This page provides links to papers that I've written and/or presented on the topic of standards. Some of these papers have been published in academic journals. 

Foundations for Successful Standards Setting-Properly Defining and Implementing Policies and Procedures

This white paper defines a number of best practices for standards-setting organizations and industry consortia. By proper definition and administration of organizational structure, policies, and procedures, a standards-setting organization or industry consortium can establish a strong foundation for success and avoid many of the problems that could interfere with the organization producing the work for which it was chartered. Basing the development of technical work on a strong technical process, staying on a strong financial footing, and protecting the organization from risk all contribute to the ability of the organization to meet its objectives.

Available here. 

Principles to Live By - Guiding Principles for a Standards Technical Process

This white paper discusses a number of general principles upon which the technical process of a standards-setting organization should be based. These principles are defined in three related documents, the U.S. Standards Strategy, the ANSI Essential Requirements, and the World Trade Organization's Technical Barriers to Trade agreement. By taking into account the principles and best practices of Openness, Balance, Transparency, Coherence, etc. in the technical process, a standards-setting organization will produce higher quality specifications that meet market and industry needs and are more likely to be adopted and implemented.

Available here. 

Reducing the Cost of Standards Activities

The costs of creating standards can be significant, with possible totals in the millions of dollars for a single standard. Costs include such things as the standards infrastructure, organizational membership dues, and travel for meetings, but the most significant cost is that of the people doing the work of developing the specification. Some amount of cost savings can be realized by streamlining the development and approval process, and costs can be spread by increasing the number of participants. But with the most significant costs coming from the time and effort of the participants, the greatest amount of savings can come from making the development process more efficient, which is most easily accomplished by providing the participants with modern electronic collaborative tools.

Paper and slides presented at the 12th EURAS Workshop on Standardisation, May 2007 in Thessaloniki, Greece and published in the conference proceedings.

Convergence and Harmonization of Standards Organizations

Accredited and non-accredited standards organizations, commonly referred to as “SDOs” and “SSOs” respectively, are more alike than usually thought. Both rely on volunteers to provide their time and effort and to apply their domain expertise to create industry, national, and international standards. Both face similar challenges with regards to IPR issues, governance, business models, membership recruitment and retention, and promotion of work products. Accreditation by itself is not a valid distinguishing feature; many unaccredited organizations are fully qualified to become accredited and would do so if only they saw the need or benefit. The perceived differences between these types of organizations, while loosely based on historical practices, depend mostly upon whom one asks. In addition, the two types of organizations are becoming more like each other as their practices become more closely aligned and as they reach out to work with each other, recognizing the value of each others’ efforts.

Paper and slides presented at the 5th IEEE Conference on Standardization and Innovation in Information Technology (SIIT 2007) in Calgary, Canada, October 2007 and published in the conference proceedings.

Is Accreditation Important in Standards Work?

Among the hundreds, if not thousands, of organizations which develop standards there is a wide range of organizational structures, practices and policies, and levels of recognition or accreditation. But accredited and unaccredited standards organizations, commonly referred to as “SDOs” and “SSOs” respectively, are more alike than usually thought, and over the past decade have been converging in their practices and recognition of each others’ work. One may ask what the difference is between these organizations, as accreditation by itself is not a valid distinguishing feature – many unaccredited organizations are fully qualified to become accredited and would do so if only they saw the need or benefit. Standards used for such important technical advances as the World Wide Web come from unaccredited organizations, and users of standards seem to care little if the work was done in an accredited environment or not. So does accreditation matter?

Paper published in the International Journal of Information Technology Standards and Standardization Research (JITSR), vol 7:1, January-June 2009, p.35. This is a later version of the previous paper "Convergence and Harmonization of Standards Organizations." An abridged version of this later paper was published as "Accredited or Not: Does it Matter?" in Standards Engineering, The Journal of SES -- The Society for Standards
Professionals, vol. 62 number 5, Sept/Oct 2010, p.20-22

Using Project Management Principles in the Development of Standards

The ISO/IEC Directives and the ISO Supplement require the use of project management during the development and approval stages for standards, but only for the purpose of managing and tracking the schedule of the project for on-time completion. The Directives and Supplement do not define project management nor do they suggest any principles or methodologies to assist with either of these goals; they state only that project management should be done. This paper will discuss the project management principles outlined in ISO DIS 21500 Guidance on Project Management and in A Guide to the Project management Body of Knowledge (PMBOK® Guide) published by PMI. The purpose of this document is to suggest ways of applying the guidance contained in these documents to the management of a standards development project. The guidance included in these two documents are not prescriptive; rather, they describe “good practices” that can be applied to most projects most of the time.

Paper to be published in the July/August 2011 issue of Standards Engineering, The Journal of SES -- The Society for Standards Professionals.