standards tutorial chris kreiler jerry smith vico equense 27 feb 06

STANDARDSSTANDARDSTUTORIALTUTORIAL

Chris KreilerChris KreilerJerry SmithJerry Smith

Vico EquenseVico Equense27 Feb 0627 Feb 06

Tutorial Structure• Part 1 – Slides #3-19: Background• Part 2 - #20-57: What is a Standard?• Part 3 - #58-74: Business Case• Part 4 - #75-107: Standards Process• Part 5 - #108-117: Life Cycle• Part 6 - #118-153: Observations• Part 7 - #154-162: IT Standards Universe• Part 8 - #163-231: Players• Part 9 - #232-281: ISO• Part 10 - #282-336: SC4• Part 11 - #337-385: SC4 Online• Part 12 - #386-409: misc + Harvesting

SUMMARYSUMMARY• Standards ActivitiesStandards Activities

• Types of StandardsTypes of Standards

• ISO Structure & ProceduresISO Structure & Procedures

• TC184/SC4 Organization & OperationsTC184/SC4 Organization & Operations

• Managing StandardsManaging Standards

• Development PrinciplesDevelopment Principles

Capturing the Hearts and Minds of Capturing the Hearts and Minds of PeoplePeople

Reality: standards and the standardization process is boring to most people.

• Standards & the standardization process does not generate high interest and excitement among engineers and technologists

• Program/Project managers are keenly interested in budget and schedule but frequently view standards as obstacles.

• Not considered to be a high profile issue with politicians.• CEO's don’t see standards/participation in standards activities, as a

positive influence on stock price for the next quarter • Users are only interested in the final product and fail to appreciate the

role, value, or process of standards in helping them obtain interoperable products and services.

An effective standards approach needs to consider these realities.

Business Case for Business Case for Standards Standards

• e-Business is becoming a cornerstone e-Business is becoming a cornerstone of the global economyof the global economy

• Full benefits for consumers, industry Full benefits for consumers, industry and government demand a and government demand a comprehensive and coherent set of comprehensive and coherent set of Information Technology standardsInformation Technology standards– OpenOpen– Interoperable and scaleable Interoperable and scaleable – Internationally accepted/accreditedInternationally accepted/accredited– Market supportedMarket supported

Benefits of Benefits of StandardsStandards

• Encourage InnovationEncourage Innovation– Stimulate InnovationStimulate Innovation– Foster Knowledge Sharing & SynergiesFoster Knowledge Sharing & Synergies– Accelerate Speed to MarketAccelerate Speed to Market

• Foundation for Growth & ProductivityFoundation for Growth & Productivity– Improve EfficiencyImprove Efficiency– Reduce CostsReduce Costs– Increase Consumer ConfidenceIncrease Consumer Confidence

• Facilitate Market SupportFacilitate Market Support– Facilitate Trade Facilitate Trade – Better Access to MarketsBetter Access to Markets– Reduce Business RiskReduce Business Risk

SUMMARYSUMMARY• Standards ActivitiesStandards Activities• Types of StandardsTypes of Standards





A STANDARDS TAXONOMYA STANDARDS TAXONOMYA STANDARDS TAXONOMYA STANDARDS TAXONOMY

Company Internal Government Voluntary International Voluntary

Regulatory Commercial

Mil Specs

Purchase Specifications

FIPs

Accredited

User Driven

Vendor Driven

User Driven

Vendor Driven

Single Country

Regional

International

Other SDO/SSO

Professional Society

Accredited Accredited Accredited

Industry Association Consortia

Other Other Other

The IT Standards UniverseThe IT Standards Universe

PLAYERSPLAYERS

POSIPOSIPOSIPOSI

ISOFNC

ISSS

UsersSDOs/SSOsConsortiaProfessional Societies Industry AssociationsVendorsTest Organizations

UsersSDOs/SSOsConsortiaProfessional Societies Industry AssociationsVendorsTest Organizations

FREE STANDARDS FREE STANDARDS GROUPGROUP

• The Free Standards Group is an independent, nonprofit organization dedicated to accelerating the use of free and open source software by developing and promoting standards. The acronym LSB stands for Linux Standard Base. The goal of the LSB project is to develop and promote standards that will increase the compatibility among Linux and other similar systems, and enable software applications to run on any conforming system.

• The Free Standards Group develops standards and tools that help developers focus on adding value to their software, rather than spending time dealing with verification and porting issues. The group also coordinates testing and certification programs that verify software compliance with existing standards.

• By working to ensure Linux applications and platforms work together seamlessly, the Free Standards Group also helps corporate IT users migrate to -- and expand their use of -- Linux. The Free Standards Group thus serves as a key facilitator between the needs of the open source software development community and the IT industry, which relies increasingly on Linux as a solutions platform.

• Key projects and workgroups of the Free Standards Group include the Linux Standard Base (LSB) and OpenI18N. Other projects include: Linux Assigned Names and Numbers Authority (LANANA), OpenPrinting, Accessibility, DWARF (a debugging file format), and OpenCluster.

• LSB - develops and promotes a set of standards that will increase compatibility among Linux distributions and enable software applications to run on any compliant system. In addition, the LSB will help coordinate efforts to recruit software vendors to port and write products for Linux.

IT Standards IT Standards Development ProcessesDevelopment Processes

• International Standards DevelopmentInternational Standards Development

• De jure ProcessDe jure Process

• Professional Society ProcessProfessional Society Process

• Industry Association ProcessIndustry Association Process

• Consortia ProcessConsortia Process

• Government ProcessGovernment Process

Paradigm ComparisonsParadigm ComparisonsDe Jure

CommunityConsortia

Professional Society

Industry Association

Federal Government

Sample Organizations

ISO, ANSI, NCITS

OASIS, W3C, IETF

IEEE, ACM EIA/GEIA/TIADSP, FIPS,

FGDC

New Work Items

Proposal approved by at least 5 National Bodies

At least 3 members draft charter. Approval by OASIS TC Administration.

Establish sponsorship under IEEE Society, TC, or SCC. Must have member of IEEE-SA Board on committee.

Formulating Group submits proposal to Technical Standards Subcommittee for Approval. Referred to an Engineering Committee for development.

FIPS Standards developed by NIST. FGDC standards developed by working groups within FGDC Committees.

Technical Membership

Appointed by National Bodies

“Eligible” individual members volunteer.

Appointed by IEEE Society or IEEE-SA Board. IEEE Members can apply for membership to the Chair.

Member companies appoint voting representative. May designate supplemental representatives. Non-TIA companies may pay a fee to participate.

Member of FGDC workgroup or a NIST employee/ contractor.

Time Limit to Complete

36-48 Months

Completion dates established in the TC Charter.

4 Years

Submitted for publication within 1 year from the close of the comment period.

None Stated

ORGANIZATION ExamplesORGANIZATION Examples

• Voluntary vs. Involuntary standardsVoluntary vs. Involuntary standards– Voluntary: consumer choosesVoluntary: consumer chooses

– Involuntary: government regulation/lawInvoluntary: government regulation/law

• Treaty vs. non-treaty organizationsTreaty vs. non-treaty organizations– Treaty: e.g., UN, ITU, G7, NAFTATreaty: e.g., UN, ITU, G7, NAFTA

– Non-Treaty: e.g., ISO, IEC, IEEENon-Treaty: e.g., ISO, IEC, IEEE

• Standards setting organizationsStandards setting organizations– Accredited: e.g., ISO, IEC, BSI, DIN, CSA, JIS, ANSI, IEEE, UL, Accredited: e.g., ISO, IEC, BSI, DIN, CSA, JIS, ANSI, IEEE, UL,

NFPA, SAE, ASTM, INCITSNFPA, SAE, ASTM, INCITS

• Specification development organizationsSpecification development organizations– Non-accredited: e.g., IETF (internet), W3C, OMG, ATM Forum, Open Non-accredited: e.g., IETF (internet), W3C, OMG, ATM Forum, Open

Group, OASIS, IRDA, DAVIC, consortiaGroup, OASIS, IRDA, DAVIC, consortia

International Standards International Standards Development:Development:

de jure Processde jure Process

Four Global de jure Bodies (SSO)

– International Electrotechnical Commission

(IEC) http://www.iec.ch

– International Organization for Standardization

(ISO) http://www.iso.org

– International Telecommunication Union (ITU) http://www.itu.int

– United Nations Economic Commission for

Europe (UN/ECE) http://www.unece.org/cefact

http://www.itu.int/

http://www.itu.int/

Some Causes of Fragmentationin global IT standards setting

• Desire for standards process speed to keep pace with rapid technology evolution.

• Increasing national and regional economic competition.

• Growing acceptance that standards can convey strategic advantage.

• Desire to challenge early market leader dominance in discrete product areas (e.g., operating systems).

• Egos

Direct User Involvement Requirements Driven Includes S&MBEs

Responsive Keep Pace With Technology Manage Development as a Project

International Perspective Foster Global Commerce Open Solutions Available in Marketplace

NEED A NEW PARADIGM

New Paradigm For Standards Process:New Paradigm For Standards Process:

InsanityInsanityDoing 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

““You cannot You cannot solve problems solve problems at the same at the same level of thinking level of thinking that created that created them.”them.”

Albert Einstein

The Standards Life-CycleThe Standards Life-CycleUser / Vendor

Needs AssessmentInternational Standard (IS)

Working Draft (WD)

Development

Committee Draft (CD)

Consensus and Verification

Draft International

Standard (DIS)

Validation, Consensus and FixesStandards

Implementation Implementors Work Shop (WS)

Product Planning

Prototypes Conformance Testing

Demonstration Validation

Tech Transfer of Test ToolsUser/Vendor Agreements

Training, Awareness, Market Building

Product Development

Accreditation and

Certification

Test Requirements

Abstract Test Cases

Test System and Tools

Test Prototypes

Test System Validation

Dev. Test Services

Interoperability Testing

Registration Procurement

Testing

Integration


• Types of StandardsTypes of Standards• ISO Structure & ProceduresISO Structure & Procedures




WHY STANDARDS? WHY STANDARDS?

CATEGORIESCATEGORIES

1 - 1 - PRODUCTPRODUCT Standards Standards2 - 2 - CONTROLCONTROL Standards Standards3 - 3 - PROCESSPROCESS Standards Standards4 - 4 - PERFORMANCEPERFORMANCE Standards Standards

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!

What Does A GoodWhat Does A GoodIT StandardsIT Standards

Strategy Look Like?Strategy Look Like?

How Do You Find the How Do You Find the Right Standard?Right Standard?

TechnologyTechnologyEnablersEnablers

BusinessBusinessProcessesProcesses

MarketplaceMarketplaceSupportSupport

Useful Useful StandardsStandards

Useful Standards Become Significant Enablers!Useful Standards Become Significant Enablers!Useful Standards Become Significant Enablers!Useful Standards Become Significant Enablers!

DriversDriversDriversDrivers

Is it Open and Accredited?Is it Open and Accredited?Publicly available (open) Consistent with

authoritative sources

Will It Do the Job?Will It Do the Job?Critical to interoperability or business

case

Is It Used in the Is It Used in the Marketplace?Marketplace?

Implemented in conforming COTS Is it Stable and Reasonably Is it Stable and Reasonably

Mature?Mature?• Mature service, interface, or standard

UserUserChecklistChecklist

SUGGESTED SELECTION SUGGESTED SELECTION CRITERIACRITERIA

Openness Openness ….….

• Significance:Significance:– Important for users to specify as Important for users to specify as

‘mandated’ only “open” IT Standards and ‘mandated’ only “open” IT Standards and SpecificationsSpecifications• Avoid LawsuitsAvoid Lawsuits

– Perceived endorsementPerceived endorsement

• Avoid Royalty LiabilitiesAvoid Royalty Liabilities

BEST STANDARDS BEST STANDARDS SOURCESSOURCES

• ISO- de jure consensus-based ISO- de jure consensus-based international standards (SC4)international standards (SC4)

• ITU -International – treaty-basedITU -International – treaty-based

• National - NB accredited standards National - NB accredited standards (KATS, AFNOR, BSI, DIN, JIS)(KATS, AFNOR, BSI, DIN, JIS)

• Consortia – (W3C, IETF, OASIS)Consortia – (W3C, IETF, OASIS)

• Professional Societies – (IEEE)Professional Societies – (IEEE)

Bes

t!B

est!

Selecting Which Standards to Use Selecting Which Standards to Use [1][1]

• Successful standard = widely accepted Successful standard = widely accepted specification of how a set of technologies specification of how a set of technologies that must exchange data and interoperate that must exchange data and interoperate need to be implemented. need to be implemented.

• But it is what is done with that specification But it is what is done with that specification – how it is implemented – that measures the – how it is implemented – that measures the true success of a standard. true success of a standard.

• By driving the incorporation of By driving the incorporation of user/consumer/ business operations user/consumer/ business operations requirements into IT standards, we requirements into IT standards, we encourage industry to develop and build encourage industry to develop and build compliant commercial products (available compliant commercial products (available as open standards conforming COTS). as open standards conforming COTS).


• As more and more vendors’ offer compliant As more and more vendors’ offer compliant COTS, prices go down, the number of COTS, prices go down, the number of standardized products goes up, and standardized products goes up, and reliability, robustness, and interchangeability reliability, robustness, and interchangeability increases. This significantly enhances increases. This significantly enhances interoperability. interoperability.

• When users and consumers influence the When users and consumers influence the specification of international standards, specification of international standards, competition to deliver required products competition to deliver required products increases while making newly developed increases while making newly developed products more marketable globally. products more marketable globally.

• As a result, conforming products are readily As a result, conforming products are readily available in the marketplace. available in the marketplace.

Selecting Which Standards to UseSelecting Which Standards to Use [4][4]

• Good standards are used in building successful COTS products.

• From a user perspective it is best to have available a choice of competing conforming products.

• Ultimately, standards must be validated by marketplace acceptance (i.e., vendors produce COTS based upon open standards).

““Markets – not standards committees – Markets – not standards committees – determine which standards will be the determine which standards will be the

winners!”winners!” Phil ConditPhil Condit

““Markets – not standards committees – Markets – not standards committees – determine which standards will be the determine which standards will be the

winners!”winners!” Phil ConditPhil Condit


• Thus one metric for determining the Thus one metric for determining the “goodness” of a standard is how “goodness” of a standard is how ubiquitous and numerous are the ubiquitous and numerous are the conforming implementations.conforming implementations.

““Success of a standard is measured by the Success of a standard is measured by the number of competing implementations that number of competing implementations that

build upon that standard, not in the build upon that standard, not in the creation of the specification itself.”creation of the specification itself.”

Carl CargillCarl Cargill

““Success of a standard is measured by the Success of a standard is measured by the number of competing implementations that number of competing implementations that

build upon that standard, not in the build upon that standard, not in the creation of the specification itself.”creation of the specification itself.”

Carl CargillCarl Cargill

Suggested MetricsSuggested MetricsFor Selecting Which Standards to UseFor Selecting Which Standards to Use

• Performance– Degree of Requirements Satisfaction

• Utility– Measure of Acceptance / Support– Estimated Savings / Benefits

• Stability– Vendors do not want to invest in an unstable

Standard– Users do not want to buy products that may

become obsolete due to Standards Change• Market Place Support

– Ubiquitous Conforming COTS

Some Good Some Good ExamplesExamples

• VRML – ISO/IEC JTC1, SC24VRML – ISO/IEC JTC1, SC24• Metadata – 11179 – JTC1, SC32Metadata – 11179 – JTC1, SC32• Networking Standards - IEEENetworking Standards - IEEE• UDDI – OASISUDDI – OASIS• XML – W3CXML – W3C• Wireless – ETSIWireless – ETSI• STEP Part 28 – SC4STEP Part 28 – SC4• STEP AP 239 PLCS – SC4STEP AP 239 PLCS – SC4

• VRML – ISO/IEC JTC1, SC24VRML – ISO/IEC JTC1, SC24• Metadata – 11179 – JTC1, SC32Metadata – 11179 – JTC1, SC32• Networking Standards - IEEENetworking Standards - IEEE• UDDI – OASISUDDI – OASIS• XML – W3CXML – W3C• Wireless – ETSIWireless – ETSI• STEP Part 28 – SC4STEP Part 28 – SC4• STEP AP 239 PLCS – SC4STEP AP 239 PLCS – SC4



• ISO Structure & ProceduresISO Structure & Procedures• TC184/SC4 Organization & OperationsTC184/SC4 Organization & Operations



International Organization for International Organization for Standardization (ISO*) BackgroundStandardization (ISO*) Background

• The "International Organization for Standardization" would have different abbreviations in different languages ("IOS" in English, "OIN" in French for Organisation internationale de normalisation), it was decided at the outset to use a word derived from the Greek isos, meaning "equal". Therefore, whatever the country, whatever the language, the short form of the organization's name is always ISO.

• International standardization began in the electrotechnical field: the International Electrotechnical Commission (IEC) was established in 1906. Pioneering work in other fields was carried out by the International Federation of the National Standardizing Associations (ISA), which was set up in 1926. The emphasis within ISA was laid heavily on mechanical engineering. ISA's activities came to an end in 1942.

• In 1946, delegates from 25 countries met in London and decided to create a new international organization, of which the object would be "to facilitate the international coordination and unification of industrial standards". The new organization, ISO, officially began operations on 23 February 1947.

*[ISO is a *[ISO is a Greek derivative, rather than an acronym]Greek derivative, rather than an acronym]

ISO Structure

TC184/SC4TC184/SC4TC184/SC4TC184/SC4

International Workshop AgreementInternational Workshop Agreement

ISO International StandardReview: 5 years

ISO International StandardReview: 5 years

Final text of International Standard Final text of International Standard

FDIS 2/3 Maj of P-members less than 1/4 negative votes

FDIS 2/3 Maj of P-members less than 1/4 negative votes

DIS or ISO/TS :• 2/3 Maj of P-members, • Review: 3 years – Max 6

ISO/TR for non-normative documents• Simple Maj of P-members• No review

DIS or ISO/TS :• 2/3 Maj of P-members, • Review: 3 years – Max 6

ISO/TR for non-normative documents• Simple Maj of P-members• No review

First CD or ISO/PAS:• Simple Maj of P-members• Review 3 years – Max 6

First CD or ISO/PAS:• Simple Maj of P-members• Review 3 years – Max 6

Publication of International Standard

Publication of International StandardSTAGE 6STAGE 6STAGE 6STAGE 6

Formal vote on FDIS (proof check by secretariat)

Formal vote on FDIS (proof check by secretariat)STAGE 5STAGE 5STAGE 5STAGE 5

NP(new work item proposal)

NP(new work item proposal)STAGE 1STAGE 1STAGE 1STAGE 1

Building expert consensusBuilding expert consensusSTAGE 2STAGE 2STAGE 2STAGE 2

Consensus building within TC/SCConsensus building within TC/SCSTAGE 3STAGE 3STAGE 3STAGE 3

Enquiry on DIS (Draft International Standard)

Enquiry on DIS (Draft International Standard)STAGE 4STAGE 4STAGE 4STAGE 4

NEW!NEW!NEW!NEW!

NEW!NEW!NEW!NEW!

Workshop routeWorkshop routeWorkshop routeWorkshop routeNEW!NEW!NEW!NEW!

TC/SC routeTC/SC route DeliverablesDeliverables

FASTFASTTRACKTRACKFASTFASTTRACKTRACK

ISO Development ProcessISO Development Process

ISO

www.iso.orgwww.iso.org

International Organization International Organization for Standardizationfor Standardization

LiveLink tourLiveLink tour




• TC184/SC4 Organization & OperationsTC184/SC4 Organization & Operations• Managing StandardsManaging Standards


Information ServiceTo provide 24-hour access to standards information needed for collaborative development of consensus international standards.

ACCESS: http://www.tc184-sc4.org

CONTENTSCONTENTS: ISO/TC184/SC4 draft and approved standards, position papers, QC documents, methods, ballot status, schedules, software tools, meeting information, and working group information.

PRODUCTDATASTANDARDS MANDATE

STEP

OIL&GAS

PLIB

IIDEAS

ISO 10303

ISO 13584

ISO 15531

ISO 15926

ISO 18876

ISO 18629ISO 20303ISO 20542

PSLEXPRESSRef Model for Systems Eng

SC4 Families of Standards263 published multi-part ISO standards

Name ISO number Title

STEP ISO 10303 Standard for the exchange of product model data

PLIB ISO 13584 Parts Library

MANDATE ISO 15531Industrial manufacturing management data exchange, in the annex the titles of the standards delivered

OIL & GAS ISO 15926Integration of Life-cycle Data for Oil and Gas Production

PSL ISO 18629 Process specification language

IIDEAS ISO 18876Technical Specifications: integration of industrial data for exchange, access, and sharing

OTD ISO 22745 Open technical dictionary

ISO 20542 Reference model for systems engineering

ISO 22720 ASAM Open Data Services

IFC ISO 16739 Industry Foundation Classes

EXPRESS ISO 20303 Technology Parts (reserved number)

SC4 STRATEGYSC4 STRATEGY• Facilitate collaboration with market-relevant other standards activities

(SDO/SSO)

• Increase marketing activities to build global awareness of TC184/SC4 activities and products

• Make extensive use of electronic techniques for standards development, balloting and comment resolution, with a

• Use a comprehensive program management database to monitor progress and ensure efficient operation

• Establish necessary links and provide a mechanism for external bodies to submit relevant related specifications to the ISO process through the SC4 Harvesting process.

• Exploit the TMB suggestion for making standards

available as databases

• Establish Registration Authorities and

Maintenance Agencies when applicable

Form New Partnerships to …Form New Partnerships to …

… … Shape The Future!Shape The Future!

Seek New Collaborative Seek New Collaborative Opportunities:Opportunities:

- E.g., Work With Other Fora- E.g., Work With Other Fora

• de jurede jure Activities, Consortia, Activities, Consortia, Professional Societies, Professional Societies, Industry Associations, etc.Industry Associations, etc.

- Adapt Processes to Market - Adapt Processes to Market NeedsNeeds

StrategyStrategy

Harvesting External WorkHarvesting External WorkBringing Into SC4 Externally DevelopedDocuments for TranspositionInto ISO Accredited:

– Standards (IS)– Technical Specifications (TS)– Publicly Available Specifications (PAS))

SC4 Harvesting of Externally Developed Specifications

Being Market Relevant!Being Market Relevant!

PROCESSPROCESS

Submit toSecretariat/SC4 Process

InternationalInternationalStandard (IS)Standard (IS)

TechnicalTechnicalSpecification (TS)Specification (TS)

Publicly AvailablePublicly AvailableSpecification (PAS)Specification (PAS)

Extern

ally Develop

ed D

ocum

ent

((SC4 Harvesting AlternativesSC4 Harvesting Alternatives))

SC4Harvesting

SCHEDULED FUTURE SCHEDULED FUTURE MEETINGSMEETINGS

Spring 2006 – Vico Equense, ItalySpring 2006 – Vico Equense, Italy

5-10 March5-10 March

Summer 2006 – Toulouse, France

26 - 30 June

Fall 2006 – Hershey Pennsylvania

22 – 27 October

http://www.tc184-sc4.orghttp://www.tc184-sc4.orgselect: “meetings”select: “meetings”

Tentatively PlannedTentatively PlannedFuture MeetingsFuture Meetings

Spring 2007 - Brazil?

Summer 2007 - Portugal

Fall 2007 - TBD

Fall 2008 - Korea

• The official e-Portal of ISO TC 184/SC4, Industrial data

http://www.sc4online.org http://www.tc184-sc4.org





• Managing StandardsManaging Standards• Development PrinciplesDevelopment Principles

Goals of Standards Goals of Standards ProcessProcess

• Well-Defined Product:Well-Defined Product:– Consistent implementationsConsistent implementations– Coherent functionalityCoherent functionality

• Commercial Viability:Commercial Viability:– Allows range of implementationsAllows range of implementations– Commercial products are possibleCommercial products are possible– Promotes wide adoptionPromotes wide adoption– No “Standards-for-Standards-Sake” (e.g., some No “Standards-for-Standards-Sake” (e.g., some

standards consultant dominated projects)standards consultant dominated projects)• Wide acceptance:Wide acceptance:

– Many conforming implementationsMany conforming implementations• Few bugs:Few bugs:

– Low number of defect reportsLow number of defect reports

Generic IT Standards Life Generic IT Standards Life CycleCycle

Development ConsensusBuilding

Maintenance

Revise, Reaffirm, Withdraw

• Choosing the right Choosing the right “process” is not trivial“process” is not trivial

• Accreditation affords Accreditation affords consistent processconsistent process

• Committees don’t reinvent Committees don’t reinvent wheelwheel

• Accredited process is well-Accredited process is well-tested and tested and “off the shelf”“off the shelf”

• Consensus is significantConsensus is significant

• Broad participation yields Broad participation yields better quality results but better quality results but make for slower processmake for slower process

Consistency Via Accredited ProcessConsistency Via Accredited Process

Management of IT Standards Management of IT Standards Activities Activities

• Governing concept needs to separate the Governing concept needs to separate the management of standardization activities from management of standardization activities from the technical work the technical work – standards manager owns the process standards manager owns the process – sponsors and stakeholders own the specific sponsors and stakeholders own the specific

substantive content substantive content • Manage IT standards activities by employing a Manage IT standards activities by employing a

lifecycle portfoliolifecycle portfolio• Decisions based upon Decisions based upon

– mission goals mission goals – architecturearchitecture– risk risk – performanceperformance– expected return on investment (ROI) expected return on investment (ROI)

Standards Process Standards Process PrinciplesPrinciples

• The process is The process is timelytimely; purely administrative ; purely administrative matters do not slow down the workmatters do not slow down the work

• Standards activities are Standards activities are coherentcoherent, avoiding , avoiding overlap or conflictoverlap or conflict

• Successful standards processes yield the right Successful standards processes yield the right resultsresults– Standards are Standards are relevantrelevant, meeting agreed criteria and , meeting agreed criteria and

satisfying real needs by providing added value.satisfying real needs by providing added value.– Standards are Standards are responsiveresponsive to the real world; they use to the real world; they use

available, current technology and do not available, current technology and do not unnecessarily invalidate existing products or unnecessarily invalidate existing products or processes.processes.

– Standards are Standards are performance-basedperformance-based, specifying , specifying essential characteristics rather than detailed essential characteristics rather than detailed designs.designs.

CONSENSUS ….CONSENSUS ….• Consensus is defined as a general Consensus is defined as a general

agreement, characterized by the absence of agreement, characterized by the absence of sustained opposition to substantial issues by sustained opposition to substantial issues by any important part of the concerned interests any important part of the concerned interests and by a process that involves seeking to and by a process that involves seeking to take into account the views of all parties take into account the views of all parties concerned and to reconcile any conflicting concerned and to reconcile any conflicting arguments. arguments.

• Consensus need not imply unanimity. Consensus need not imply unanimity.

CONSENSUS ….CONSENSUS ….• Most useful and stable standards come from Most useful and stable standards come from

a voluntary consensus process a voluntary consensus process • The broader the range of consensus, the The broader the range of consensus, the

higher quality the resulting specificationhigher quality the resulting specification• Consensus BuildingConsensus Building

– Collaboration, harmonization, refinementCollaboration, harmonization, refinement– Public reviews as soon as possiblePublic reviews as soon as possible– Public commentsPublic comments– Resolution of commentsResolution of comments– Approval stages:Approval stages:

• Working draftWorking draft• Committee draftCommittee draft• Draft StandardDraft Standard• Approved StandardApproved Standard

Success Attributes Success Attributes [2][2]

• Conformance:– need to measure it– should have working definition ASAP

• Target audience: commercial systems and users

• Quality: fix bugs immediately!• Process: have faith in consensus process

-- it works!

Failure Attributes Failure Attributes [1][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

PREMO Example

• New Technology

• Market Place Need

• Vendor Support

• Broad Active Support

• Schedule Slip

BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!BUT LOST THE BUBBLE!

BACKFIRE!BACKFIRE!

Standards vs. Standards vs. Technology Technology

• Need to keep pace with technology evolution Need to keep pace with technology evolution • Natural tension between standards setting Natural tension between standards setting

and technology evolution and 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 engenders social and economic costs (e.g., Beta

vs. VHS) vs. VHS)

Replicate Proven Replicate Proven Practices 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)

Performance vs. Performance vs. ProcessProcess

• Successful standards specify performance and Successful standards specify performance and interface requirements interface requirements

• Telling a vendor how to build a product (process Telling a vendor how to build a product (process specific standards) is a poor example of how to specific standards) is a poor example of how to establish effective standards establish effective standards

• Interested in the final product - not the process used Interested in the final product - not the process used to get there to get there

• Beware of "management" standards Beware of "management" standards

• Certain "best practice" guides and specifications Certain "best practice" guides and specifications such as "configuration management" are generally such as "configuration management" are generally OKOK

Market Place Market Place Support Support

• The market place - not a The market place - not a Standards Committee - determines Standards Committee - determines which standards are the winners! which standards are the winners!

• Need good, desirable, useful, workable, Need good, desirable, useful, workable, and effective standards that:and 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 Need vendors to build COTS that employ open standards employ open standards

Avoid Government Unique Avoid Government Unique Standards Standards

• Government unique (vs. Government unique (vs. de jurede jure or 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-STDS ditto proprietary solutions. Use MIL-STDS and specifications only when nothing else and specifications only when nothing else is availableis available

Management of IT Standards Management of IT Standards ActivitiesActivities

• Include relationships to:Include relationships to:– Business & technology environment Business & technology environment – Support of the stakeholders Support of the stakeholders – Support key business operations Support key business operations

• Ensuring stakeholder involvement is Ensuring stakeholder involvement is criticalcritical– make it easy for them to participate via a make it easy for them to participate via a

low-drag administrative process low-drag administrative process • Very important to make standards Very important to make standards

visible, understandable and readily visible, understandable and readily availableavailable

CONCLUSIONS CONCLUSIONS [3][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

World 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

WE NEED MORE THAN STANDARDS!WE NEED MORE THAN STANDARDS!

Both Are Using A Mature, InternationallyAccredited Standard With Vast MarketplaceSupport -- But No INTEROPERABILITY!!

standards tutorial chris kreiler jerry smith vico equense 27 feb 06

Documents

process of standards

standards processpart

standards universepart

standards ebusiness

effective standards

business casepart

standardization process

nonprofit organization