2010-01-19 TSC WGM Agenda

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Tuesday January 19 2010 (Phoenix) TSC Luncheon


  • (10 mins)Innovations Workshop recap
    1. Lessons learned from Monday workshop
      • Need a clear brand for innovations activity to distinguish innovation work from mainstream development
        e.g. Eclipse incubator projects
      • Mohawk MARC HI "Living Lab"
    2. Top few innovation suggestions
    3. Plans between now and end of May WGM
    4. Review the decision that this should be an activity that reports to the TSC
    5. Recommendations to the board
    6. Next Steps
      • Innovation branding for DCM project
      • Directed Innovation: identify TSC-proposed innovation challenges
  • (10 minutes)EA IP Next Steps Discussion Paper,
  • (20 minutes)Suggestions as to how we can do an effective evaluation of the TSC as prescribed by the T3F.
  • (10 minutes)Next steps for establishing a Product Strategy Group that reports to the Board, Marketing, and the TSC, and is charged with ensuring that HL7 has a Product Strategy.
    • complementing the work that Stan is doing on V2/V3 direction, and vital to the success of the organisation
    • suggestion: initial group of 3-6 people who would start work on a straw man, and (just as important) a charter for the group describing its scope, ways of working, and relations to other groups in HL7
    • For discussion at Marketing Monday q2, Tuesday lunch TSC meeting, and then John to propose it to the board as part of the CTO report
    • Product suggestions:
      • MoUs, Charter Agreements, and Liasons -- While these are not “traditional” products – they do cost involve giving away access to HL7 IP and/or meetings and/or brand, and so deliver value and have a cost
      • Podcasts (audio and/or Video) from WGMs — these could be delivered as a member benefit which would be hugely valuable to many current and potential members (helping to reduce very expensive member churn). Some extracts or complete items could be delivered free as a marketing exercise
      • If we're going to conflate classes and ennumerated instances in the diagram, we should list all of the serivces that have currently been approved, i.e. EIS, RLUS, CRFQ, and (I believe) PASS.
      • NCI notes we see the partnership with HL7 going forward as one of HL7 taking the lead on development and maintenance of the core SAEAF content as manifest in the SAEAF Book, a resource for all organizations interested in adopting SAEAF. In turn, the NCI CBIIT plans to develop a set of tools for managing SAEAF-derived semantic content (we lump this content under the rubrique "model/artifact management") which we would be willing to share with the larger community.
      • As well as selling membership and WGM attendance, HL7 currently runs a franchising operation. HL7 leases Affiliate rights to the National Organisations in return for a cut of their membership revenue. This should be captured, documented, and managed as a Product. We should be looking at how we maintain this product specification, and how we sell it, how we price it, and how we ensure that it is delivered in a cost effective and high value way. Maybe we will move to a different business model for global presence — but for now there are franchises and we need to include that in our documentation and planning processes
    • one productive way to address management of the product list might be to categorize the information we need for any "product" by what stage in the development/balloting cycle that information will be required as well as by who should be submitting that information, and finally to what end use the information is to be put.
  • (10 mins) DCM discussion recap with Patient Care Tuesday Q1
  • (5 mins) Feedback to TSC from International Affiliate meeting –
    • Expressing International endorsement for projects through interest in the ballot pool, like one would 'Follow' a discussion on Twitter/Linked In, tied to membership?
  • Move forward to another discussion? SMART objective review, for Roadmap Strategic Initiatives