at 

http://www.volpe.dot.gov/hf/railroad/rtp.html. 

3.2 Tracking System Development 

Incorporating the GPS tracking and keeping it operating also introduced some challenges to the 

project, which are described below. 

3.2.1 Selecting the GPS Tracking System 

Several possible GPS systems were considered for this project. Some of them were satellitebased, which would be helpful in areas with poor cellular coverage, but they offered fewer data 

transmissions (once per hour or once per day) at a much higher price. Some satellite-based 

tracking systems were $2,500 to $10,000 or more plus a monthly charge, whereas the initial 

price for the cellular phones was around $200 plus $50 per month. Also some of the larger 

tracking system companies were not interested in this demonstration project because only a few 

units were to be purchased. Another issue with some of the other tracking systems was that the 

companies did not want to de-bundle their existing software from their GPS tracking devicesso 

the Railroad Traffic Planner displays could be used instead. In addition to considering 

preconfigured systems, the team contemplated combining various hardware components, such as 

an external GPS device, an analog modem, and a cheaper cellular phone. Ultimately, the 

development team chose the Motorola i730 cellular phone option because so many of the desired 

features were already bundled together in a cost-effective package. (Nextel phones had already 

been used for asset tracking in other industries, such as trucking and snowplowing.) Before 

finalizing the decision, development team members rode on trains at NHSR and PAL to test the 

cellular and GPS coverage there. The Nextel cellular coverage was good at NSHR, which was 

not a surprise that since the railroad had already been using Nextel phones for communicating 

with train crews there. The GPS tracking signal was also sufficient in that area. The cellular and 

GPS coverage were also deemed adequate for PAL. 

20 
3.2.2 Keeping the GPS Tracking System Operating 

Keeping the equipment on the trains operating was also challenging. Before the Railroad Traffic 

Planner team collaborated with NSHR, someone there installed a GPS device on a locomotive 

and it stopped working within 6 months. Keeping the GPS tracking systems running during this 

project at NSHR and PAL was a challenge as well. Some of the problems were relatively easy to 

overcome, but others were not so easily solved. For example, the project team originally 

plugged the tracking system battery pack into the 12-volt lighter outlet in the locomotive cab that 

the crews used to charge their own cell phones, so it was frequently unplugged. To address this 

issue, the mechanic at NSHR wired the system behind the panel, so the train crews could not 

unplug it. Another problem was that the wire connecting the phone to the battery became 

disconnected inside the enclosure mounted on the train. Epoxy was used to better secure it in 

place, and information about the battery level was added to the messages transmitted from the 

phone so that the development team would know about battery issues sooner. One limitation of 

the cellular phones was that there was no good way to remotely turn the phones back on when 

they powered down. This made it crucial to identify problems before the phones shut down. 

Also, when the phone was in the enclosure, it was much harder to operate the power button. 

Therefore, a magnetic switch was added so that someone could turn on the phone by waving a 

magnet over the outside of the enclosure. This usually worked well, but one time the magnet 

was held up to the enclosure for too long, so the phone went into “airplane mode” in which no 

data are sent (this happens if the power button is held for 5 seconds). Since the phone was inside 

the enclosure, no visual or auditory feedback indicated that the phone was powered up, so it took 

a while for the team to recognize the change in operating mode. 

Some problems were outside the control of the project team. For example, within a week of the 

initial deployment at NSHR a major bug in the Motorola/Nextel firmware caused phones using 

the GPS feature to continually reboot. On other occasions flooding at NSHR and a power outage 

at Fulcrum interfered with the proper operation of the system. 

3.3 Technology Transfer 

In addition, challenges, related to the technology transfer, existed. Levin and Kappel (1998), 

who studied the process of transferring technology from research and development to a business 

unit in a company, found that several elements contribute to successful technology transfer. 

These elements include: personal relationships, coordination of the handoffs and adaptations, 

expertise transfer, the ability to adopt the technology, and buy-in to the process from both the 

receiver and transferor. While each of these elements occurred to some extent during the 

Railroad Traffic Planner technology transfer, some challenges were associated with each one as 

well. 

3.3.1 Personal Relationships 

Fulcrum had prior relationships with NSHR and PAL on previous successful projects. This 

definitely supported the technology transfer, but may have hindered it somewhat as well. 

Because of their relationships with Fulcrum both railroads offered to serve as demonstration sites 

for the Railroad Traffic Planner even though the initial version was not well-suited to their 

needs. 

21
 

3.3.2 Coordination of the Handoffs and Adaptations 

One of the most challenging aspects of the technology transfer in this project was the 

coordination of handoffs and adaptations. Since the small railroads were less interested in the 

planning capabilities of the Railroad Traffic Planner than low-cost tracking, which was not in 

the original product design, the development team incorporated the new tracking component to 

facilitate the technology transfer. The railroads possibly would have adopted some of the string 

line features more, if additional effort had gone into adapting them to meet the needs of small 

railroads. For example, based on feedback from NSHR, the development team considered 

adding functionality in the Railroad Traffic Planner to show times and speeds along the GPS 

strings on the string line display, but this was not built because of limited programming 

resources. 

3.3.3 Expertise Transfer 

Regarding expertise transfer, the development team provided some training at each site and 

documentation. Further focus on expertise transfer might have increased the usage level at each 

site. 

3.3.4 Ability to Adopt the Technology 

Another element identified by Levin and Kappel is the ability to adopt new technology, which 

considers both technical and organizational skills. Although the Railroad Traffic Planner

development team used the user-centered design process to focus on features most desirable for 

the target users, the participating railroads struggled to incorporate this new tool into their work 

process. Some of the railroads saw little need for the planning tool, but even those that could 

benefit most from it rarely used it in place of their other planning practices. A threshold of effort 

seems to exist, which must be exceeded for a given planning task for the tool to provide a real 

clear value that inspires people to use it. This is partly because many small railroads do not have 

dedicated planning staff, so their planners also have many other responsibilities, such as crew 

scheduling, business operations, finances, and supervising dispatchers. They are often too busy 

to learn new software and keep the data current. One of the planners involved in this project had 

tried other planning programs in the past and concluded that they had too many features for him 

to use quickly. He also thought they were too expensive and too difficult to keep up-to-date. He 

thought that the Railroad Traffic Planner would save him time because it was interactive, 

enabling him to quickly visualize the schedules and make changes based on moving things 

around. In spite of his confidence in the Railroad Traffic Planner’s potential and the 

development team’s efforts to make it as easy as possible to set up, learn, and use, this planner 

experienced difficulty finding enough time to use it effectively. Other planners involved in the 

project also found that they were unable to use it as much as they wanted, because other aspects 

of the job competed for their time. Perhaps if the tool supported other parts of their job, the 

planners would have fewer obstacles preventing them from using it for the planning tasks for 

which it was developed. (On the other hand, expanding the application to support other 

activities might increase its complexity too much, making the planners less likely to use it.) 

3.3.5 Buy-In from the Receiver and Transferor 

The level of buy-in from the railroads was probably influenced by how easy it was for them to 

incorporate the tools into their business and how much perceived value they gained from them. 

22 
The buy-in of the transferors also played a role in how this technology transfer was carried out. 

The results of this project suggest that companies are more reluctant to perform technology 

transfer of a product they did not create, as there is less incentive for them to promote something 

to which they do not have licensing rights. When the technology transfer effort began, Fulcrum 

hoped that railroads would be interested in paying them for services related to the software, such 

as installation, training, setting up the databases, and providing help desk support. As the project 

progressed, Fulcrum found that smaller railroads did not seem to need the tool and were not 

accustomed to paying for planning support. Fulcrum instead decided to focus on creating 

features they could sell that were separate from those created by MIT, such as the geographical 

map display of the GPS tracking data and techniques for passing data from temperature sensors 

through the cellular phones used for GPS tracking. Although each of these new developments 

provided features desirable to the railroads, they did not necessarily constitute technology 

transfer of the original Railroad Traffic Planner software. 

23
 

4. Benefits 

The project team identified many potential benefits for people using tools like the Railroad 

Traffic Planner including those listed below. 

4.1 Planning 

The value of string line diagrams has been demonstrated many times in this project and others. 

4.1.1 Updating Schedules 

With string line software, less time is needed to perform calculations, draw strings, and make 

modifications compared to doing these activities with paper-based planning techniques. One 

planner involved in this project demonstrated that he could modify schedules more accurately 

and efficiently with the Railroad Traffic Planner than when using his typical paper-based 

approach. First he showed his typical approach, which involved writing out all the stops on a 

piece of paper and then looking at the paper version of the existing schedule to identify a 

potential starting time for the new train that seemed like it would not interfere with any existing 

trains. Next, he calculated for each stop a time based on travel times of other trains in the paper 

schedule. For each station he checked the trains going in the opposite direction to see if they 

would conflict, using a paper track diagram to see if the track configuration would accommodate 

the trains. In an area where many lines converged, he had to look at the schedules for all of the 

lines to find out which times were bad for inserting a new train. He also had to check the 

equipment and crews to ensure that they would be available for the new train. 

To add a train to the schedule with the Railroad Traffic Planner, the planner selected the proper 

line, and then zoomed in to the area where he wanted to add it. Since the software showed the 

other trains, as well as the tracks, stations, and interlockings, he did not need other documents. 

He opened the window to add a trip, and selected the locations where the train should stop. 

(When doing this, he realized that he had forgotten to include one of the stops on his paper 

version.) He added the string and found very quickly that the times were pretty close to his 

expectations. One benefit of the string line display was that it showed exactly where the trains 

would pass each other, whereas with the paper version, the meets could only be approximated on 

the basis of the schedule times at the stations. With the Railroad Traffic Planner, the planner 

could grab a string and drag it to a time when all of the meets would occur in appropriate places, 

and the software would update the times for each station simultaneously. When the 

modifications were complete, he could display the Railroad Traffic Planner schedule in an 

electronic document that he could easily share with other people. This planner emphasized that 

the Railroad Traffic Planner is a usable, flexible tool for this type of activity. 

4.1.2 Considering Alternatives 

With scheduling software planners can rapidly evaluate a variety of schedules, a task that is more 

time consuming without a computer. Modifications can be made without recreating the entire 

schedule, leaving more time available to consider alternatives and identify the best ones. For 

example, one planner needed to determine the impact of accommodating a request from another 

railroad to limit the disembarkment of passengers to a certain track at certain stations. When he 

first got the request, he spent an hour or more creating rough hand-drawn string diagrams based 

24 
on three points along the line for each train throughout the day (the line has about 17 stations and 

handles approximately 40 trains per day). He then used the Railroad Traffic Planner software to 

check the accuracy of his hand-drawn strings and to see what would happen if he made 

adjustments to the schedules. Both string line diagrams helped him see approximately where the 

trains would meet, but the software was more precise. With the Railroad Traffic Planner he 

could drag the strings around to assess the impact of potential changes (doing “what if” 

scenarios). He found that revising the meets so that the trains would stop on the desired track at 

those stations would cause a series of lengthy delays. The rail network had a limited number of 

locations where trains could meet, and a seemingly simple change had ripple effects throughout 

the schedule, causing other trains that shared the same equipment to also be delayed. The strings 

helped the planner determine that accommodating the request to only stop on a certain track 

would not be feasible without eliminating trains or incurring excessive delays on other trains. 

4.1.3 Calculating Effects of Speed Changes 

Train speeds in the Railroad Traffic Planner can be adjusted quickly by updating the speed files. 

One railroad used this approach when evaluating a request from another railroad to allow 

increased train speeds along certain sections of track. As with their other spreadsheet-based 

technique for calculating the effects of speed changes, the planners found that for a ride more 

than 2 hours, the trip duration would be decreased by less than 15 minutes. Both approaches for 

calculating the impact of the speed change helped them reach the same conclusion, but the 

Railroad Traffic Planner let them do it more efficiently. 

4.1.4 Evaluating Effects of Taking Tracks Out of Service 

Another activity that the Railroad Traffic Planner supports is deciding when to take a track out 

of service. One planner demonstrated his old paper-based procedure, which required looking at 

the train schedule and the track diagram. His first step was to write out all of the stops with train 

times below, calculating times for the places where the train did not stop. He drew the tracks 

and went through train by train looking for conflicts during the time span he was considering. 

To take a track out of service with the Railroad Traffic Planner was easier because the track and 

schedule information were already integrated. With the software he did not have to calculate the 

times to see the conflicts. In a few minutes he could do what took a few hours to do by hand. 

He said that with the software he could respond to a request for a track outage, while the 

requestor was still on the phone, rather than saying that he would need to call back after the 

analysis was complete. 

4.1.5 Communicating Proposed Schedule Changes 

Because string lines have been used in the railroad industry for so many years, many planners 

are already familiar with how to use them for schedule visualization. The learning curve for 

using this software should be much less than if a novel type of display were created. Examples 

related to the display are provided below. It is common for several people to work together on 

activities like resolving track outages, deploying extra trains for events, and adjusting dwell 

times. The visual representation of trains over time in the Railroad Traffic Planner helps 

planners quickly show each other potential problems and solutions, which help them more 

efficiently communicate their ideas for how to resolve issues. String line schedules can also be 

converted to a tabular format and shared with people who are not familiar with strings. Two of 

25
 

the railroads involved with this project suggested that the visual evidence provided by the string 

line display could help them better communicate with other railroads about proposed schedule 

changes. 

4.2 Tracking 

Some of the demonstration railroads indicated that they were considering purchasing additional 

tracking system units based on their experiences with the system. They indicated that the 

monthly charge (roughly $50 per unit) seemed reasonable considering the potential benefits the 

system could provide. Some potential benefits of the tracking system are provided below. 

4.2.1 Monitoring Progress 

Real-time train location information could help railroad personnel better monitor progress 

throughout the day. This could provide crucial safety benefits if it helped them identify potential 

collisions early enough to prevent them. It could also help with monitoring the movement of 

hazardous materials, improving arrival time estimates for customers, and predicting crew change 

times. A mechanic who helped install the tracking equipment indicated that the tool helped him 

predict when the locomotives would return for maintenance. Including tracking data in the 

string line display also enabled people to look at historical data, which is beneficial for 

identifying trends in the traffic patterns when analyzing fuel usage. 

4.2.2 Tracking Speeds 

Another benefit of the GPS tracking system is that it could be used to monitor locomotive 

speeds. Speeding was a major concern at one of the railroads that received community 

complaints about train speeds. They appreciated being able to view the speeds remotely, and 

even indicated that they might ask FRA if they could use the tracking data rather than radar guns 

to check the train speeds, since the data are potentially more continuous and enforceable. 

4.2.3 Two-Way Communication of Information 

Because the GPS-enabled cellular phones provide a two-way communication channel, some of 

the railroad participants suggested incorporating sensors to monitor the temperature of 

locomotive engine and installing a security system for the locomotive cab. Other participants 

suggested attaching the system to printers in the locomotives for delivering printed information 

to the crews. Another suggestion was to integrate the information gathered by the tracking 

system with other computerized systems at the railroads. 

4.3 Training 

Many individuals indicated that the Railroad Traffic Planner could be useful for training 

planners and dispatchers. Several professors of transportation courses who received the 

demonstration software for this project expressed interest in using it in their classes. Some 

potential benefits of using the Railroad Traffic Planner for training are described in the 

following sections. 

26 
4.3.1 Demonstrating the Impact of Decisions 

Many people said that the Railroad Traffic Planner could help the students learn to recognize 

potential traffic conflicts and how decisions they make about one train can affect others. One 

planner explained that experienced planners and dispatchers remember problems they 

encountered in the past and ways to avoid them, but because novices lack this knowledge, 

providing visualization tools to support their training before they start the actual job could be 

helpful. He mentioned that even people with more experience can benefit from visualization 

support tools since they tend to remember the major mistakes that they vowed not to do again, 

but they might never have recognized suboptimal decisions that had less severe consequences. 

4.3.2 Fostering Key Dispatcher Skills 

The dispatcher is the focal point of a territory, and has to help resolve any problems that arise, 

including track problems, mechanical issues, and operating delays. Poor decisions can make 

dispatching even more difficult. Reinach, Gertler and Kuehn (1998) analyzed dispatcher training 

requirements, and listed many training objectives that a tool like the Railroad Traffic Planner

could help novice dispatchers better understand, such as judging train and track priorities, 

managing unplanned and emergency events, and defining temporary speed restrictions. Roth, 

Malsch, and Multer (2001) listed several cognitive skills that dispatchers need to develop, 

including strategies that help them maintain broad awareness, anticipate problems, and plan 

contingencies. Using a tool like the Railroad Traffic Planner in dispatcher training could help 

promote these skills. 

4.3.3 Providing Visual Representations 

People learn and understand things in different ways, and for those who are visually oriented, 

string line tools could greatly increase their understanding of important concepts fundamental to 

railroad operations. Training on how to use string line diagrams could also be beneficial for 

people who are less graphically oriented. One planner explained that some people who are 

accustomed to a column of numbers on a train sheet say, “What is all that spaghetti?” when they 

see string line diagrams. Perhaps if they were exposed to string line diagrams earlier in their 

careers, they would more comfortable utilizing them in their work, and would benefit from the 

advantages these types of tools provide. 

4.4 Security 

Even small railroads worry about security, since they carry hazardous cargo. People from 

several railroads have indicated that they want tools to help them address their security concerns, 

but they have limited funds available to spend on them. 

4.4.1 Supporting Rapid Response 

During a crisis, effective planning systems are especially important to help planners move people 

and materials in or out as quickly as possible, handle hazardous cargo, and address bottlenecks. 

The paper-based planning methods used in many railroads are not well suited to rapid response 

when schedule changes are urgently needed. The Railroad Traffic Planner can support railroad 

security by assisting in activities such as the development of contingency plans, the revision of 

schedules during an emergency, and the work needed to return operations to normal after a 

27
 

disruptive event. Planners can quickly assess the consequences of delays by adjusting the strings 

to reflect the delays, and minimize the negative impact. Also, the GPS tracking system provides 

near-real-time data, which can help people in remote locations monitor the traffic and figure out 

how to address the problems. The Railroad Traffic Planner can operate on laptop computers, 

making it portable for first responders who need to make decisions in the field. When multiple 

railroad companies operate over the same track, it is essential that they communicate in a timely 

fashion to coordinate their activities. Because people from many railroads are familiar with 

string line diagrams, the Railroad Traffic Planner charts provide an excellent communication 

tool that can help them work together to assess the situation and the options available for 

resolving issues. The software also provides arrival and departure times in a tabular format that 

is beneficial for those who are not familiar with string lines. 

4.4.2 Supporting Ongoing Monitoring 

The tool can also be of value for day-to-day security-related operations. For example, Fulcrum 

has used some of the tracking capabilities developed during this project for a hazardous tank car 

security program sponsored by FRA and a container security program for the Office of Naval 

Research. 

28 
5. Recommendations 

This section includes recommendations for people interested in developing, distributing, and 

using systems like the Railroad Traffic Planner.

5.1 Planning 

Railroads should seek tools that effectively support their planning efforts. Below are some 

suggestions for railroads and companies that develop railroad software. 

5.1.1 Determine Which Tools Best Meet the Particular Organization’s Needs 

As explained above, many potential benefits of using string line tools exist, and there are also 

many potential challenges associated with using them. The Railroad Traffic Planner may be 

helpful for some railroads with limited resources, but others would probably benefit more from 

other commercial software applications with more sophisticated features. 

One consideration is the complexity of the calculations. Planning system calculations should be 

accurate enough to meet the needs of those who will be using them. A common question when 

people saw the Railroad Traffic Planner was whether schedule optimization tools were 

incorporated, since several other planning tools with sophisticated train performance calculators 

already exist. The goal for this project was to require as little data entry as possible while 

providing numbers that were at least as accurate as those determined through the other methods 

the planners used. This approach was supported in the literature, which indicated that instead of 

focusing on the maximum efficiency from a mathematical perspective, planners often try to limit 

changes to minor adjustments to minimize the impact on their railroads and the connecting ones. 

Planners tend to aim for “a credible production planning approach rather than optimality” 

(MacCarthy and Wilson, 2001). If the operations are satisfactory for the railroad and their 

customers, they might not want to upset the status quo, even if other changes would be 

mathematically superior. For small-scale operations, the potential benefits of optimized 

schedules are not as great as for larger railroads. On the other hand, optimization tools can help 

identify significant budget savings and improvements in operational efficiency and effectiveness 

(G. Kalafatas, personal communication, February 20, 2005), so railroads that have the resources 

for such tools should incorporate them into their planning processes. 

5.1.2 Support for Human Decision Making 

Planning systems should support, rather than replace a human scheduler’s decision making, since 

people have additional information and knowledge about the current situation, perceptions about 

the future, and a range of pressures and demands (MacCarthy & Wilson, 2001). Although the 

Railroad Traffic Planner has been designed to incorporate a large amount of railroad 

information, the developers always expected that creating the best schedules possible would 

require the knowledge of a skilled planner. Planners have specialized knowledge about the 

trains, crews, and railroad operations, which has not been incorporated into the Railroad Traffic 

Planner. For example, planners know that trains should not be operated at certain speeds due to 

a phenomenon known as harmonic rock, which can cause derailments. Planners also need to 

recognize if there are bad meets where two trains are scheduled to arrive at the same time and 

place on a single track, so they can make the necessary adjustments. 

29
 

5.1.3 Offer Better Integration with Existing Systems 

One reason the GPS tracking system was added to the Railroad Traffic Planner was to make the 

software less dependent on manual data entry. Development to integrate the application with 

other computerized systems at the railroads could have also decreased the need for manual data 

entry. For example, one of the railroads participating on this project has more than one hundred 

speed restrictions on their main line, with some restrictions changing every day. Since their 

speed restriction data are stored electronically, a process could have been added to directly input 

the speed restrictions into the Railroad Traffic Planner, which would make it simpler for the 

planners to use the system. 

5.2 Tracking 

5.2.1 Consider Other Forms of Tracking Data 

Although the cellular phone approach was effective at NSHR, a wider range of options for 

including near-real-time data should be considered to take advantage of existing systems at other 

railroads. For example, Guilford planners talked about wanting the Railroad Traffic Planner to 

help them compare actual and scheduled train positions. They suggested linking it to a database 

they already have containing train position information. In railroads like Guilford, where 

position data are already available, the expense and time associated with installing new tracking 

systems may not be justified. 

5.2.2 Integrate Tracking Data with Other Systems 

Potentially large financial and safety advantages can occur increasing the ability of the railroads 

to work with the data that are collected by their GPS tracking systems. People expressed interest 

in using this data in other ways, such as analyzing the data to find out if people are habitually 

speeding, and linking the GPS information (location, time, etc.) to other computerized systems 

for things such as dispatcher train sheets and car tracking for customers. The data stored in the 

GPS tracking system database at Fulcrum are currently only available to the railroads through 

visual displays—the string line display and the geographical map display. Enabling the railroads 

to import the data into other systems could be very helpful. 

5.2.3 Communicate with Everyone Impacted by the System 

When deploying a tracking system, it is helpful to ensure that the people who will be impacted 

by it understand its purpose. In the deployment of a GPS system for bus drivers in 1996, the 

drivers felt that the new system was added to give managers “more control over the operators” 

and that “big brother” was watching them (Stearns, Sussman, and Belcher, 1999). It is possible 

that the train crews had similar feelings about the GPS system installed for this project. 

Educating the train crews about the device and getting their buy-in could be very helpful since 

they are the ones who are closest to the tracking hardware, and could be valuable allies in 

resolving the issues that arise with it. Incorporating features that help them with their work is 

one way to improve their impressions about the system. 

30 
5.3 Technology Transfer 

As mentioned above, several factors contribute to successful technology transfer, including 

personal relationships, coordination of the handoffs and adaptations, expertise transfer, the 

ability to adopt, and buy-in to the process from both the receiver and transferor (Levin and 

Kappel, 1998). Support should be provided to ensure that all parties involved have the 

capabilities and motivation required to succeed. Some suggestions related to this based on 

Railroad Traffic Planner project experiences are included in the next sections. 

5.3.1 Encourage Adaptation of Technologies to Meet the Recipients’ Needs 

This project demonstrated that sometimes even if the technology is not a perfect match, it can be 

adapted as it is being implemented. This was demonstrated through the implementations at the 

participating railroads, and also through Fulcrum’s implementations of the technology in other 

settings both in an out of the railroad industry. In fact, although the Railroad Traffic Planner

was developed for the railroad industry, people from other industries such as military, maritime, 

and transit have expressed interest in it. For example, someone from the Coast Guard indicated 

that The Railroad Traffic Planner could be helpful for planning and monitoring vessel traffic 

since the vessels follow specific paths through the water with distinct points along them. U.S. 

Army representatives mentioned that this type of tool could be used for logistical support. Other 

people suggested using the tracking system to monitor the status of delivery vehicles, fire trucks, 

and police cars. Future work could involve adaptation of the existing technology to meet the 

needs of other groups such as these. 

5.3.2 Broadly Disseminate Results 

This project demonstrated that sharing ideas about technology can be beneficial, even if the 

actual hardware and software is not complete. The Railroad Traffic Planner team created a Web 

page devoted to the project (http://www.volpe.dot.gov/hf/railroad/rtp.html), presented the 

software at several conferences, and distributed more than 60 copies of the demonstration 

software to individuals who indicated that they would like to try it and provide feedback. 

Several university professors expressed interest in using the Railroad Traffic Planner in their 

courses, since it provides an opportunity to share the value of string line diagrams with students. 

The project team also encouraged other software companies to incorporate ideas from this 

project into their own software. These outreach efforts reached hundreds, if not thousands, of 

individuals, and helped promote dialog about the value of string line and tracking tools. 

Although the exact impact of these interactions has not been measured, they certainly increased 

the overall impact of this project beyond the four railroads officially involved in the technology 

transfer effort. 

31
 

6. Conclusions 

The Railroad Traffic Planner application is demonstration software that supports planning 

activities using string line diagrams that show train positions over time. It also includes nearreal-time position information for trains and maintenance vehicles with associated GPS tracking 

devices installed. The results of the development have been widely disseminated through a 

number of technology transfer efforts including installation at four railroads, demonstrations at 

conferences, distribution of more than 60 copies of the demonstration software, and a Web page 

devoted to the topic. The Railroad Traffic Planner is imperfect prototype software, but the 

overall project has reached out to a wide range of people in the railroad industry to learn more 

about and to promote the use of visualization tools to improve safety and productivity. Many 

people have had an opportunity to learn from this project, and some of the knowledge gained has 

already been applied in other settings. 

32 
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