Post on 27-Mar-2015
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Strategic InitiativeThoughts
SITF members
Hans Buitendijk, Liora Alschuler, Ken McCaslin, Klaus Veil, Dan Russler
14 September 2006
Transformation - Transparency - TeamworkTransformation - Transparency - Teamwork
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Where did we come from?
• Drivers:– Recognized need to improve/accelerate standards development– A burgeoning organizational structure– Responsiveness to volunteers/stakeholder/PIC concerns– Request to the Board to “do something”
• Initially leading to formation of the Organizational Review Committee (ORC)
– Established January 2004– Broad representation– Identified key issues and recommendations
• Robert Wood Johnson Foundation expressed interest to explore ways to accelerate the standards development process
– Discussions started early 2005– Yielded a unique opportunity to gain new perspective on organization and
process with dedicated focus
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Strategic Initiative TaskForce
• Strategic Initiative Taskforce– Kickoff – August 2005– Multi-national, multi-faceted group of HL7 members,
staff, and consulting team
• Objectives– Create a strategy/plan to restructure the organization
to:• Establish and meet long term strategic objectives• Support role as global/international SDO while
addressing concerns of national affiliates• Develop standards more efficiently and
expeditiously– Deliverable by May 2006 WGM
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A Very Basic Premise
• Optimize the effectiveness of our core resource: the volunteers– Maintain culture of volunteerism– Global participation– Document institutional process– Identify new sources of volunteers
– Support: Comprehensive toolkit– Support: Professional/HQ staff– Support: e-Working– Support: Organization/Governance
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Problems & Solutions
Product LineConfusion over role of V2, V3; messages, documents; functional spec, interoperability
Define product line in conformance with product & services strategy
Confusion over role of HL7 relative to other SDO, professional and clinical organizations
Products & Services strategy must articulate relationship with external groups
Lack of quality in ballot material
Introduce and enforce quality measures; hire technical editor
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Problems & Solutions
Priorities / Project ManagementCumbersome, hard to maintain tooling
Investing in tooling enhancements and web site/collaboration tools
Lack of a well-conceived, well-executed business plan
Develop and adopt a products & services strategy that can guide the organization
No coordination between projects, groups
Reorganize TCs & SIGs by functional area; clearly articulate harmonization processes and ownership; increase communication through TSC.
Individual work products fail to support organizational goals
Develop a Technical Directorate to lead development of HL7 Technical Architecture, set priorities among projects
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Problems & Solutions
Marketing and CommunicationLack of clarity on role of HL7 in key user communities (both traditional enterprise users and new exchange communities)
Develop and promote a brand hierarchy that conforms to products & services strategy (white papers, web, etc.); hire in-house marketing expertise
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Problems & Solutions
Organization/GovernanceLeadership cadre is narrow, does not reflect all constituencies. Need to ensure balance, full spectrum of users as well as developers and to recruit new talent.
Revise P&P, Bylaws: open nomination process; Revise Board of Directors drawing from different constituencies
Insufficient professional management addressing strategic, product management
Hire CEO, CTO, ½ time marketing professional; integrate w/existing operations staff (AMG)
Tension between requirements of the organization as a whole, the affiliates and the US constituency
Promote a US Affiliate and adopt an international structure for HL7 as a whole
Too driven by technology, theory; lost connection to market, users
Define market, user requirements; initiate user conferences
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Transition Planning
• Board of Directors met August 2006– Developed transition strategy– Start to identify transition team(s)– Assigned major task areas:
• Structure/Organization/Governance• Product Life Cycle/Project Management• Product & Services Strategy• Communication/Branding• Funding/Revenue Sources• Volunteer Resources
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Foundation & TechnologiesFoundation & Technologies
Structure & Semantic DesignStructure & Semantic Design
ConformanceConformanceCCOWCCOW
Infrastructure & MessagingInfrastructure & Messaging
Electronic ServicesElectronic Services
JavaJava
Modeling & MethodologyModeling & Methodology
SecuritySecurity
PublishingPublishing
ImplementationImplementation
Early AdoptersEarly Adopters
ToolsTools
Services Oriented ArchitectureServices Oriented Architecture
Domain ExpertsDomain ExpertsGovernment ProjectsGovernment Projects
Clinical Decision SupportClinical Decision Support
Arden SyntaxArden Syntax
LabLab
TemplatesTemplates
TermInfoTermInfo
Healthcare DevicesHealthcare DevicesImage IntegrationImage Integration
XMLXML VocabularyVocabulary
Structured DocumentsStructured Documents Orders and ObservationsOrders and Observations
Clinical GuidelinesClinical Guidelines
Anatomic PathologyAnatomic Pathology Emergency CareEmergency Care
AnesthesiologyAnesthesiologyCardiologyCardiology
Community Based HealthCommunity Based Health
Pediatrics Data StandardsPediatrics Data StandardsPharmacyPharmacy
Patient SafetyPatient Safety
Public Health/Emergency ResponsePublic Health/Emergency Response
Establish Harmonization ProcessesClarify Governance
Provide Project Support
AttachmentsAttachments
Clinical GenomicsClinical Genomics
Patient CarePatient Care
RCRIMRCRIM
RIMRIM
EHREHR
Personnel ManagementPersonnel Management
Financial ManagementFinancial Management
Scheduling & LogisticsScheduling & Logistics Patient AdministrationPatient Administration
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Structure/Organization/Governance
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Role of TSC
• What you will see in the SIIP Draft:– The co-chairs of the Committees and SIG’s represent the primary labor
pool and will remain the core source of technical expertise and development within HL7. The Technical Steering Committee (TSC) is the primary voice and organization belonging to this core cadre of volunteers.
– It will be re-invigorated by providing self-elected leadership and a voice on the TD and the Board.
– ... In addition to these new powers, the TSC will adopt a new routine for meetings to facilitate communication and lessen the need for joint meetings.
• Summary:• Elects own co-chairs who sit on Board of Directors• Elects 3 reps to TD• Input to slate of nominations for open election to TD• Elects 2 representatives to the Board nomination committee• Introduce more flexible meeting schedule
• How is the Board responding to these recommendations?
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Transitional Technical Task Force
• The Transitional Technical Task Force (T3F) is a forerunner of the Technical Directorate which will be brought in under the changes initiated within the 2005-2006 Strategic Initiative.
• The T3F will develop an approach that will be ratified by the Technical Directorate and endorsed by the Board of Directors.
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T3F Tasks
• Define parameters of an HL7 technical architecture including:– Relationship among HL7 technical work products
including specifications, implementation guides and tools.
– Relationship of those products to external products/standards
• Define the relationship of these products to the HL7 Products & Services strategy.
• Establish an approach to meeting new product requirements identified by the Products & Services Task Force.
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What can we expect?
• When fully defined, the Technical Directorate will ratify this approach, with the endorsement of the Board. At that time, they will address issues/questions such as, for example:– When to create a new specification and when to
constrain an existing specification?– When to use messaging and when to use a service
oriented architecture?– When to use a message and when to use a document?
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How will the T3F be formed?
• The T3F will be created at the September Plenary:– 2 members elected by the International
Affiliates (Sunday)– 3 members elected by the Technical Steering
Committee (Monday)– 1 member appointed by the Board (Tuesday)
• The Transition Team will recommend to the Board, and the Board will approve, a method and schedule to convene the T3F, latest January, 2007
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Board
• What you will see in the SIIP draft:– Nominations: 2 options – from membership or member-elected nominating committee– Composition
• 3 elected from TSC (co-chairs)• 1 from Advisory Council• 1 Emeritus (5-year term, elected)• 1 each from 3 geo groups of Affiliates• 1 from US Affiliate• 4 directors at large
– Officers: Chair, Secretary, elected by the Board
• Alternate from Governance Transition Team:– Nominations: no change– Composition: “Streamlined” Board of Directors
• 4 fewer Directors at large• 2 from Affiliates• Vice-chair replaces chair-elect• No HL7 Technical or vice-chair positions
• How will these issues be resolved?– With recommendations by the Transition Team– By the Board– In conjunction with the CEO– Ultimately reflected in changes to Bylaws and Policies & Procedures
• Member votes to adopt Bylaws• P&P is set by the Board
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Transition to US Affiliate/HL7
• What you’ll read in the SIIP Draft:– Affiliate or HL7 or joint membership– Financial obligations tbd– “The change will take place over a 3-year period ...”
• How is the Board addressing these points:– Under discussion:
• Affiliate or HL7 or joint membership• Financial obligations: developed in collaboration
with Affiliates• Transition timing recommended by Transition Team,
approved and adopted by Board in consultation with CEO
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Conclusion
• Change is happening
• Many aspects in play
• What is known:– Board is committed to the HL7 Mission– Objective is more rapid, effective standards
development
• What is unknown:– Exact form, timing of transition
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Process & Productivity
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Objectives
• HL7 will implement a product-oriented project management approach to ensure development of high-quality standards and associated products in a committed timeframe.
• All standards will undergo quality testing at key stages of the development process.
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Product-oriented Project Management Approach
Complete
HL7Product Lines (1)
Request forNew Product
Project InitiationFind resourcesFind Funding
Develop Project Plan(4)
Appropriate Approvals (2)
RequirementsDefinition(7)
Logical designMethodology
Refinement(8)
Draft Specification (9)
Prepare Final Specification,
Implementation Guidance and
Training Materials (18) Product
Sunset (3)
Request forEnhancement
QVSD
QVSD
QualityVerification /
Step Decision (QVSD)(5)
QV
SD
DSTU Ballot (10)
repeat if ballot does not pass
DSTU Validation (11)
Accelerated Revisions (12)
Produce Final Specifications
(16)
repeat DSTU process if changes warrant another verification
QV
SD
Normative Ballot (17)
repeat if ballot
does not pass
QVSD
Wider industry use of DSTU needed? (13)
Industry Use of DSTU (15)
Revised DSTU
Specifications and training
(14)
QVSD
yes
QVSD
no
AppropriateApprovalto move
Forward (6)
yes
no
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Product-oriented Project Management Product Sunset
Project InitiationFind resources
Find Funding (3a)
AppropriateApprovesto move
Forward (3b)
ReviewDocumentation
(3c)
Announceand set sunset
Date (3d)
ProductSunset (3e)
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Next Steps
• Seek your comments on Product Oriented Project Management Approach
– Peer Review and source document will be posted on the HL7 Website under Strategic Initiatives
– Email responses to transition@hl7.org by 11/01/2006
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Volunteers
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Volunteers
• The HL7 work is done by volunteers ...– ... but many are "volun-tolds" (eg. their contribution is
driven by their organisation's goals) – HL7 recognises that its "workers" cannot be managed
the same way as a corporation or army ...
• How to "push a piece of rope"?
• HL7 is listening!!!
• Proposed approach:– Support, support, support ...– Motivation ...– Work management
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Volunteers: Support
• HL7 has and will continue to increase the professional support to its volunteer workers:– Project Management Office √– Technical Editor (in progress)– Better web-site tools for balloting √– Better web-site tools for tele-conferences √– Better web-site for collaboration (Wiki)– Better V3 tooling (Manager & Collaborative √)
• Also:– Free WiFi, First-timer Education, Co-chair Training, e-
Learning, nice locations, …
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Volunteers: Motivation
• Volunteer Recognition:– "Volunteer of the Year" √– Co-Chair recognition– Recognition of other functions: Facilitators, Editors,
TC/SIG "Secretaries", etc.
• Volunteer Recruitment:– Outline professional benefits of participation– Outline different “jobs” within HL7– Outline skills-enhancement of working in HL7
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Volunteers: Work Management
• Project Management:– Overview/information, NOT control/pressure– Project Management Office √– Project Reporting System (in progress)
• New Projects:– ... Require sufficient resources– ... Require commitment– … Have sunset mechanisms
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Wrap-Up
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Execution: Current
• Hiring Technical Editor
• Investing in Tooling
• Contracting for Web-site
• Contracting for e-learning
• Contracting project tooling
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Execution: Next Step
• Convene Transitional Technical Task Force
• Enhance TSC Org Structure
• Refine design of Technical Directorate
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Management & Coordination
• Hire CEO
• Create Product line management
• Improve Marketing Message
• Prioritize
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Strategic InitiativesA renewed HL7 on the horizon
Thank you for your attention.
QUESTIONS?