ISOCS services and support

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• Standards Development Workshop
• by Alain Samne
• Technical Group ManagerEngineering, Machinery
  and EnergyTPM for ISO/TC 67
• Doha (QA), 2006-04-03/04

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ISO awareness session content

• ISO how does it work?
• Join a committee
• Proposing new projects -- Proposing Project
  Leaders (PL)
• ISO Central Secretariat (ISO/CS) -- Services and
  Support
• ISO Directives
• Standards development timeframes
• ISO Deliverables
• TC 67 -- Typical Standards development programme
• The ISO/CS-managed portion of the process
• The making of a Standard -- Practical application
• accomplished by TC 67 -- to respond to industry
  needs

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ISO how does it work?
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The technical groups
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Committees-the workface

• ISO (TMB) establishes technical committees to
  serve specific industries or generic subjects
• A technical committee may constitute one or more
  subcommittees, e.g. to focus on specific
  sub-areas of standards
• A TC or SC may set up further subgroups,
  typically working groups

Mining for information?
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Committee Hierarchies

• TC - Technical Committee
• SC - Sub-committee
• WG - Working Group
• S Secretariat
• Ch - Chairman
• C - Convenor
• E - Expert
• P - Participating member
• O - Observer member
• L - Liaison (type A or B)

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The ISO Committee System
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Committee membership (country level)

• Three types of committee membership
• Participating or P-memberwhich is open to all
  full member bodies
• Observer or O-memberwhich is open to all full
  and correspondent members
• Liaison memberof various types, open to
  non-members of ISO who fulfil certain criteria

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Participation in TC/SC Activities 1.7
M obligation ? right
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Technical Committees (1)

• Responsible for a field of technical activity,
  with a scope approved by the TMB 1.5.10
• New TC established by the TMB on a provisional
  basis
• Within 18 months, provisionally established
  technical committees are required to prepare a
  business plan for review by the TMB
• TC are formally established at the time of
  acceptance by the TMB of the business plan
• Provisional status does not preclude the
  initiation of standardization projects during the
  18-month period
• Special rules apply to a proposal to establish a
  technical committee to prepare management system
  standards

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Technical Committees (2)

• Responsible for progression of individual
  projects within its mandate 1.5.10
• May delegate responsibility for a part of its
  field of technical activity to a subcommittee,
  together with the approval and progression of
  associated work items
• Resolves any coordination issues between SCs
• Resolves project allocation disputes
• May provide overall coordination and planning

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Subcommittees

• Established by parent TC to manage a part of its
  actual or potential work programme
• Established and dissolved by a 2/3 majority
  decision of the P-members of the parent committee
  voting, subject to ratification by the technical
  management board
• Responsible for progression of individual
  projects falling within its mandate
• May be delegated responsibility for approval of
  new work items
• May be subject to overall coordination by its
  parent TC

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Working Groups

• A working group may be established by a TC or
  SC to progress specific tasks
• Participants may be appointed by P-members and A-
  and D-liaison organizations
• Participants operate in a personal capacity, as
  experts
• A working group reports to its parent TC or SC
  through a convenor appointed by parent committee

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TC/SC WG Important Differences

• TC SC
• comprise delegates appointed by ISO members, and
  liaison members, and represent stakeholders
  (producers/manufacturers, purchasers,
  governments, academia)
• do not have a predefined life span

• A working group
• has a convenor and comprises members acting as
  individual experts (i.e. not as representatives)
• is disbanded after its task(s) is/are finished

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recalling energy sector TCs

• ISO technical committees cover many energy (and
  related) sectors including
• TC 27 Coal
• TC 28 Petroleum Products
• TC 67 Materials, equipment offshore
  structures for the PPNGI
• TC 85 Nuclear energy
• TC 180 Solar energy
• TC 193 Natural gas
• TC 197 Hydrogen energy
• TC 203 Technical energy
• Visit the ISO Online website for additional
  information on the above
• ISO Technical Committees

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Join a committee
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Two basic groups of roles

• those that have a predominantly contributory
  function, i.e.
• ISO member representative
• Liaison representative with committee or external
  organization
• Head of Delegation (HoD)
• Expert (includes being a member of a working
  group)
• Editing committee member (includes role of
  project editor)
• those that have a predominantly management
  function, i.e.
• Project leader
• Convenor (or a working group)
• Chairman (of a TC or SC)

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Multiple roles

• An individual may wear different hats
• In different groups. For example as
• a head of delegation can also be
• a project leader and/or
• a working group convenor and/or
• an expert
• However, due to a need for neutrality, a chairman
  cannot also be a representative for a national
  delegation in the same committee for which they
  are chairman

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Liaison representative(intra-committees and
external organization)

• nominated by (i) an external organization, or
  (ii) by the committee in order to be represented
  on another group
• reviews documents and work programme provides
  timely feedback and progress reports, preferably
  in both directions
• participates wherever possible in meetings
• assists in avoiding overlap or duplication of
  effort between the groups concerned
• does not have the right to vote in formal ballots

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Committee membership (individuals)

• There are several ways in which an individual may
  contribute to the work of a committee including
• Head of national delegation
• Member of national delegation
• Expert (e.g. as a member of a WG)

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The benefits of direct individual participation

• By actually participating in the development of
  International Standards is the optimum maybe
  only way to realize various benefits, such as
  the opportunity to
• acquire technological know-how directly
• influence the technical content of standards
  important to their economy
• gain "hands-on" experience in standardization
  work that can be put to use in building up
  national infrastructures
• by facilitating back-adoption of International
  Standard as a corporate specification or
  engineering practice

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The benefits of direct individual participation
(2)

• provides a direct opportunity to input the views
  of the represented member country and so to
  influence the content of the eventual publication
• ensures an opportunity to directly support
  submitted views during subsequent discussions
• enhances understanding of the subject matter, and
  so aids appropriate application, for example in
  relation to local conventions and regulations
• offers valuable networking opportunities with
  other committee participants
• facilitates first hand access to expertise

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Risks of non-participation

• Standards will not be applicable to local
  conditions, e.g.
• Absence of the required materials
• Absence of production or test equipment
• Solutions at odds with established local
  practices
• potentially leading to
• difficulties (barriers) with exports and
  international markets
• imported goods not being suitable in one way or
  another

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Selecting in which group to particpiate

• Selection is vital as there are too many
  committees and subjects to imagine being able to
  cover all subjects. Not even industrialized
  countries, with many resources, are able to
  participate in all projects. Should identify
  projects
• that address products or services where there is
  a national interest for national use or for
  international trade
• where there is local expertise capable of
  presenting the countrys position
• where there is local technical knowledge in order
  to ensure constructive contribution is possible.

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Ensuring effective contributions

• Should identify who will represent national
  interests in external meetings
• Give preference to individuals close to the
  intended users of any eventual ISO documents
• It can be beneficial to have a regular
  representative (maybe a head of delegation) who
  represents a country in order to promote
  consistency in opinions offered at groups

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Ensuring effective contributions (2)

• Must participate in the chosen groups
  systematically and continuously
• Need to establish local mechanisms including
  mirror committees to the ISO project groups -
  ensure the regular study of technical documents
  and their comparison with local needs, and to
  develop - through consensus a national
  position for representation at meetings
• Establish effective national liaisons with the
  interested and competent parties/bodies

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A delegate is

• a member of a committee
• a person sent to represent others, in particular
  at a conference.
• Source Oxford English Dictionary
• Caution! Tends to focus on somebody attending
  meetings of one kind or another but much work
  (should be) done outside meetings

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Mission of a Delegate

• To ensure that
• through consultation, participation, and
  negotiation, and
• through the process of consensus (and thus where
  necessary compromise)
• the views and needs of the organization
  represented relating to specific projects as well
  as to the overall technical programme of the
  committee concerned
• are known and understood and accommodated, so far
  as is possible, in the eventual outcome of the
  committee's deliberations.

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Who do you represent at TC or SC levels?

• Neither individuals nor companies are eligible
  for membership of ISO or for direct participation
  in ISOs standards development work
• Individuals participating in ISOs work do so
• through the ISO member in their country or
• through a liaison organization
• When contributing to the work of an ISO technical
  committee or subcommittee, a delegate represents
  either a single ISO member organization (P- or
  O-member) one or more external liaison
  organizations

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Who do you represent in WGs?

• When contributing to the work of a working group,
  a delegate
• participates as an individual with expert
  knowledge to share and contribute
• does not represent an ISO member or external
  liaison organizations

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Proxy and Observers

• Proxy-voting is not formally recognized in ISO,
  other than in the case of twinning
  relationships with developing countries
• Certain individuals may be in certain instances
  permitted to be present and observe in certain
  meetings for information purposes BUT have no
  participation rights

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Delegate/Expert ? Volunteer
Volunteer A person who does something -
especially for other people or for an
organization - without expectation of any payback

• Taken literally, as an delegate/expert
  participates in a committee of their own
  free-will, and are not paid to be present (with
  some exceptions)
• This could apply to all committee members of an
  ISO committee
• But, in theory, it shouldnt be so.

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The Payback (Benefit)

• All standards development activities are
  expected to bring benefits, as identified in the
  initial justification of the project, (i.e. the
  project is there because the sector concerned
  wants and needs the benefits it is estimated it
  will bring.
• The investment of resources - such as time and
  manpower - in a standards project is to achieve
  these benefits.
• Thus, the notion of volunteer is not strictly
  correct, as there is a payback, in form of the
  envisaged benefits to all eventual users

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New publication

• My ISO Job

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Proposing new projectsProposing Project Leaders
(PL)
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ISO Project

• A project, in ISO, is any work leading to the
  development of
• a new standard, or
• a revision of a standard, or
• an amendment to a standard
• or any other ISO deliverable
• Synonymous with work item

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Cautionary words!

• The New Work Item Proposal (NWIP) that needs to
  be completed when submitting a recommendation for
  a new project (ISO Form 4) has two potentially
  important questions
• Is the proposing organization prepared to
  undertake the preparatory work required
• Does the proposer have a project leader to put
  forward
• i.e., as wed say in English
• You need to be prepared to put your money where
  your mouth is!

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Cautionary words!

• Of all the 'helping hands associated with an
  individual project, the PL has the greatest role
  to play, the heaviest, most significant
  responsibility to carry, and the most to explain
  in case of failure.
• It is a simple (and recurring) fact that if a PL
  is unable for whatever reason - to effectively
  manage a project under his responsibility, then
  it is likely that the project will fail to be on
  time. It is even possible that the project will
  fail.
• That is why

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Resources for project leaders
PROJECT LEADERS

• it shall be ascertained that the PL will have
  access to appropriate resources for carrying out
  the development work. (Dir/1/2.1.7). These are
• not just resources such as computers and copiers,
  but also
• the time and the inclination
• A project leader should be sure to have the
  backing of their sponsors/employer
• They also need to work closely with the other
  committee officials (chairman, secretary, and
  convenors)

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ISO Central Secretariat (ISO/CS)Services and
Support
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Overview of STAND
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STAND Technical Policy

• Provides Secretariat services and policy support
  to the ISO Technical Management Board
• Coordinates projects and maintains
  policies/procedures for work developed under the
  ISO-CEN Vienna Agreement
• Provides research and support services for
  potential new fields of standardization (e.g.,
  social responsibility)

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Project Management and E-Services

• Maintain ISOs central databases for
• Tracking of all standards development projects
  (gt4300 active)
• Committee membership, Liaisons, Chairs,
  Secretariats, etc
• ISO TC Portal - resource and information site
• Committee Server - maintenance and continual
  enhancements
• DIS/FDIS electronic balloting services
• Global Directory

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Technical Group Services

• Teams of Technical Programme Managers, Technical
  Editors grouped by sectors
• Central staff contact points for ISO Committees
  providing
• Procedural support/advice (e.g., Dir Part 1, TMB
  policy decisions)
• Information on all aspects of ISO CS and its
  services (E-services, training, ISO strategies)
• Project management and review with Secretaries
  and Chairs to ensure timely progression of work
• Connection to relevant international
  organizations in liaison
• Editorial review services (Dir Part 2) at DIS,
  FDIS and publication

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Role of the Standards Departmentin the overall
process

• Rules for the process defined in
• ISO/IEC Directives, Part 1 Procedures for the
  technical work
• ISO Supplement additional procedures specific to
  ISO projects
• ISO/IEC Directives, Part 2 Rules for the
  structure and drafting of International Standards
• various supporting documents (provided on the
  ISOTC portal), e.g. Vienna agreement

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Role of the Standards Departmentin the overall
process

• Provision of
• information and guidance regarding the standards
  development and production processes
• tools to support the process

• Verification that the rules have been applied
• Preparation of drafts and final drafts, and
  abstracts
• Administration of the balloting process
• Preparation of final publications in the formats
  (text and graphics) required by the member bodies

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Page from ISOTC portal
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On-Line Committee Work Programme (CWP)
Committee-based View

• Click here to view the work programme

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On-Line CWPCommittee-based View (2)

• Project status
• Cancelled
• Critical
• EmptyOK
• Warning
• Status detail

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On-Line CWPCommittee-based View (3)

• Includes all active (and recently automatically
  cancelled) projects by committee, in read-only
  mode with status, full project data relevant
  required action.
• Updated daily from the ISO/CS project monitoring
  database
• Accessible, from committee work area on ISOTC
  server, to all individuals registered to the
  Global Directory
• System-generated monthly notifications to
  committee secretariats (cc to TPM) for all
  projects requiring action

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Standards department staff working together
include

• Technical Programme Managers (TPMs) and their
  assistants
• Technical Editors (TEs) English and French
• document planning and production programming
  operators
• draughtsmen
• compositors
• proofreaders

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TPM provide guidance and information on

• current and new ISO TMB-initiated policy
• committee performance (KPIs)
• identified market requirements
• deliverable market relevance
• project management of work programme
• multi-sector applicability of deliverables
• standards development procedures

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TPMsensure collaboration and increase awareness

• ISO participation and presence at key
  international gatherings (WPC, IRF)
• Sector-policy documents
• High level support via active liaising (for
  facilitation) with RLO and other SDOs (UNECE,
  COPANT, OECD, CODEX, OGP)
• Relevant ISO/CS units (PR, MP) and ISO
  policy-developing committees (CASCO, COPOLCO)
• Communication of, and adherence to, ISO Guides
• Guide 7 (PAS 17001) on Conformity Assessment
• Guide 21-1 on National adoptions
• Guide 71 on Needs for disabled persons
• Guide 72 on the development of MSS

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TPMinvolvement in committee work

• TPMs participate in key meetings to
• address and resolve identified issues
• provide guidance and training
• promote the ISO/IEC Directives, Part
  1,Supplement and Part 2
• report on committee and ISO standards production
  performance
• ensure open and transparent 2-way communication
  between ISO/CS and committee

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TPMinvolvement in committee work (2)

• On a continual basis TPMs
• ensure progression of work between meetings
• assist to coordinate stakeholder participation in
  work, facilitating adjustments to their
  contributions, thus prioritizing efforts
• identify project champions and provide
  administrative follow-up
• encourage active involvement of committeechair,
  vital for successful management of work programme

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Technical Editorsprovision of information and
guidance on

• editorial rules (ISO/IEC Directives, Part 2,
  etc.)
• document presentation rules
• use of the ISO template
• good drafting practice, e.g. review by mother
  tongue expert, consistent style and terminology
• submission rules designed to ensure maximum
  compatibility with ISOCS for efficient processing
• special rules such as use of URLs should be
  persistent, valid for life of standard etc.

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TPM and TE synergyto respond to clients needs

• TPMs are the principal committee contacts
• TEs work closely with project leaders
• Effective communication and team work between
  TPMs and TEs, via weekly TG meetings vital to
• the communication of management decision, address
  and resolve of problem issues, facilitation of
  open exchanges, building unity and teamwork
• ensuring that market expectations are met in a
  timely fashion while maintaining ISO quality
• meeting specific market needs and expectations
• coordinate efforts
• producing the right document at the right time
  (e.g. review of DIS comments at upcoming
  committee meeting)
• meeting regulatory deadlines (e.g. CEN mandates)

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ISO Directives
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ISO Directives Parts 1 2N435 TC67 Policies
and Procedures Guide
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ISO DirectivesPart 1

• Consolidation of policies and procedures relevant
  to the technical work of ISO Technical
  Committees.
• Is included
• Organisational structure
• Project Management
• Consensus and Voting

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ISO DirectivesPart 2

• Consolidation of Editorial policies and
  procedures relevant to the drafting of all ISO
  deliverables
• Is included
• Requirements
• Normative vs. Informative clauses
• Document structure (in line with the ISO
  Template)
• Reference material listings
• Graphics and Vocabulary rules

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ISO Working Groups (WG)

• Working Groups are established and tasked by
  parent committee
• Convenor is appointed
• Project Leader(s) appointed for each work item
• Experts are nominated by the P-Members
• Experts act in a personal capacity, not as
  representatives
• Should keep close contact with their P-Member and
  other stakeholders
• Convenor and Project Leader responsibilities
• Defined in ISO Directives Part 1 and in document
  TC67 N435
• Decides when the document is ready for CD
  (Committee Draft).
• Have wide freedom for their working processes
  (Panels etc.)
• WG remains standing for maintenance and
  interpretations

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Quality in Project Management

• ISO 10006Guidelines to quality in project
  management

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Standards development timeframes
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TimeframesSelection criteria

• Market relevanceExpectations from industry and
  other stakeholders must be taken into account.
• PriorityThere should be a clear understanding at
  what point in time the International Standard
  will be needed by the market.
• ResourcesThe identification of a project
  champion and a clear commitment from stakeholders
  that they are prepared to allocate the resources
  for meeting the selected timeframe.

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TimeframesNWIP Considerations

• Prior to accepting to circulate NWIPs, keeping in
  mind ISOs policy of consensus building voluntary
  Standards, the committee must
• Justify market relevance, priority, and required
  resources
• Identify an available champion (project leader)
• Propose a suitable development Track on the NWIP
  form
• Confirm the selected Track and assign
  corresponding target dates on the AWI form.

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TimeframesProgression

• Committee secretariat to manage target stage-date
  flexibility
• Possibility to register NWIs or downgrade active
  projects as PWIs

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Summary of three track options
Project registered (AWI)
Publication
WD
CD
DIS
FDIS
Stage
-
0
-
6
18
24
Accelerated
-
0
12
24
30
36
Default
-
0
12
24
42
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Extended
Target dates (months)
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ISO Deliverables
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ISO deliverables

• International Standard (IS)
• Technical Specification (TS)
• Technical Report (TR)
• Guides applicable to policy for committees only
  
• Publicly Available Specification (PAS)
• International Workshop Agreement (IWA)

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International Standard

• International Standard (IS)
• normative
• document, established by consensus and approved
  by a recognized body, that provides, for common
  and repeated use, rules, guidelines or
  characteristics for activities or their results,
  aimed at the achievement of the optimum degree of
  order in a given context and that is adopted by
  an international standardizing/standards
  organization and made available to the public
• Source ISO/IEC Guide 21996 (combination of
  definitions 3.2 3.2.1.1)

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Technical Specification

• Technical Specification (TS)
• normative
• document addressing work
• still under technical development, or
• where for any other reason there is the future,
  but not immediate, possibility of agreement on an
  International Standard

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Technical Specification (2)
BASE (USEFUL) DELIVERABLE

• Technical Specification (TS) (fall-back
  situation)
• normative
• document originally intended to be an
  International Standard, but
• where the required support cannot be obtained for
  approval as an International Standard or
• for which there is doubt on whether consensus has
  been achieved
• Published in order to make available its content
  for use by interested parties

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Publicly Available Specification
(QUICKER) DELIVERABLES

• Publicly Available Specification (PAS)
• normative
• A document representing the consensus within a
  working group
• NOTE     Competing PAS offering different
  technical solutions are possible provided that
  they do not conflict with existing International
  Standards. (A TC/SC may decide to revise an ISO
  standard to allow conflicting PAS.)
• Example ISO/PAS 18873 International protocol for
  doping control

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Technical Report
BASE DELIVERABLES

• Technical Report (TR)
• informative
• document containing information of a different
  kind from that normally published in a normative
  document
• NOTE     Such data may include, for example, data
  obtained from a survey carried out among the
  national bodies, data on work in other
  international organizations or data on the state
  of the art in relation to standards of national
  bodies on a particular subject

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International Workshop Agreement
(QUICKER) DELIVERABLES

• International Workshop Agreement (IWA)
• normative
• A document which does not rely on the customary
  technical committee structures. Essentially this
  will be through an open workshop mechanism
  whereby market players will be able to negotiate
  in a workshop setting the contents of particular
  normative documents

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Guides

• Guide
• informative
• document giving orientation, advice or
  recommendations on non-normative matters relating
  to international standardization   
• NOTE 1      Guides may address issues of interest
  to all users of International Standards
• NOTE 2      Guides are not prepared by technical
  committees or subcommittees, but by policy
  committees or directly or indirectly by the TMB

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COMPARISON OF PROCEDURES FOR DIFFERENT ISO
DELIVERABLES
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All Standards Impose LimitsTrue or False?
Greatest constraint
Product standard (w-out options)
Interchange specification
Product standard (with options)
Design specification
Method of test (no options)
Performance specification
Method of test (with options)
Classification system
Vocabulary of terms
Guide to specification
Code of practice
Guidance
Recommendations
Results of RD and other studies
Reports
Least constraint
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TC 67Typical Standards development programme
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ISO TC67 typical programme(36 months from
20.00 to 50.00)
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Preliminary and proposal stageNP New Proposal
AWI Approved Work Item

• Acceptance requires
• Simple majority (gt50) of P-Member votes
• 5 P-Members to nominate Experts
• A further criterion, currently only as guidance
• SVAT score gt 15 (max. is 25)
• SVAT Standards Value Assessment Tool
• Members submit marks for market relevance

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Preparatory stageWD Working Draft
WD is prepared by the PL with the help of the
Experts There is NO VOTING (recognised under ISO
Directives) When the WD is assembled and
coherent, it is sent to the Committee
85
Consensus stageCD Committee Draft
CD is distributed to the committee members(P-,
O- and L-) Consensus is required
and/or Voting 2/3rds majority of P-Members will
be consensus but negatives should be resolved
if possible.
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Consensus (ISO definition)

• General agreement, characterized by the absence
  of sustained opposition to substantial issues by
  any important part of the concerned interests and
  by a process that involves seeking to take into
  account the views of all parties concerned and to
  reconcile any conflicting arguments.
• Note Consensus need not imply unanimity.

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Public enquiry reviewDIS Draft International
Standard
DIS ballot is managed and initiated by ISO and is
sent to all ISO Members
Voting 2/3rds of P-Members in favourwith no
more than 25 of total votes negative
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Final approval stageFDIS Final Draft
International Standard
FDIS is sent to all ISO Member Yes/No Vote on
final text Voting 2/3rds of P-Members in favour
with no more than 25 of total votes negative
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Contributing to content
Stability of content
Determination of content
Review of content
Consolidation of content
Opportunity to change
0
12
18
30
Proposal first CD
Last CD DIS
Pre FDIS FDIS vote
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Standards development processes and deliverables
summary
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The ISO/CS-managed portion of the process
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DIS/FDIS process flow in STAND
Submission of DIS/FDIS files on ISOTC server by
TC/SC
2
Evaluation
Technical Editorial Drawings Procedural
Committee time
1
DIS
FDIS
Production
Editorial Drawings
Composition Proofreading
3
ISO/CS time
Ballot
Launch Ballot results Finalization
Publication
4
5
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Technical evaluation (step 1)

• FDIS
• ? revisable file
• use of ISO template
• font problems
• estimation of work necessary to make publication
  quality
• evaluation of any electronic attachments to
  standard
• ? PDF file serves as reference copy

• DIS
• ? PDF file
• PDF version
• printable
• font problems

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Drawings evaluation (step 1)

• FDIS
• availability of revisable files
• usability of files supplied
• estimation of work necessary to make conformant
  with rules
• graphical symbols registration check
• special requirements (colour, photographs, )

• DIS
• legibility
• identification of files already available in ISO
  database(e.g. previous edition, other standard)
• special requirements (colour, photographs, )

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Editorial evaluation (step 1)

• Fit for purpose of enquiry (DIS) ballot
• legibility
• completeness
• editorial acceptability general compliance with
  the ISO/IEC Directives, Part 2
• comprehensibility
• Identify and list issues which need to be
  addressed before submission of approved DIS

• Suitable for preparation for approval (FDIS) vote
• DIS criteria plus
• editorial acceptability compliance with the
  ISO/IEC Directives, Part 2
• verification that any editorial comments made on
  DIS have been taken into consideration
• verification that accepted ballot comments have
  been taken into consideration

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Registration or rejection (step 2)

• TPM reviews the technical, drawings and
  editorial evaluations, andaccepts or rejects
  the project
• If accepted, the project is registered, and
  depending on deliverable type and development
  stage, enters the respective internal workflow
  (DIS-ballot, FDIS preparation, TS publication)
• If rejected, justification is provided to the
  committee secretary with a request for corrective
  action

97
Production stage (step 3)

• Editing of text and drawings to remove any
  remaining nonconformities with ISO/IEC
  Directives, Part 2, and draughting rules for
  technical drawings
• Must be written in ISO language
• Remove and ambiguitiesbut editing must
  not change meaning
• Alignment of text and drawings as necessary
• Typographic improvements to make publication
  quality

shall be should be
jargon
98
E-ballotingAdministration of DIS/FDIS ballots
(step 4)

• Electronic balloting application (EB 3)
• Impartial administration of ballots castby ISO
  members
• Administrative and technical support for the
  balloting application
• Ballot results and collation of comments prepared
  and communicated to committee secretariat
• Permanent records of all ballots archived

99
Publication stage (step 5)

• Editorial review of comments returned by
  committee secretary
• integration of acceptable editorialchanges into
  document before publication
• technical comments not taken into consideration
  but referred back to the committee
• Revision if necessary of abstract and CD/DVD
  cover
• Review of comments submitted with approval ballot

100
Keep the dust and cobwebs away!

• Standards are not made to gather dust on shelves
  (or at least they shouldnt be!) so
• Adopt it nationally (and regionally?)
• Promote/market the publication (magazine
  articles, conferences, word-of-mouth, etc.)
• Use/implement the publication ..

101
Keeping it relevant Systematic reviews

• Every deliverable published by ISO or jointly
  with IEC shall be reviewed by the technical
  committee or subcommittee responsible, with
  support from ISO/CS
• The timing of a systematic review is normally
  based either on the year of publication or, where
  a document has already been confirmed, on the
  year in which it was last confirmed
• Process currently essentially paper-based, but
  will be up-dated through the introduction of an
  enhancement of the ISO electronic balloting
  systems

102
The making of a StandardPractical application
103
Foreword

• This portion of the presentation outlines the
  general process leading to the development of new
  International Standards, answering industry need
  and ensuring market relevance, using a simplified
  version of a real case scenario of one of TC
  67/SC 2 which deals with high strength tubular
  pipelines.
• Only one issue amongst many will be discussed
  here and dates have been modified for clarity.

104
Content

• Introduction
• Recent developments
• New Proposal
• Building consensus amongst experts
• Committee Draft (CD) stage
• DIS and FDIS stages
• Publication

105
Introduction

• Natural gas is a clean and relatively abundant
  fuel, but many major onshore gas fields are far
  from their ultimate markets.
• Developing these gas fields often requires the
  construction and operation of long distance,
  large diameter trunk pipelines and compressor
  stations operating at relatively high pressures.
• The pipeline cost represents a very substantial
  investment for these projects.

106
Introduction (2)

• Line pipe is manufactured in accordance with the
  current edition ofISO 3183-21996 -- Steel pipes
  for pipeline.
• This standard reflects the consensus on the
  technology at that time. Various grades of steel
  can be used, with a yield strength ranging from
  290 to 555 MPa.
• A large number of pipe suppliers, building
  contractors and gas operators are accustomed to
  these grades of steel.

107
Recent developments

• Status as of early 2000
• Many development projects involving onshore dry
  gas transport on very large distances are being
  assessed and would benefit from higher steel
  grades.
• Economical studies show that savings of 15 of
  total cost of projects are achievable.
• Intense research and development activities in
  very recent years have demonstrated that high
  strength steel line pipe up to 830 MPa can be
  safely manufactured and welded by a number of
  manufacturers and contractors.
• It is thus relevant to work on a new standard.

108
New proposal

• After preliminary discussions, a group of
  companies including steel manufacturers, pipe
  manufacturers, contractors, and pipeline
  operators, recommend to work on a new standard
  for high strength steel line pipe for pipeline
  transportation systems.
• A New Work Item Proposal (NWIP) was drafted
  by April 2000 and forwarded to SC2. It included
  the title, scope of work (steel grade 830),
  resource requirements, justification, target
  dates, references and identification of a Project
  Leader.
• The SCs P and O-member countries voted and
  approved the NWIP progressing it to an
  Approved Work Item (AWI) in October 2000.
• Experts from all interested parties were invited
  to join the Working Group ( WG ) for a first
  meeting in December 2000.

109
Pipeline installations
110
Building Expert Consensus

• Building Expert Consensus

• Three meetings of the WG are called by the
  Project Leader
• Some experts (from pipe manufacturers and a
  contractor) express various concerns regarding
  the difficulty to master the technology needed to
  achieve manufacture and girth welding of grade
  830 pipe.
• At their suggestion, an intermediate grade (690
  MPa) is added to the scope of work.
• The Working Draft (WD) text is continuously
  updated by the PL based on experts input
  included in the text.
• By November 2001, consensus between the WG
  experts is achieved. The PL submits the final WD
  to SC 2 in Dec 01.

111
Committee draft (CD) stage

• The WD is circulated to the SC members for review
  and comments these being submitted to the PL and
  WG experts for consideration and integration into
  future revisions of the text.
• For example, a SC 2 members concern regarding
  on-site welding brings a change in the chemical
  composition of the base material.
• This modification is circulated to, and approved
  by, all parties involved.
• The SC 2 Secretariat and Editing Committee (EDC)
  assists the PL to finalize the draft in ISO
  format.
• Consensus is reached to the satisfaction of the
  SC Chair in January 2003, the CD is then
  submitted to ISO for DIS processing.

112
DIS and FDIS stages

• ISO initiates the DIS ballot for member countries
  review, comments (editorial and technical) and
  approval/disapproval.
• Each comment is considered by the PL, experts and
  SC Chair. A Secretariats response and
  action-taken for each comment is prepared and
  logged. More technical work and consensus
  building is done at this stage, and conducted to
  the satisfaction of the SC Chair. In Feb. 2004,
  final editorial work is completed and the draft
  re-submitted to ISO
• The FDIS approval ballot by ISO members is
  launched in April. Minor editorial comments
  collected are considered by ISO editors in
  collaboration with the PL and SC Chair. After
  this, the text is ready for publication by year
  end.

113
Publication

• A new standard is published and
• is available for all to use.

114
accomplished by TC 67to respond to industry
needs
115
New set of International Standards for the oil
and gas sector, delivered by ISO\TC 67 (1)

• ISO/TC 67 -- Materials, equipment and offshore
  structures for petroleum, petrochemical and
  natural gas industries, has delivered, in the
  last 5-years, over 110 new ISO standards for
  materials and equipment covering all the main
  elements of an integrated Oil and Gas
  development, from the sub-surface safety valve
  through the casing and wellhead, subsea systems,
  offshore platforms, pipelines, to the surface
  facilities including pumps, compressors, heat
  exchangers, valves, piping, etc... These are
  suitable for EP, refineries and petrochemical
  plants.These standards will ensure
  sustainability to the Oil and Gas industry by
  providing a means to
• carry out business efficiently and cost
  effectively
• enhance technical integrity, thereby assuring no
  harm to people, assets or the environment and
• transfer knowledge and share best practice.

116
New set of International Standards for the oil
and gas sector, delivered by ISO\TC 67 (2)

• These standards have been developed by, and are
  being recognized and used in, the 52 member
  countries of TC 67.
• The oil and gas industry spends at least USD 25bn
  p.a. on procurement of materials and equipment
  covered by ISO standards. Applying common
  standards saves money in the long haul saving as
  little as 1 can save the industry USD 250mi p.a.
• As a global industry, trading in international
  markets, and with international contractors,
  suppliers and customers, operating in a multitude
  of different regulatory frameworks, the oil and
  gas industry deserves International Standards
  that are relevant to a global market.

117
30 key Standards for TC 67
118
COST vs. BENEFIT

• Total worldwide industry expenditure covered by
  the 30 key ISO/TC 67 standards equals USD 25bn
  p.a.
• If only 1 is saved by the use of these ISO
  standards, the BENEFIT to industry is USD 250mi
  p.a.
• The COST to industry (resource investment) to
  achieve this is in the order of USD 10mi p.a.
• Hence, the RETURNBENEFIT/COST, 250/10
• ROI 251

119
Thank you for your attention !

• Questions

• Workshopevaluationformandcontactinformation

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