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50 vision of practical, beneficial interoperability, but must then TransXML Project staff, and it is a requirement that the frame that vision in a way that enables stakeholders to per- project steward have such staff available. ceive the potential gain. The greater the need, the more likely Promote the benefits of TransXML to transportation agen- it will be that interested parties will participate in the process. cies, software and information technology firms, industry This will be an ongoing effort as needs are likely to change research organizations, and the consulting community; over time. champion the adoption and development of TransXML Develop, maintain, and promote a family of XML schemas through advocacy, technical assistance, and schemas that target these transportation business areas. selective financial support. The TransXML project can perform these functions in- Provide communication mechanisms and infrastructure house using project staff, or oversee work that might be to enable appropriate participation of the various cate- performed through coordinated voluntary efforts or via gories of industry representatives in the TransXML paid contractors or subcontractors (academic, nonprofit, schema development process. For the TransXML Project or commercial). As the business areas addressed by schema to succeed, the steward will need to aggressively lead out- become more diverse, it becomes increasingly unlikely reach and marketing activities targeted to both the man- that a single organization will hold the required technical agement and technical communities through: information expertise, and increasingly likely that contractors or third dissemination (including costs of attendance) at relevant parties will need to apply their specialized skills and ser- industry conferences (e.g., HEEP, AASHTO IS, TRB, ITE, vices. The implication is that the TransXML Project must NEMA, ATSIP); preparation and distribution of regular have the flexibility to arrange for technical work to be updates on the project through press releases and website performed by others. updates; proactive electronic communications, including Participate in and/or endorse other XML schema and e-mail, newsletters, and participation in relevant news and standardization efforts that support its mission, advo- discussion groups; and preparation and distribution of cating on behalf of public sector transportation agencies white papers and other educational materials. to encourage those efforts to meet the needs of the Trans- XML community. The TransXML Project should estab- 6.6 Criteria for TransXML lish and invest in maintaining formal relationships with Stewardship the following XML schema and standardization efforts: LandXML, OGC's GML and CAD-GIS efforts, the FGDC Seven core criteria were identified to evaluate candidate Framework Data Content Standard for NSDI, NHTSA organizations' capabilities to carry out the functions defined crash records schema, the family of ITS standards efforts above: being coordinated by the ITS Joint Program Office, and the Volpe Center's efforts to establish XML schema in the 1. Leadership--Established credibility and relationships commercial vehicle arena on behalf of FMCSA. The Trans- with the TransXML stakeholder communities, degree of XML Project must also monitor the evolution of new stan- synergy between the organization's established mission dardization efforts and make decisions about what position and the objectives of TransXML, impetus and incentives in to take with respect to these efforts. place for the organization to serve as a champion, ability to Provide industry-wide coordination to ensure coverage build consensus within the stakeholder community(ies); across all important segments of the transportation 2. Neutrality--Perceived degree of neutrality across vendors, industry. and perceived degree of commitment to open standards; Establish and promote technical standards to ensure 3. Stability/Sustainability--Availability of a stable source of technical compatibility, uniformity, and nonredundancy funds; likelihood that the organization can sustain itself in the development of XML schema for transportation. over a 5- to 10-year period; These two oversight functions, taken together, are absolutely 4. Agility--Ability to productively and expediently make crucial for TransXML to achieve its mission and fulfill the decisions and move forward with initiatives within a rea- longer-term goal of creating a library of consistent, com- sonable timeframe; patible schemas that serve the industry. Gaps in coverage 5. Technical Expertise--Availability of in-house staff with of key transportation business areas will inhibit unified technical expertise needed to provide support (training, support from agencies and the vendor community; the respond to questions, correct errors) for the schemas devel- lack of standards will guarantee confusion and inefficiency oped under this project and for further schema development as poorly coordinated schema efforts result in conflicts and application, and/or ability to access these resources; among members of the stakeholder community. These 6. Marketing Capability--Ability to mount an effective mar- functions must be executed by committed, long-term core keting effort to promote adoption and use of the schemas--