Difference between revisions of "TSC SWOT"
Jump to navigation
Jump to search
Anne wizauer (talk | contribs) |
Anne wizauer (talk | contribs) |
||
| Line 6: | Line 6: | ||
**Proactive | **Proactive | ||
| − | * | + | *Weaknesses |
**Limited time | **Limited time | ||
**Limited control over resources | **Limited control over resources | ||
| Line 12: | Line 12: | ||
**Lack of effective process for bringing in external proposed standards. | **Lack of effective process for bringing in external proposed standards. | ||
**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 |
*Opportunities | *Opportunities | ||
**Business Architecture Model development offers improved Governance and Management to match existing Methodology strengths | **Business Architecture Model development offers improved Governance and Management to match existing Methodology strengths | ||
**Change to Intellectual Property licensing at no cost | **Change to Intellectual Property licensing at no cost | ||
| − | **Increased uptake by | + | **Increased worldwide uptake (by transnational/regional programs) |
**Clearly designate our product line and product identification | **Clearly designate our product line and product identification | ||
**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 |
| − | **Provide mechanisms to allow vitality assessment throughout the organization | + | **Provide mechanisms to allow vitality assessment throughout the organization |
*Threats | *Threats | ||
| Line 31: | Line 31: | ||
**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. | ||
| + | **Change to intellectual property licensing has created the need to adjust organizational processes to manage the impact of that change. | ||
Approved by TSC 2014-09-13 | Approved by TSC 2014-09-13 | ||
Revision as of 14:33, 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
- 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
- Provide mechanisms to allow vitality assessment throughout the organization
- Threats
- Creating overheads without visible return
- 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 governance surrounding new member benefits e.g. user groups, help desk
- 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.
- Change to intellectual property licensing has created the need to adjust organizational processes to manage the impact of that change.
Approved by TSC 2014-09-13
