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===============================================================================---> | ===============================================================================---> | ||
|- | |- | ||
| − | | || Calvin Beebe | + | | x|| Calvin Beebe |
|- | |- | ||
| || Woody Beeler | | || Woody Beeler | ||
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| || Jean Duteau, | | || Jean Duteau, | ||
|- | |- | ||
| − | | || Rick Haddorff | + | |x|| Rick Haddorff |
|- | |- | ||
| || Tony Julian | | || Tony Julian | ||
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|- | |- | ||
| || Lynn Laakso | | || Lynn Laakso | ||
| + | |- | ||
| + | |Regrets|| Ken McCaslin | ||
|- | |- | ||
| || Mary Kay McDaniel | | || Mary Kay McDaniel | ||
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| || John Quinn | | || John Quinn | ||
|- | |- | ||
| − | | || John Roberts | + | |x|| John Roberts |
|- | |- | ||
| − | | || Andy Stechishin | + | |x|| Andy Stechishin |
|- | |- | ||
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Agenda review | Agenda review | ||
*Notes of [[20141203_PLA_call]] review | *Notes of [[20141203_PLA_call]] review | ||
| − | *Review updated BAM | + | *Review updated BAM submitted by Tony |
| − | |||
*notional division of products into product families and lines, to provide examples for peer review. | *notional division of products into product families and lines, to provide examples for peer review. | ||
**Level of granularity | **Level of granularity | ||
| Line 98: | Line 99: | ||
===Minutes=== | ===Minutes=== | ||
| − | Convened | + | *Convened at 2:04 |
| − | + | *Reviewed changes to Visio file illustrating BAM. Business entities on left, roles on right. Discussion in ARB: Is governance board separate from the TSC or is it the TSC? If we have four product family, we could add a rep from each family to the TSC. Group discusses appropriateness of that idea. Not sure the TSC really wants to absorb those roles. Governance portion is ensuring the proper decisions are made at the proper levels with the proper consultation – it’s not always making the final decisions. Discussion regarding TSC governance model vs. what the ARB does. ARB is a consultative body separate from the decision makers (TSC). ARB looks to ensure that we follow the framework as defined by SAIF and that we’ve implemented it correctly. MaryKay: TSC will make the high level decisions, management group will write the policies. Calvin: I see governance as establishing policies; management executing the policies. TSC is operational technical group. Discussion of product family/product line definitions. Product family shares methodologies; product line is a set of specifications that are used for a need regardless of methodology. Who builds the product lines? It’s profiling activity. IHE is solving the business need – they put together all the pieces to come up with a use case, using the HL7 product to do it. Product line is the same as an implementation profile. Calvin states we only manage products and product lines – not product families. Paul: what are IGs? Are there two levels of product – specs and profiles (IGs) which speak to assembling the components in order to speak to a defined business need? Strategy here: what we build is not a uniform thing – is it something that spans different levels? Does FHIR have anything in mission/charter that we can use? It would be bad design to make that in the M & C for a standards branch. It needs to be a separate exercise. The people who produce the widgets, informed by but semi-independent from the business need. Separate people who understand the need and technology and who inform the development process. That’s why we have layers with different responsibilities because people understand different things/processes. If we don’t have adequate representation from various constituents who participate in the consensus process, we get what we get. We need to ground the organization in the fundamental philosophy – HL7 brings together convergent groups to solve problems and gain consensus. We have product lines but we don’t have finished equipment. If we don’t have a product line we can’t manage one; we are managing products and families as Calvin said. We are talking about a new product strategy – we grow the organization to do that; it will be another facet to the organization. This becomes the new window opening up. It will be a more participatory process with a stronger customer relationship. What do we call the new business line which is a repackaging of our product – are they standardized, are they custom built, and how do you go about running the business? Mary Kay states that we will start by managing the product and the family and move into lines as we go. Propose that we set this up as a task or project to pilot how we address this. | |
Adjourned | Adjourned | ||
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| width="100%" align="left" style="background:#f0f0f0;"|'''Actions''' '' | | width="100%" align="left" style="background:#f0f0f0;"|'''Actions''' '' | ||
| − | * | + | *Set up a task or project to pilot managing the product and the family and then moving into lines as we go. |
|- | |- | ||
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|width="100%" |'''Next Meeting/Preliminary Agenda Items'''<br/> | |width="100%" |'''Next Meeting/Preliminary Agenda Items'''<br/> | ||
| − | *[[ | + | *[[20150107 PLA call]] |
|} | |} | ||
© 2014 Health Level Seven® International. All rights reserved | © 2014 Health Level Seven® International. All rights reserved | ||
Latest revision as of 22:10, 22 December 2014
return to HL7 Product Line Architecture Meeting Minutes and Agendas
Return to HL7 Product Line Architecture Program
| HL7 PLA Call Minutes Location: Phone: +1 770-657-9270, Participant Code: 985371, |
Date: 2014-12-10 Time: 2PM | ||
| Facilitator | Mary Kay/ Austin | Note taker(s) | Anne W. |
| Attendee | Name
| ||
| x | Calvin Beebe | ||
| Woody Beeler | |||
| Lorraine Constable | |||
| Bo Dagnall | |||
| Jean Duteau, | |||
| x | Rick Haddorff | ||
| Tony Julian | |||
| Paul Knapp | |||
| Regrets | Austin Kreisler, | ||
| Lynn Laakso | |||
| Regrets | Ken McCaslin | ||
| Mary Kay McDaniel | |||
| Regrets | Brian Pech | ||
| John Quinn | |||
| x | John Roberts | ||
| x | Andy Stechishin | ||
| no quorum definition | |||
Agenda
Agenda review
- Notes of 20141203_PLA_call review
- Review updated BAM submitted by Tony
- notional division of products into product families and lines, to provide examples for peer review.
- Level of granularity
- Identify which pieces are orphaned, and the political elements to be surfaced.
- Positioning cross-product family artifacts (standards naming)
- BAM-lite feedback and review
- Governance on V2.x (v2.9 substantive changes)
- develop form to request establishing a Product Family
Minutes
- Convened at 2:04
- Reviewed changes to Visio file illustrating BAM. Business entities on left, roles on right. Discussion in ARB: Is governance board separate from the TSC or is it the TSC? If we have four product family, we could add a rep from each family to the TSC. Group discusses appropriateness of that idea. Not sure the TSC really wants to absorb those roles. Governance portion is ensuring the proper decisions are made at the proper levels with the proper consultation – it’s not always making the final decisions. Discussion regarding TSC governance model vs. what the ARB does. ARB is a consultative body separate from the decision makers (TSC). ARB looks to ensure that we follow the framework as defined by SAIF and that we’ve implemented it correctly. MaryKay: TSC will make the high level decisions, management group will write the policies. Calvin: I see governance as establishing policies; management executing the policies. TSC is operational technical group. Discussion of product family/product line definitions. Product family shares methodologies; product line is a set of specifications that are used for a need regardless of methodology. Who builds the product lines? It’s profiling activity. IHE is solving the business need – they put together all the pieces to come up with a use case, using the HL7 product to do it. Product line is the same as an implementation profile. Calvin states we only manage products and product lines – not product families. Paul: what are IGs? Are there two levels of product – specs and profiles (IGs) which speak to assembling the components in order to speak to a defined business need? Strategy here: what we build is not a uniform thing – is it something that spans different levels? Does FHIR have anything in mission/charter that we can use? It would be bad design to make that in the M & C for a standards branch. It needs to be a separate exercise. The people who produce the widgets, informed by but semi-independent from the business need. Separate people who understand the need and technology and who inform the development process. That’s why we have layers with different responsibilities because people understand different things/processes. If we don’t have adequate representation from various constituents who participate in the consensus process, we get what we get. We need to ground the organization in the fundamental philosophy – HL7 brings together convergent groups to solve problems and gain consensus. We have product lines but we don’t have finished equipment. If we don’t have a product line we can’t manage one; we are managing products and families as Calvin said. We are talking about a new product strategy – we grow the organization to do that; it will be another facet to the organization. This becomes the new window opening up. It will be a more participatory process with a stronger customer relationship. What do we call the new business line which is a repackaging of our product – are they standardized, are they custom built, and how do you go about running the business? Mary Kay states that we will start by managing the product and the family and move into lines as we go. Propose that we set this up as a task or project to pilot how we address this.
Adjourned
Meeting Outcomes
Actions
|
| Next Meeting/Preliminary Agenda Items |
© 2014 Health Level Seven® International. All rights reserved
