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HL7 Transition Team Project Lifecycle Overview

Understand the HL7 Transition Team Project Lifecycle process, its impacts on HL7 members and products. Learn about the advantages and disadvantages of the PL approach in project management.

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HL7 Transition Team Project Lifecycle Overview

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  1. HL7 Transition Team Project Lifecycle (TTPL)

  2. Transition Team

  3. Transition Team Project Lifecycle (PL) - Background • SITF Productivity and Process Members: • Ken McCaslin, Freida Hall, Laura Sato, Sharon Moore, Wes Rishel, Jane Curry, Pete Kitch (consultant) • Initially conducted three calls seeking additional input with participation from: • Lloyd McKenzie, John Quinn, Ioana Singureanu, Karen VanHentenryck, Nancy Wilson-Ramone, Dick Harding, Charlie McCay • HL7 membership invited to comment on current proposal via Peer Review, with little response.

  4. TTPL – Current state and potential impacts • HL7 members (our customers): • We are still open to process suggestions • 2006 ANSI Audit – recommending changes to ballot process: • Current Committee level ballot reconciliation not required; considering streamlining the ballot process: • Informative vs. Normative • Requires synchronization with Bylaws/PnP revisions, HDF and other Transition Teams impacting TTPL

  5. Project Lifecycle

  6. HL7 Products and Projects • PL relies on concept of HL7 Products, defined by Transition Team Product and Services (TTPS) • Examples Discussed: • Product Brand • Messaging, Arden Syntax, CCOW, CDA, XML,…. • Version • V2, V3, R1, R2, R3, … • Multiple projects may be required to create viable ‘product’

  7. HL7 Project Criteria • Be consistent with HL7 strategic direction • Include appropriate project documentation - project charter, scope, resources, timelines, assumptions, constraints, planned deliverables, etc. per PMO methodology • Be aligned with market demand • Be sponsored by stakeholders intending to implement the product produced by the project • Define a reasonable balloting strategy to meet market demand and implementation timelines • Define how the project will engage with other impacted committees • Follow project approval protocols to ensure appropriate project socialization and sign-off has taken place

  8. Managing Product portfolio

  9. Process to Informative Ballot

  10. Process to Normative Standard

  11. Project Completion

  12. Project Sunset

  13. Advantages of PL approach • Based on strategic plan focusing general direction of the organization • Focuses work on products customers have committed to implement • Allows hosted projects bringing resources to support their project as long as not in conflict with HL7 strategic direction • Requiring DSTU/prototype prior to normative ballot should stabilize and improve quality of normative standards • Intentionally targets industry involvement • Quality of ballots should improve due to quality measures, should decrease ballot fatigue syndrome

  14. Disadvantages of PL approach • Change is disruptive, but necessary path to a better way • Plan to implement incrementally to minimize disruption • It is easier to act your way to a new way of thinking than think your way to a new way of acting (Menninger)

  15. What does PL mean to TC or SIG? • Suggest committees evaluate how PL approach will impact your committee work • Schedule agenda time for discussion • Register projects with HL7 PMO Office • Contact Terrance Bennett at HL7 HQ • Evaluate potential new projects with suggested criteria for committee approval: • Who are project sponsors (minimum one) • Who is responsible party (minimum one) • Who are the implementers (minimum two)

  16. Other changes required to implement PL • Technical Directorate and other governance changes • Quality requirement definitions must be finalized, for example: • Requirements Definition deliverables might be: Use Cases, Storyboards, Glossary, Business Rules • Logical Design deliverables might be: Domain Analysis Model, Activity Diagrams, State Diagrams, Refined Glossary • Candidate standard validation process must be finalized

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