STANDARDS TUTORIAL
description
Transcript of STANDARDS TUTORIAL
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STANDARDSTANDARDSS
TUTORIALTUTORIALChris KreilerChris KreilerJerry SmithJerry Smith
Vico EquenseVico Equense28 Feb 0628 Feb 06
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IntroductioIntroductionn• BackgroundBackground
• Standards ActivitiesStandards Activities• Types of StandardsTypes of Standards• ISO Organization and ProceduresISO Organization and Procedures• TC184/SC4 Organization and Standing TC184/SC4 Organization and Standing
DocumentsDocuments• Managing StandardsManaging Standards
• Standards Development PrinciplesStandards Development Principles• ISO LiveLinkISO LiveLink• SC4ONLINESC4ONLINE
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STANDARDSSTANDARDSTUTORIALTUTORIAL
Part IX – Part IX – Standards Standards
Management Management PrinciplesPrinciples
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Why Have Standards?Why Have Standards?
Standards Technology
Time
Too much GAP is costly
Promotes innovation & Creativity
Optimal GAP
Too small of a GAP is Restrictive
The GAP between Standards & Technology is the link that associates the two.
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Standardization OptionsStandardization Options
• Which Standard Medium Best Serves the Which Standard Medium Best Serves the RequirementRequirement
– Non-Government StandardsNon-Government Standards•InternationalInternational•NationalNational
– Commercial Item DescriptionCommercial Item Description– Federal Specification/StandardFederal Specification/Standard– Military Specification/StandardMilitary Specification/Standard
Source Priority
Lowest
Highest
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Standards Development Process Standards Development Process OverviewOverview
Technology Assessment
Business Case
Analysis
Action Plan & Development
Validation & Certification
PublicationUpdates
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Generic Process SummaryGeneric Process Summary
INITIATE PARTICIPATION
Development & Testing
General Requirements
User Service Description
Assess Voluntary Standards
Develop MIL-STD
Participate in ON-Going
Work
Develop Modification,
Enhancement, Profile
USE AS IS
Mili
tary
Uni
que
Em
ergi
ng
Inad
equa
te
AS
IS
Adequate AS IS
MAINTIAIN MIL-STD
MAINTAIN STANDARD,
PROFILE
CONTINUE PARTICIPATION
Requirements Analysis
Configuration Management and
MaintenanceTEST
ADOPT/
APPROVE
TEST
TEST
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Standards Principles Standards Principles DiscussionDiscussion• Standards vs. TechnologyStandards vs. Technology• Replicate Proven PracticesReplicate Proven Practices• Performance vs. ProcessPerformance vs. Process• Market Place SupportMarket Place Support• Avoid Government Unique StandardsAvoid Government Unique Standards• Management of IT Standards ActivitiesManagement of IT Standards Activities• ““OPEN” Standards and SpecificationsOPEN” Standards and Specifications• Government RoleGovernment Role• Strategic StandardizationStrategic Standardization
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Standards vs. Technology Standards vs. Technology
• Need to keep pace with technology evolution Need to keep pace with technology evolution
• Natural tension between standards setting and Natural tension between standards setting and technology evolution technology evolution
• Timing is critical Timing is critical
• Standards set too early Standards set too early – stifle innovation and creativity (the fuel of stifle innovation and creativity (the fuel of
technology evolution) technology evolution)
• Standards set too late Standards set too late – engenders social and economic costs (e.g., Beta vs. engenders social and economic costs (e.g., Beta vs.
VHS) VHS)
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Replicate Proven Practices Replicate Proven Practices
• Replicate good, proven engineering Replicate good, proven engineering and business practices and business practices
• Good practices manifested in open Good practices manifested in open solutions from recognized authorities solutions from recognized authorities (authentic SDO/SSO) (authentic SDO/SSO)
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Performance vs. Process Performance vs. Process • Successful standards specify performance and Successful standards specify performance and
interface requirements interface requirements
• Telling a vendor how to build a product Telling a vendor how to build a product (process specific standards) is a poor example (process specific standards) is a poor example of how to establish effective standards of how to establish effective standards
• Interested in the final product - not the process Interested in the final product - not the process used to get there used to get there
• Beware of "management" standards Beware of "management" standards
• Certain "best practice" guides and Certain "best practice" guides and specifications such as "configuration specifications such as "configuration management" are generally OKmanagement" are generally OK
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Market Place Support Market Place Support
• The market place - not a Standards Committee The market place - not a Standards Committee - determines which standards are the winners! - determines which standards are the winners!
• Need good, desirable, useful, workable, and Need good, desirable, useful, workable, and effective standards that:effective standards that:– realistically solve user problems realistically solve user problems – possess genuine utilitypossess genuine utility– supported in the market place supported in the market place – else, they become ‘shelf ware’ else, they become ‘shelf ware’
• Need vendors to build COTS that employ open Need vendors to build COTS that employ open standards standards
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Avoid Government Unique Avoid Government Unique Standards Standards
• Government unique (vs. de jure or Government unique (vs. de jure or ‘commercial’) standards are ‘commercial’) standards are – expensive expensive – usually counterproductive usually counterproductive
•Do not achieve a cost effective solution Do not achieve a cost effective solution •Are usually not interoperable Are usually not interoperable
– ditto proprietary solutions. Use MIL-ditto proprietary solutions. Use MIL-STDS and specifications only when STDS and specifications only when nothing else is availablenothing else is available
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Management of IT Management of IT Standards Activities Standards Activities • Governing concept needs to separate the management Governing concept needs to separate the management
of standardization activities from the technical work of standardization activities from the technical work – standards manager owns the process standards manager owns the process – sponsors and stakeholders own the specific substantive sponsors and stakeholders own the specific substantive
content content
• Manage IT standards activities by employing a lifecycle Manage IT standards activities by employing a lifecycle portfolioportfolio
• Decisions based upon Decisions based upon – mission goals mission goals – architecturearchitecture– risk risk – performanceperformance– expected return on investment (ROI) expected return on investment (ROI)
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Management of IT Standards Management of IT Standards Activities Activities
• Ensuring stakeholder involvement is Ensuring stakeholder involvement is criticalcritical– make it easy for them to participate via make it easy for them to participate via
a low-drag administrative process a low-drag administrative process
• Very important to make standards Very important to make standards visible, understandable and readily visible, understandable and readily availableavailable
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““OPEN” Standards and OPEN” Standards and Specifications Specifications • Policy to specify as ‘mandated’ only ‘open’ Policy to specify as ‘mandated’ only ‘open’
standards and specifications are rooted in cost and standards and specifications are rooted in cost and legal considerationslegal considerations
• Two examples: Two examples: – (1) Placing proprietary standards (not ‘open’) specification (1) Placing proprietary standards (not ‘open’) specification
that belongs to Vendor ‘A’ or to Consortia ‘B’, may place the that belongs to Vendor ‘A’ or to Consortia ‘B’, may place the government organization in a position of non-competitively government organization in a position of non-competitively “favoring” that entity at the expense of others and thus “favoring” that entity at the expense of others and thus subject to being sued accordingly subject to being sued accordingly
– (2) If a party in a consortia provides certain intellectual (2) If a party in a consortia provides certain intellectual property that is incorporated into the organization’s (non-property that is incorporated into the organization’s (non-open) standard or specification and the government open) standard or specification and the government organization places this particular specification into an organization places this particular specification into an official registry of mandated standards, the government official registry of mandated standards, the government organization may be open to liability for royalty payments organization may be open to liability for royalty payments for employing that intellectual propertyfor employing that intellectual property
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Government Role Government Role • U.S. believes strongly in private enterprise U.S. believes strongly in private enterprise
leadership of voluntary standards setting leadership of voluntary standards setting activities activities
• Sharp contrast to the rest of the world Sharp contrast to the rest of the world – Foreign governments generally have a central, Foreign governments generally have a central,
and oftimes strong, role in standards setting and oftimes strong, role in standards setting and funding of standards activitiesand funding of standards activities
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Strategic Standardization Strategic Standardization • Strategic standardization is important to a nation’s Strategic standardization is important to a nation’s
economyeconomy– effective management tool for gaining a leading edge on effective management tool for gaining a leading edge on
competitioncompetition– for protecting a competitive position for protecting a competitive position
• Trade relation issues are not only global or regional Trade relation issues are not only global or regional but increasingly impact domestic as well as but increasingly impact domestic as well as worldwide markets worldwide markets
• Understanding how a particular company, or industry Understanding how a particular company, or industry sector, or region, or nation must compete globally is sector, or region, or nation must compete globally is necessary for future economic growth and health necessary for future economic growth and health
• Gaining insight and understanding of the role of Gaining insight and understanding of the role of standards in crafting competitive management standards in crafting competitive management strategies is key to future success strategies is key to future success
• IT standards are a key enabler to achieving and IT standards are a key enabler to achieving and maintaining global competitiveness maintaining global competitiveness
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STANDARDSSTANDARDSTUTORIALTUTORIAL
Part X – Some Part X – Some ObservationsObservations
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Observations of Cultural DifferencesWith Respect to Standards Compliance
U.S.
Country Requirement Compliance Rules
Germany
Russia
Italy
Permitted
Prohibited
Prohibited
Permitted
EXCEPTEXCEPT
EXCEPTEXCEPT
EVEN
EVEN
Prohibited
Permitted
Permitted
PROHIBITED!
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Experience/ObservationsExperience/Observations
• GoodGood
• BadBad
• Lessons to be learnedLessons to be learned
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INDUSTRY EXPERIENCEINDUSTRY EXPERIENCE
• Success AttributesSuccess Attributes
• Failure CharacteristicsFailure Characteristics
• ConclusionConclusion
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Success Attributes [1]Success Attributes [1]
• Participants: expect long-term Participants: expect long-term involvement (years) involvement (years)
• Schedule: don’t get rushed - don’t Schedule: don’t get rushed - don’t get late!get late!
• New technology: be conservativeNew technology: be conservative
• Scope: obstinately stick to it!Scope: obstinately stick to it!
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Success Attributes [2]Success Attributes [2]
• Conformance:Conformance:– need to measure itneed to measure it– should have working definition ASAPshould have working definition ASAP
• Target audience: commercial Target audience: commercial systems and userssystems and users
• Quality: fix bugs immediately!Quality: fix bugs immediately!• Process: have faith in consensus Process: have faith in consensus
process -- it works!process -- it works!
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Failure Attributes [1]Failure Attributes [1]
• Incorporate new/untried technologyIncorporate new/untried technology– Why waste committee time?Why waste committee time?
• Ignore commercial interestsIgnore commercial interests– Who will implement the standard?Who will implement the standard?
• Ignore public commentsIgnore public comments– Who will buy standardized products?Who will buy standardized products?
• Creeping featurismCreeping featurism– The schedule killer!The schedule killer!
Failures: only recognized years Failures: only recognized years laterlater
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Failure Attributes [2]Failure Attributes [2]
• Poor time estimatesPoor time estimates– Progress is made over quarters, not weeksProgress is made over quarters, not weeks
• Leave bugs to laterLeave bugs to later– Expensive to fix later, like softwareExpensive to fix later, like software
• Weak tests of conformanceWeak tests of conformance– Standard-conforming, but lacks Standard-conforming, but lacks
interoperabilityinteroperability• Too much implementation-defined Too much implementation-defined
behaviorbehavior– dittoditto
Failures: only recognized years Failures: only recognized years laterlater
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Some ExamplesSome Examples• IEEE networking standards:IEEE networking standards:
– Success: widely acceptedSuccess: widely accepted• Supercomputing/parallelism features:Supercomputing/parallelism features:
– Failure: new technology, changing conceptual modelFailure: new technology, changing conceptual model– No problems standardizing small features, but big No problems standardizing small features, but big
picture wasn’t rightpicture wasn’t right– Hindsight: lack of big picture, technology hadn’t Hindsight: lack of big picture, technology hadn’t
matured, wasn’t asking right questionsmatured, wasn’t asking right questions• C++ standardization process:C++ standardization process:
– Failure: years late, creeping featurism, no scope Failure: years late, creeping featurism, no scope control, no rationale, no complete implementations control, no rationale, no complete implementations during development, many inconsistencies (while during development, many inconsistencies (while close to publishing standard)close to publishing standard)
– Expect many defect reports, poor conformance testsExpect many defect reports, poor conformance tests– Result: creation of JavaResult: creation of Java
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CONCLUSIONS [1]CONCLUSIONS [1]
• Characteristics of Good technical Characteristics of Good technical work: work: – clear scopeclear scope– ““do-able”do-able”– support by vendorssupport by vendors– support by users support by users – well-defined conformance testswell-defined conformance tests
Basis: Basis: [experience][experience]
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CONCLUSIONS [2]CONCLUSIONS [2]
• Standards participation is long-term Standards participation is long-term commitment, but has high valuecommitment, but has high value
• Collaboration and liaising help reduce Collaboration and liaising help reduce duplicated effortsduplicated efforts
• Good technical standards take a Good technical standards take a while to “bake”while to “bake”
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CONCLUSIONS [3]CONCLUSIONS [3]
• Knowledge of the standards process can Knowledge of the standards process can be very helpful for internal projects:be very helpful for internal projects:– Specification development and consensus-Specification development and consensus-
building techniques are widely usefulbuilding techniques are widely useful– Quality is recognized at the end with few Quality is recognized at the end with few
defect reports and consistent spec defect reports and consistent spec interpretationinterpretation
– Standards process is a “best practice” to Standards process is a “best practice” to develop high quality specs within a develop high quality specs within a reasonable technical horizonreasonable technical horizon
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OUR EXPERIENCEOUR EXPERIENCE
• De jure vs Consortia Process:De jure vs Consortia Process:
• Organizations don’t actually compete - Organizations don’t actually compete - each has a role, scope, and purposeeach has a role, scope, and purpose– Consortia best rapid for technology Consortia best rapid for technology
developmentdevelopment– Formal de jure process best for consensus-Formal de jure process best for consensus-
buildingbuilding– but not vice versabut not vice versa– Best of Both Worlds ExamplesBest of Both Worlds Examples
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Success in Becoming an Accredited International Standard (IS)
Technical EditorTechnical Editor
WorkingGroup 3
WorkingGroup 3
SC34
SC34
JTC1JTC1
ISOISO
National Body Technical ExpertsNational Body Technical Experts
PDMLExample National Body Technical ExpertsNational Body Technical Experts
Technical EditorTechnical Editor
WorkingGroup 11
WorkingGroup 11
SC4
SC4
TC 184TC 184
COLLABORATIONCOLLABORATION
COLLABORATIONCOLLABORATION
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TechnicalEditors
TechnicalEditors
SC24
SC24
JTC1JTC1
ISOISO
WORLD WIDE WEB (W3C) CONSORTIUMWORLD WIDE WEB (W3C) CONSORTIUM
PNGExample
Success in Becoming anAccredited InternationalStandard (IS)
Recom
men
dR
ecom
men
ded
ed
Pra
cti
ce
Pra
cti
ce
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Some Advice For New Some Advice For New ProjectsProjects• Be certain of commitment to the project Be certain of commitment to the project
(WGs) and Scope(WGs) and Scope• WG infant mortality ==> poor managementWG infant mortality ==> poor management• Consider commercial implicationsConsider commercial implications• Include relevant stakeholdersInclude relevant stakeholders• Find liaisons, don’t “reinvent the wheel”Find liaisons, don’t “reinvent the wheel”• Be patient, use realistic timelineBe patient, use realistic timeline• Consumers expect much from specs ==> Consumers expect much from specs ==>
“quality” over “schedule” within reason“quality” over “schedule” within reason
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SCHEDULE ADVICE
Never commit to complete a project within six months of the fiscal year . . .
Augustine's Law Number XXXVI
. . . In either direction!. . . In either direction!
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STANDARDS STANDARDS GROWTHGROWTH
Number of Standards Produced Number of Standards Produced AnnuallyAnnually
STANDARDS STANDARDS GROWTHGROWTH
Number of Standards Produced Number of Standards Produced AnnuallyAnnually
Source: Augustine's Laws
Correlation of Correlation of Growth of Growth of SpecificationsSpecificationsandand
CommonCommonWeeds!
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PREMO ExamplePREMO Example
•New TechnologyNew Technology
•Market Place NeedMarket Place Need
•Vendor SupportVendor Support
•Broad Active SupportBroad Active Support
•Schedule SlipSchedule Slip
BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!
BACKFIRE!BACKFIRE!
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VRML ExampleVRML Example
•New TechnologyNew Technology
•Market Place NeedMarket Place Need
•Vendor SupportVendor Support
•Broad Active SupportBroad Active Support
•Fast ProcessFast Process
WIN - WIN - WIN!WIN - WIN - WIN!WIN - WIN - WIN!WIN - WIN - WIN!
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EDIT
ENDEND
ENDEND
JUMP-START KEY PROJECTSJUMP-START KEY PROJECTS
TIMETIME
…. …. …. …. …. …. ….
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0 20000 40000 60000 80000 100000
U.S.
France
India
Japan
Italy
Spain
Source: ANSI
The U.S., by sheer numbers, has more standards available for application than most other nations -- but, a significant portion of these document obsolescent technology, are redundant, or are overlapping.
The U.S., by sheer numbers, has more standards available for application than most other nations -- but, a significant portion of these document obsolescent technology, are redundant, or are overlapping.
Source: National Center for Manufacturing Sciences
STANDARDS OUTPUTSTANDARDS OUTPUT
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PARETO STRIKES AGAIN!
80% of the orders for individual standards are for only 15% to 20% of the total number published. Source: ANSI
CONCLUSION: Most PublishedMost PublishedStandards are Seldom Used!Standards are Seldom Used!
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PLAYERSPLAYERSPLAYERSPLAYERS
UsersUsers SDOsSDOs ConsortiaConsortia VendorsVendors Test OrganizationsTest Organizations
UsersUsers SDOsSDOs ConsortiaConsortia VendorsVendors Test OrganizationsTest OrganizationsPOSIPOSIPOSIPOSI
ISOFNC
ISSS
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ISO
OAG
Some of the Many of Players:Some of the Many of Players:
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PROBLEMPROBLEMPROBLEMPROBLEM
Too Many Players!Too Many Players!Too Many Standards!Too Many Standards!
How do we leverage ourlimited resources and protect our interests?
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X12
TC154
UN/ECE
ELECTRONIC ELECTRONIC COMMERCECOMMERCESTANDARDSSTANDARDS
X9
SC 34
SC 24
SC 30
HL7
CEFACT
ISSB
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COMING DATA COMING DATA AVALANCHE!AVALANCHE! By 2000 AD
• Information doubles 1 time every 3 years
• Data will double > 20 times in only 6 years
Thus, in 6 years -- Data 125,000 > Information!
e.g., "Documents" now include • Digitized Text • Photographs• Graphics • Audio• Color Animation• Video
SoURCE: George Gilder , "Life After Television"
DA
TA
INFORMATION
Next 6 Years
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INTERNATIONAL….INTERNATIONAL….
• Global ScopeGlobal Scope
• Technology RelevanceTechnology Relevance
• Accredited/ Professional RecognitionAccredited/ Professional Recognition
• Significant to Stakeholder InterestsSignificant to Stakeholder Interests
• Marketplace SupportMarketplace Support
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Standards Support for aStandards Support for aWinning StrategyWinning Strategy
• TECHNOLOGY - Help Co-Opt TECHNOLOGY - Help Co-Opt Promising New TechnologyPromising New Technology
• PROCESS - Articulate Proven ‘Best PROCESS - Articulate Proven ‘Best Practices’Practices’
• PEOPLE - Inform, Help Change PEOPLE - Inform, Help Change Attitudes, Get InvolvedAttitudes, Get Involved
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Being a World Class Enterprisemeans compliance with Global Standards
Or you let others write the standards for you:
Good - cost avoidance for
immediate profit improvement
Bad - others determine your product destiny
World Class ApproachWorld Class Approach
You either influence the standards:
Good - you control/influence
product destinyBad - short-term costs with weak
traceability on long-termreturn
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World Class ApproachWorld Class Approach
Being a World Class Enterprise
Means Compliance With
Global Standards
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World Class ApproachWorld Class Approach
Fork in the Road
Or you let others build them:
Good - Cost avoidance for immediate improve- ment
Sad - Others determine your destiny
You either influence the standards:
Good - You control/influence destiny
Sad - Short term costs with weak traceability on long term return
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What Does A What Does A GoodGoodIT StandardsIT StandardsStrategy Look Strategy Look Like?Like?
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InsanityInsanity
Doing something the Doing something the same way as always same way as always and expecting to get and expecting to get
a different resulta different result
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““You cannot You cannot solve problems at solve problems at the same level of the same level of thinking that thinking that created them.”created them.”
Albert Einstein
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NEED A NEW PARADIGMNEED A NEW PARADIGM
• Direct User InvolvementDirect User Involvement– Requirements DrivenRequirements Driven– Includes small and medium business Includes small and medium business
enterprises (S&MBEs)enterprises (S&MBEs)• ResponsiveResponsive
– Keep Pace With TechnologyKeep Pace With Technology– Manage Development as a ProjectManage Development as a Project
• International PerspectiveInternational Perspective– Foster Global CommerceFoster Global Commerce– Open Solutions Available in MarketplaceOpen Solutions Available in Marketplace
New Paradigm For Standards Process:New Paradigm For Standards Process:
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