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Key issues and risks surrounding Liaison arrangements. Presented by the UN/CEFACT Standards Liaison Rapporteur. Introduction. Standards Development Organizations (SDO) increasingly collaborate with one another. Rewards and Risks All Standards Development Organizations are different.

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Key issues and risks surrounding Liaison arrangements


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key issues and risks surrounding liaison arrangements

Key issues and risks surrounding Liaison arrangements

Presented by the UN/CEFACT Standards Liaison Rapporteur

introduction
Introduction
  • Standards Development Organizations (SDO) increasingly collaborate with one another.
    • Rewards and Risks
  • All Standards Development Organizations are different.
    • Liaison development and Referencing Policies
main varieties of liaison arrangements
Main varieties of Liaison Arrangements
  • Informal Agreements
    • Something short of a formal joint relationship
  • Formal Agreements
    • Formal joint development / sponsorship effort with a common objective on an effort of stated scope in a coordinated and complimentary effort
informal liaison arrangements
Informal Liaison Arrangements
  • Greatest potential for problems
    • No written guidelines on how the collaboration will work
      • How will contributions be contributed and licensed
      • Patent disclosure obligations
      • Who will own and be in charge of future updates
      • Licenses implementators need to create compliant product
        • Sub-licensing?
formal liaison agreements
Formal Liaison Agreements
  • Organizations (as ANSI, ITU, ISO, OASIS, W3C, others) have formal written procedures and guidelines on how to, and with whom under what circumstances they may form formal liaisons
  • Key areas covered in a formal relationship:
    • Scope
    • Relationship
    • Procedures
    • Applicapable Intellectual Property
    • IP management
    • Naming
    • Announcements
    • And more . . .
submitting work to another sdo
Submitting work to another SDO
  • Important to have a defined policy governing submission of work to other organizations
  • Similar concerns as with forming a formal liaison
  • Need for operating procedures:
    • Who may start a process
    • Acceptable status of work that can be transferred
    • And more . . .
key risks and issues with referencing
Key Risks and Issues with Referencing
  • Another common practice called ‘referencing’
    • Where there may be little or no coordination between organizations:
      • NORMATIVE referencing
      • INFORMATIVE referencing
  • Best practice for informative referencing is to follow the same procedures as normative referencing
next steps
Next Steps
  • Create a CEFACT Liaison Development Policy & Liaison Operating Procedures
  • Support the UN Secretariat with necessary competent legal services to manage the CEFACT portfolio of Liaison relationships
  • Encourage CEFACT Groups to employ formal Liaison practices to accelerate development and avoid duplicative work
slide9

UN/CEFACT

SIMPLE, TRANSPARENT AND EFFECTIVE PROCESSES

FOR GLOBAL BUSINESS.