ISO/IEC JTC1/SC34 N 86
ISO/IEC JTC1/SC34 - Document Description Languages
TITLE: | A Contribution on the Publication of JTC1 Standards. |
SOURCE: | Editors of ISO/IEC 15445 |
STATUS: | Text approved by Chairman and WG Convenors |
REFERENCES: | Resolution 10 of SC34 Plenary (http://www.ornl.gov/sgml/sc34/document/0062.htm) |
Essay on the Publication of JTC1 standards. | |
ACTION: | For submission to JTC1 Plenary Seoul 1999-11-01. |
DATE: | June 25th, 1999 |
DISTRIBUTION: | SC34, JTC1, Open |
This contribution summarizes the longer essay on the publication of JTC1 standards which discusses the development and publication of International Standards by ISO/IEC JTC1. The rapid growth of the Internet and the competitive offerings of other Standards Development Organizations (SDO) have challenged the traditional publishing role of JTC1. Competitive licensing and pricing policies have lead to new expectations by the true customers. Although JTC1 is currently carried along by its administrative momentum, we believe that JTC1 is loosing ground to its competition and that if no action is taken in the next 12 months to correct this, JTC1's longer term future in the Information Technology (IT) area is in doubt.
The essay reviews JTC1's current business strategy and looks at the strategies of other commercial and non-commercial organizations in similar positions. The time frame covers the next 10 to 15 years and shows that there is need for fundamental change in some areas of JTC1's operations.
The rapid growth of the Internet had produced a fundamental change in the context in which JTC1 and other Standards Development Organizations (SDO) in the Information Technology (IT) area operate:
The lines of communication have shortened. There are fewer and fewer professional "Standards Coordinators" representing their employers and more professional engineers and computer programmers accessing standards specifications directly from their desktop workstations.
It is now common in the IT area to form working groups consisting of people who never meet, but who maintain a 24 hour meeting in a mailing list or newsgroup. These working groups have shown themselves able to deliver complex high quality software and standards which are accepted internationally. This ability is now beginning to be accepted by major companies who participate in the process and thereby accelerate it.
There has been a fundamental shift in IT culture, away from traditional industrial engineering to something closer to the way in which the Internet operated in its early years. The more recent introduction of the World Wide Web has accelerated this change and introduced it to a much wider audience. Very basic notions such as the way in which people may make information available are changing, as are motivations and expectations.
These changes are irrevocable and will have a deep effect on the IT standards development process and then the other standards processes. JTC1 has so far been a timid user of IT and has been careful not to move faster than any of the National Body (NB) members. Procedures have not changed, and the basic working methods are still the same.
JTC1 is no longer alone and has major competitors: among them the Internet Engineering Task Force (IETF) and the World Wide Web Consortium (W3C) have been very effective. Many standards which in earlier days would naturally have been developed by JTC1, possibly in collaboration with the International Telecommunications Union (ITU), are now produced by these two SDOs. This new situation is a profound change for JTC1 and unless JTC1 accepts radical change JTC1 cannot expect to continue as an SDO in the IT area for much longer. This is the "steam locomotive" syndrome.
The essay views JTC1 as if it were a business, and divides its operations into 4 divisions: Marketing, Development, Manufacturing and Distribution.
This division is currently very underdeveloped in JTC1. The essay insists on the notion of JTC1's true customers and proposes relationships with professional organizations which will allow JTC1 to get closer to the true customers and determine accurately their real needs. JTC1 also needs to recover its image and reestablish brand loyalty in the public opinion by following the way in which professional societies do this.
JTC1's development process is currently much less efficient that its competitors. JTC1 must learn from competition and adopt what is best in their development processes.
This activity is represented in JTC1 by the international balloting process for Draft International Standards (DIS) and International Standards (IS). JTC1's DIS and IS balloting process is its strong point and should be maintained.
JTC1 is currently firmly placed in a paradigm which is disappearing. The distribution needs to be re-aligned with that of other enterprises with similar material.
It is important that a wide consensus be established on the long term, ten year strategy and that the debate include not only the NBs and the SCs but also the true customers. This means that the debate must be public and accessible.
In particular
URL:
http://woodworm.cs.uml.edu/~rprice/15445/sc34n85.html
Last change was on Tue Jul 20 18:31:59 CEST 1999
Copyright © 1999 Roger Price,
Afnor, David M.
Abrahamson, NSAI.
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