Difference between revisions of "TSC SWOT"
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**Lack of clear definition of the endorsement of external standards | **Lack of clear definition of the endorsement of external standards | ||
**Lack of linkage with HL7 Strategic Plan | **Lack of linkage with HL7 Strategic Plan | ||
| + | **Lack of coordination between T3SD WGs and HQ and other WGs | ||
| + | **Change to intellectual property licensing has created inconsistent adherence to the intellectual property policy | ||
*Opportunities | *Opportunities | ||
| Line 21: | Line 23: | ||
**Emergence of new and contemporary technology including FHIR and semantic web ontologies | **Emergence of new and contemporary technology including FHIR and semantic web ontologies | ||
**Respond to new opportunities for increasing membership | **Respond to new opportunities for increasing membership | ||
| − | ** | + | **Improve product quality |
*Threats | *Threats | ||
**Creating overheads without visible return | **Creating overheads without visible return | ||
| − | ** | + | **Failure to improve Product Quality |
**Lack of confidence in standards management creates vacuum for Profiler/Enforcer creating their own healthcare interoperability standards | **Lack of confidence in standards management creates vacuum for Profiler/Enforcer creating their own healthcare interoperability standards | ||
**Increasing numbers of mandates coming from the US Realm | **Increasing numbers of mandates coming from the US Realm | ||
| − | **Lack of clear | + | **Lack of clear relationship between user groups and work groups |
**Keeping up with increased uptake of our standards (e.g. FHIR) | **Keeping up with increased uptake of our standards (e.g. FHIR) | ||
**Lack of adequate governance, management, curation and support processes to manage our standards and the resulting profiles that are created. | **Lack of adequate governance, management, curation and support processes to manage our standards and the resulting profiles that are created. | ||
| − | ** | + | **Lack of well-defined conformance and profiling methodologies for our standards |
| − | Approved by TSC | + | |
| + | |||
| + | Approved by TSC 2015-10-03 | ||
Revision as of 15:36, 3 October 2015
- Strengths
- Clear focus on delineated governance and management activities
- Respected, committed, highly experienced membership
- Support from HQ
- Open, transparent, and responsive
- Proactive
- Weaknesses
- Limited time
- Limited control over resources
- Inconsistent support from Board and Working Groups
- Lack of effective process for bringing in external proposed standards.
- Lack of clear definition of the endorsement of external standards
- Lack of linkage with HL7 Strategic Plan
- Lack of coordination between T3SD WGs and HQ and other WGs
- Change to intellectual property licensing has created inconsistent adherence to the intellectual property policy
- Opportunities
- Business Architecture Model development offers improved Governance and Management to match existing Methodology strengths
- Change to Intellectual Property licensing at no cost
- Increased worldwide uptake (by transnational/regional programs)
- Clearly designate our product line and product identification
- Emergence of new and contemporary technology including FHIR and semantic web ontologies
- Respond to new opportunities for increasing membership
- Improve product quality
- Threats
- Creating overheads without visible return
- Failure to improve Product Quality
- Lack of confidence in standards management creates vacuum for Profiler/Enforcer creating their own healthcare interoperability standards
- Increasing numbers of mandates coming from the US Realm
- Lack of clear relationship between user groups and work groups
- Keeping up with increased uptake of our standards (e.g. FHIR)
- Lack of adequate governance, management, curation and support processes to manage our standards and the resulting profiles that are created.
- Lack of well-defined conformance and profiling methodologies for our standards
Approved by TSC 2015-10-03
