DoD Efforts in ISO Standardization DoD Efforts in ISO Standardization InitiativesInitiatives

“Some “Some Observations on Observations on

Creating IT Creating IT Standards”Standards”Nonna Bond and Jerry SmithNonna Bond and Jerry Smith

DSP ConferenceDSP Conference23-25 May 200623-25 May 2006

ArlingtonArlington

DSP Conference 2006

A Few A Few ObservationsObservations

1 – 1 – EnigmaEnigma*Standards are Boring!*Standards are Boring!*Special Interests and Egos are Involved*Special Interests and Egos are Involved*Significant Opportunities to Make a Real Difference*Significant Opportunities to Make a Real Difference

2 - IT Standards Are Important to DoD2 - IT Standards Are Important to DoD*Public Law & Policy Rely on Private Sector*Public Law & Policy Rely on Private Sector*DoD participation essential*DoD participation essential*“Right” Standards Are Key to DoD’s Complex Needs*“Right” Standards Are Key to DoD’s Complex Needs

Interoperability - Information Superiority - Logistics TransformationInteroperability - Information Superiority - Logistics Transformation

3 - Lessons Learned3 - Lessons Learned*Good Process Characteristics*Good Process Characteristics*Failure Attributes*Failure Attributes*Value of ‘Seed Funding’*Value of ‘Seed Funding’

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OBSERVATION #1OBSERVATION #1

Attitudes:Attitudes:Standards are Boring!Standards are Boring!

They get in the way!They get in the way!

They cost too much!They cost too much!

They don’t generate They don’t generate

profits!profits!

Who Cares?Who Cares?

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Engineers and TechnologistsEngineers and Technologists

• Standards & The Standardization Standards & The Standardization Process Do Not Generate High Process Do Not Generate High Interest And ExcitementInterest And Excitement– Love to chase technologyLove to chase technology

– Strive to make it “better” than ‘standard’Strive to make it “better” than ‘standard’

– Standards work brings little rewardStandards work brings little reward

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ProgramProgramandand

ProjectProjectManagers Managers

are keenly interested in are keenly interested in budget and schedule but budget and schedule but

frequently view frequently view standards as obstaclesstandards as obstacles

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CEO’sCEO’s don’t see standards, don’t see standards, or participation in or participation in

standards activities, standards activities, as a positive as a positive

influence on their influence on their stock price for the stock price for the

next quarter!next quarter!

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PoliticiansPoliticiansView of StandardsView of Standardsand the Standards and the Standards

ProcessProcess

““Not considered to beNot considered to bea high profile issue”a high profile issue”

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• Only interested in the final product Only interested in the final product

• Fail to appreciate the role, value, or Fail to appreciate the role, value, or process of standards in helping process of standards in helping them obtain interoperable products them obtain interoperable products and services.and services.

USERS/ USERS/ CONSUMERSCONSUMERS

DSP Conference 2006

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

Reality: Standards and the Standardization Process are Not of Much Interest (Indeed, Boring! ) to Most People.

• Standards & the standardization process do 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.

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OBSERVATION #2OBSERVATION #2• The Global IT Standards The Global IT Standards

Development Environment Development Environment is Immense!is Immense!– Growing Recognition That Growing Recognition That

Standards Are Important for Standards Are Important for Information ExchangeInformation Exchange

– Many Focused Players Many Focused Players Working in Specific Working in Specific Technology AreasTechnology Areas

– Special Interests and Egos Special Interests and Egos Are InvolvedAre Involved

– Lots of Duplication, Lots of Duplication, Fragmentation, WasteFragmentation, Waste

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The IT Standards UniverseThe IT Standards Universe

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POSIPOSIPOSI

ISO

ISSS UsersUsers SDOs/SSOsSDOs/SSOs ConsortiaConsortia Professional SocietiesProfessional Societies Industry AssociationsIndustry Associations VendorsVendors Test OrganizationsTest Organizations

PLAYERSPLAYERS

DoD & NSS Standards LandscapeDoD & NSS Standards Landscape

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Some Causes of Some Causes of FragmentationFragmentation

in Global IT Standards Settingin Global IT Standards Setting• Growing Acceptance That Standards Can Growing Acceptance That Standards Can

Convey Strategic Advantage.Convey Strategic Advantage.• Increasing National And Regional Economic Increasing National And Regional Economic

Competition.Competition.• Desire To Challenge Early Market Leader Desire To Challenge Early Market Leader

Dominance In Discrete Product Areas (E.G., Dominance In Discrete Product Areas (E.G., Operating Systems).Operating Systems).

• Realization That Standards Are Key To Realization That Standards Are Key To Interaction With Business PartnersInteraction With Business Partners

• Desire For Standards Process Speed To Desire For Standards Process Speed To Keep Pace With Rapid Technology Evolution.Keep Pace With Rapid Technology Evolution.

• EgosEgos

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OBSERVATION #3OBSERVATION #3• Too Many Standards Too Many Standards

– Gross Overabundance Gross Overabundance – Many Are ConflictingMany Are Conflicting– Often Document Old Often Document Old

TechnologyTechnology• They Are Produced They Are Produced

– With Little Consideration With Little Consideration of User Real Needs of User Real Needs

– Without Market Place Without Market Place SupportSupport

• Many Are the Product Many Are the Product of Ego Tripsof Ego Trips

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STANDARDS GROWTHSTANDARDS GROWTHNumber of Standards Produced AnnuallyNumber of Standards Produced Annually

STANDARDS GROWTHSTANDARDS GROWTHNumber of Standards Produced AnnuallyNumber of Standards Produced Annually

Source: Augustine's Laws

Correlation of Correlation of Growth of Growth of

SpecificationsSpecificationsandand

CommonCommonWeeds!Weeds!

Source: Augustine’s Laws

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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 STANDARDS OUTPUTOUTPUT

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PARETO STRIKES AGAIN!PARETO STRIKES AGAIN!

80% of the orders for individual 80% of the orders for individual standards are for only standards are for only 15% to 20%15% to 20% of the total number published.of the total number published. Source: ANSI

CONCLUSION: Most PublishedMost PublishedStandards are Seldom Used!Standards are Seldom Used!

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OBSERVATION #4OBSERVATION #4

Timing Timing of of standards standards

with with technology technology is criticalis critical

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Natural TensionNatural Tension

StandardsStandards TechnologyTechnology

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 GAP between Standards & Technology is the link that associates the two.the link that associates the two.

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OBSERVATION #5OBSERVATION #5• Dod Must Care Deeply Dod Must Care Deeply

About IT Standards About IT Standards DevelopmentDevelopment– Must Select The “Right” Must Select The “Right”

Standards To Meet Standards To Meet DoD’s Complex NeedsDoD’s Complex Needs

– Standards Are A Key Standards Are A Key Enabler!Enabler!• InteroperabilityInteroperability• NetcentricityNetcentricity• Information SuperiorityInformation Superiority• Logistics TransformationLogistics Transformation

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HEALTHY ECONOMY

STRONG DEFENSE

INTERDEPENDENCE

Maintain Global Leadership of Standards to Maintain Global Leadership of Standards to Enhance U.S. Competitiveness!Enhance U.S. Competitiveness!

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DoD Interest in External Standards DoD Interest in External Standards Activities Activities

• Driving the incorporation of Warfighter and DOD business operations requirements into non-government de jure and 'commercial' standards, encourages industry to develop and build compliant commercial products (available as open standards conforming COTS)

• As more and more vendor's offer compliant COTS, prices go down, the number of standardized products goes up, and reliability, robustness, and interchangeability increases

• This significantly enhances scalability and interoperability

• Thus, by influencing the specification of international standards, competition to deliver required products increases while making newly developed US-built products more marketable globally

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STATUATORY STATUATORY REQUIREMENTSREQUIREMENTS

• Use Technical Standards Use Technical Standards developed by Voluntary developed by Voluntary Consensus Standards Consensus Standards Bodies (SDO/SSO)Bodies (SDO/SSO)

• Participate in External Participate in External SDO/SSO to Represent SDO/SSO to Represent US US Interests.Interests.

United States Code Title 10, Section 2223; the Clinger-Cohen Act of 1996, PL 104-113, National Technology Transfer and Advancement Act (PL 104-113), 7 March 1996; various National Defense Authorization Acts; “Federal Participation in the Development and Use of Voluntary Consensus Standards and in Conformity Assessment Activities”, Office of Management and Budget Circular A-119, revised, 10 February 1998; (Circular A-119 is based on 31 U.S.C. [United States Code] 1111); DoD Instruction 4630.8, “Procedures for Interoperability and Supportability of Information Technology (IT) and National Security Systems (NSS)”Defense Cataloging & Standardization Act, TITLE 10, U.S. CODE CH 145, SECT 2451-2457; PL 107-314

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Information -- not Military Information -- not Military Might -- Will Dominate Might -- Will Dominate

Battlefields of 21st CenturyBattlefields of 21st Century

Information -- not Military Information -- not Military Might -- Will Dominate Might -- Will Dominate

Battlefields of 21st CenturyBattlefields of 21st Century

““Historically, the force Historically, the force that occupied the high that occupied the high ground had the greatest ground had the greatest advantage … ‘High advantage … ‘High Ground’ now consists of Ground’ now consists of informationinformation from from satellites and aerial satellites and aerial surveillance systems.”surveillance systems.”

Former Secretary of Defense William CohenFormer Secretary of Defense William Cohen

““Historically, the force Historically, the force that occupied the high that occupied the high ground had the greatest ground had the greatest advantage … ‘High advantage … ‘High Ground’ now consists of Ground’ now consists of informationinformation from from satellites and aerial satellites and aerial surveillance systems.”surveillance systems.”

Former Secretary of Defense William CohenFormer Secretary of Defense William Cohen

DSP Conference 2006

Never UnderestimateNever Underestimatethe Importance of Getting thethe Importance of Getting theRight Data at the Right Time! Right Data at the Right Time!

WHY STANDARDS? WHY STANDARDS?

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OBSERVATION #6OBSERVATION #6

Much Much Similarity in Similarity in

SDO/SSO SDO/SSO Process of Process of Standards Standards CreationCreation

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IT Standards IT Standards Development Development

ProcessesProcesses• International Standards DevelopmentInternational Standards Development• National Standards DevelopmentNational Standards Development• De jure ProcessDe jure Process• Professional Society ProcessProfessional Society Process• Industry Association ProcessIndustry Association Process• Consortia ProcessConsortia Process• Government ProcessGovernment Process

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STANDARDS TAXONOMYSTANDARDS TAXONOMYEXAMPLEEXAMPLE

STANDARDS TAXONOMYSTANDARDS TAXONOMYEXAMPLEEXAMPLE

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

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Some Paradigm Some Paradigm ComparisonsComparisons

De Jure Community

ConsortiaProfessional

SocietyIndustry

AssociationFederal

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

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Generic IT Standards Life Generic IT Standards Life CycleCycle

DevelopmentDevelopment ConsensusConsensusBuildingBuilding

MaintenanceMaintenance

Revise, Revise, Reaffirm, Reaffirm, WithdrawWithdraw

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

• Accreditation affords Accreditation affords consistent processconsistent process

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

• Consensus is significantConsensus is significant

• Broad participation Broad participation yields better quality yields better quality results but makes for results but makes for slower processslower process

Consistency Via Accredited ProcessConsistency Via Accredited Process

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What Does A What Does A GoodGood

IT StandardsIT StandardsStrategy Look Strategy Look

Like?Like?

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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

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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 Substantive Sponsors And Stakeholders Own The Specific Substantive

Content Content • Manage IT Standards Activities By Employing A Manage IT Standards Activities By Employing A

Lifecycle Portfolio Lifecycle Portfolio With Real AccountabilityWith Real Accountability• 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 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

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Openness Openness ….….

Significance:Significance:– Important For Users To Specify Important For Users To Specify

As ‘Mandated’ Only “Open” IT As ‘Mandated’ Only “Open” IT Standards And SpecificationsStandards And Specifications• Avoid LawsuitsAvoid Lawsuits

– Perceived EndorsementPerceived Endorsement

• Avoid Royalty LiabilitiesAvoid Royalty Liabilities[See White Paper]

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CONSENSUS ….CONSENSUS ….• Consensus Is Defined As A General Consensus Is Defined As A General

Agreement, Characterized By The Absence Agreement, Characterized By The Absence Of Sustained Opposition To Substantial Of Sustained Opposition To Substantial Issues By Any Important Part Of The Issues By Any Important Part Of The Concerned Interests And By A Process That Concerned Interests And By A Process That Involves Seeking To Take Into Account The Involves Seeking To Take Into Account The Views Of All Parties Concerned And To Views Of All Parties Concerned And To Reconcile Any Conflicting Arguments. Reconcile Any Conflicting Arguments.

• Consensus Need Not Imply Unanimity. Consensus Need Not Imply Unanimity.

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• Most Useful and Stable Standards Come From A Most Useful and Stable Standards Come From A Voluntary Consensus Process Voluntary Consensus Process

• The Broader the Range of Consensus, the Higher The Broader the Range of Consensus, the Higher Quality of the Resulting SpecificationQuality of 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

CONSENSUS ….CONSENSUS ….

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Consensus Process Consensus Process Experience & Experience & ImplicationsImplications

Hi

Low

QUALITY OF RESULT

QUALITY OF RESULT

# of PARTICIPANTS

# of PARTICIPANTS

TIMETIME

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OBSERVATION #7OBSERVATION #7

‘‘Seed Seed Funding’ Funding’ to to jump start jump start a project a project

works well!works well!

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EDIT

ENDEND

ENDEND

JUMP-START KEY PROJECTSJUMP-START KEY PROJECTS

TIMETIME

…. …. …. …. …. …. ….

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OBSERVATION #8OBSERVATION #8

Cultural Cultural Differences Differences

Have An Have An Impact on Impact on Standards Standards

and Their Useand Their Use

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Observations of Cultural DifferencesObservations of Cultural DifferencesWith Respect to Standards ComplianceWith Respect to Standards Compliance

U.S.

Country Requirement Compliance Rules

Germany

Russia

France

Permitted

Prohibited

Prohibited

Permitted

EXCEPTEXCEPT

EXCEPTEXCEPT

EVENEVEN

EVENEVEN

Prohibited

Permitted

Permitted

PROHIBITED!

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A Few A Few Lessons Lessons LearnedLearned

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Market Place Market Place Support 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 Effective Need Good, Desirable, Useful, Workable, And Effective

Standards That: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

““Success Of A Standard Is Measured By The Number Of Success Of A Standard Is Measured By The Number Of Competing Implementations That Build Upon That Competing Implementations That Build Upon That

Standard, Not In The Creation Of The Specification Itself.”Standard, Not In The Creation Of The Specification Itself.” Carl CargillCarl Cargill

““Success Of A Standard Is Measured By The Number Of Success Of A Standard Is Measured By The Number Of Competing Implementations That Build Upon That Competing Implementations That Build Upon That

Standard, Not In The Creation Of The Specification Itself.”Standard, Not In The Creation Of The Specification Itself.” Carl CargillCarl Cargill

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Success AttributesSuccess Attributes• Successful Standards Processes Yield the Right Successful Standards Processes Yield the Right

Results (appropriate, correct & complete)Results (appropriate, correct & complete)– 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 unnecessarily available, current technology and do not unnecessarily invalidate existing products or processes.invalidate existing products or processes.

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

• The Process is The Process is TimelyTimely; Purely Administrative ; Purely Administrative Matters Do Not Slow Down the WorkMatters Do Not Slow Down the Work

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Failure AttributesFailure Attributes

• 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 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!

VRML ExampleVRML Example

• New TechnologyNew Technology

• Market Place NeedMarket Place Need

• Vendor SupportVendor Support

• Broad Active SupportBroad Active Support

• Fast Process Fast Process [via “Seed Funding”][via “Seed Funding”]

WIN - WIN - WIN!WIN - WIN - WIN!WIN - WIN - WIN!WIN - WIN - WIN!

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““Watch Out”Watch Out”• When participating in an inter-When participating in an inter-

national standards development national standards development project, be aware of competing project, be aware of competing national goals.national goals. E.g., EU strategy of E.g., EU strategy of “strangulation “strangulation

by meeting schedule”by meeting schedule” – They hold – They hold back-to-back meetings spaced a back-to-back meetings spaced a few days apart in Europe to few days apart in Europe to effectively preclude US active effectively preclude US active participation.participation.

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Current Current ChallengesChallenges

• Open Source PhenomenaOpen Source Phenomena• ResourcingResourcing• Keeping Pace with Keeping Pace with

TechnologyTechnology• Spreading “the Word”Spreading “the Word”• Incorporating the LessonsIncorporating the Lessons

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SCHEDULE ADVICESCHEDULE ADVICE

Never commit to complete a Never commit to complete a project within six months of the project within six months of the fiscal year . . .fiscal year . . .

Augustine's Law Number XXXVI

. . . In either direction!. . . In either direction!

DSP Conference 2006

We Have an Enigma: We Have an Enigma: Standards really are boring! Standards really are boring! But, they are a key enabler to DoD Transformation. But, they are a key enabler to DoD Transformation. They offer Significant Opportunities to Make a Real They offer Significant Opportunities to Make a Real DifferenceDifference

IT Standards Are Important to DoD: IT Standards Are Important to DoD: The “Right” IT The “Right” IT Standards Are Key to DoD’s Complex NeedsStandards Are Key to DoD’s Complex Needs

• InteroperabilityInteroperability• Information SuperiorityInformation Superiority• Logistics TransformationLogistics Transformation

We Can Learn Some Lessons and Benefit From We Can Learn Some Lessons and Benefit From Our Collective Experiences: Our Collective Experiences: Recognize and Recognize and Replicate Good Process CharacteristicsReplicate Good Process Characteristics

CONCLUSIONSCONCLUSIONS

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CONCLUSIONSCONCLUSIONS• Knowledge Of The Standards Process Knowledge Of The Standards Process

Can Be Very Helpful For Internal Projects:Can 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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Both Are Using A Mature, InternationallyAccredited Standard With Vast MarketplaceSupport -- But No INTEROPERABILITY!!No INTEROPERABILITY!!

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

DSP Conference 2006

DSP Conference 2006

CreditsCredits• ““Future Generations”Future Generations” book, Sherrie Bolin, Editor book, Sherrie Bolin, Editor• Various ISO, ITU, WTO, ANSI, ISOC, IEEE, W3C, OASIS, Various ISO, ITU, WTO, ANSI, ISOC, IEEE, W3C, OASIS,

archives & publicationsarchives & publications• Personal conversations with/materials from:Personal conversations with/materials from:

– Ollie Smoot, ISO Past PresidentOllie Smoot, ISO Past President– Jim Moore, General Counsel, Government Reform Committee, Jim Moore, General Counsel, Government Reform Committee,

US CongressUS Congress– Carl Cargill, SUN Director of StandardsCarl Cargill, SUN Director of Standards– Andy Updegrove, AttorneyAndy Updegrove, Attorney– Sophie Clivio, ISO Central SecretariatSophie Clivio, ISO Central Secretariat– Anna Moreno, TC184/SC4 Education and Outreach ChairAnna Moreno, TC184/SC4 Education and Outreach Chair– Frank Farance, ConsultantFrank Farance, Consultant– Steve Carson, ConsultantSteve Carson, Consultant– Ron Siletti, IBM Intellectual Property GroupRon Siletti, IBM Intellectual Property Group– Lou Kratz, Lou Kratz, (former)(former) DUSD(L) DUSD(L)

• Various presentations & white papers by Jerry SmithVarious presentations & white papers by Jerry Smith

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ISO TC184-SC 4ISO TC184-SC 4Industrial DataIndustrial Data

The World’s Premier International Standards The World’s Premier International Standards Activity That Is Directly Related to Technology Activity That Is Directly Related to Technology Support for LogisticsSupport for Logistics

• World-Class Body of ExpertiseWorld-Class Body of Expertise• Outstanding Technical ProductsOutstanding Technical Products• Growing Marketplace AcceptanceGrowing Marketplace Acceptance

Objective: International standardization thru global Objective: International standardization thru global adoption of industrial automation and data standardsadoption of industrial automation and data standards

Global Participation:Global Participation: 32 – Countries32 – Countries 53 – Liaison Organizations53 – Liaison Organizations520 – Delegates520 – Delegates

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

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

SC4 Harvesting of Externally Developed SpecificationsSC4 Harvesting of Externally Developed Specifications

Being Market Relevant!Being Market Relevant!

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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

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Submit toSecretariat

AssessConformance

to Criteria

SC4 Chair Approveto Progress

ISO Ballot(“Fast Track”

90+ days

SC4 “External Harvesting” PROCESS

(Internal Details)

ExternallyDevelopedDocument

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Evaluation Evaluation CriteriaCriteria

• Quality of the Quality of the

SpecificationSpecification

• Intellectual Property Intellectual Property

Rights IssuesRights Issues

• Document MaintenanceDocument Maintenance

See: SC4 N#1198, “Procedures for Transposing Externally Developed Specifications into ISO Deliverables”, 31 Jul 2001

SC4Harvesting

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SC4 Harvesting ProjectsSC4 Harvesting Projects

TitleTitle Liaison OrgLiaison Org ISO #ISO # Start DateStart Date StatusStatus

IFX 2.xIFX 2.x IAIIAI 1673916739 2002-11-072002-11-07 30.9930.99

SEDRESSEDRES INCOSEINCOSE 2054220542 2001-03-072001-03-07 20.2020.20

ODS 4.1ODS 4.1 ASAMASAM TBDTBD 2003-09-012003-09-01 10.0010.00

Part Part MarkingMarking

TC 20TC 20 TBDTBD 2001-10-052001-10-05 0.990.99

CADMCADM SE TeamSE Team TBDTBD 2005-10-192005-10-19 0.000.00

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

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

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

PRODUCTPRODUCTDATADATASTANDARDSSTANDARDS 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

DSP Conference 2006

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

http://www.sc4online.org http://www.sc4online.org

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

DSP Conference 2006

DISR Standards continue to improve in quantity/quality

Architecture views built to represent DoD product domains

DoD systems use standards to achieve interoperability & cost savings.

DISR Standards continue to improve in quantity/quality

Architecture views built to represent DoD product domains

DoD systems use standards to achieve interoperability & cost savings.

End StatesEnd StatesCommon StepsCommon Steps

Build Reference or prototype implementations (if possible)

Develop or use a testing program and certification suite

Promote development of COTS or GOTS products (as appropriate)

Build Reference or prototype implementations (if possible)

Develop or use a testing program and certification suite

Promote development of COTS or GOTS products (as appropriate)

DoD IT Standards Program DoD IT Standards Program Process to Use Industry Process to Use Industry

StandardsStandardsStandardsStandardsAvailabilityAvailability

Steps RequiredSteps Required

One or moreexist to meet requirements & selection criteria

One or moreexist to meet requirements & selection criteria

Select the best and most cost-effective standard for a service area

Select the best and most cost-effective standard for a service area

One or more exist to partially meet require-ments and selec-tion criteria

One or more exist to partially meet require-ments and selec-tion criteria

Identify deltas, utilize applicable parts, fill gaps and work with industry to fix standards

Identify deltas, utilize applicable parts, fill gaps and work with industry to fix standards

None exist to meet require-ments and selec-tion criteria

None exist to meet require-ments and selec-tion criteria

Solicit industry to form a standards group to fix the deficiency & work on group to fix it

Solicit industry to form a standards group to fix the deficiency & work on group to fix it