Wiki source code of Openness Index

Version 42.1 by Patrick Masson on 2017/07/22 16:57
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1 = Objective =
2
3 The term "open" has become popularly used to describe a variety of objects; software and technology, educational resources, education, etc. Ambiguity exists in the meaning of open. For example, open education, where anyone can enroll with only the requirement of a fee and no education, versus being available to anyone without cost. In addition to the ambiguity of open and what it enables, also lies ambiguity with the openness of organizations.
4
5 The "Openness Index" attempts to define open attributes while assessing the type of openness within the community of practice who's responsible for the design, development, and distribution of the open artifact.
6
7 **//Importantly, the "Openness Index" is not designed to assess the openness of any artifact, e.g. an object, software, OER, etc. claimed to be open—there are plenty of licenses that can be used to assess the openness of an object—but rather an the organization or community that creates and manages these artifacts.//**
8
9 == Traditional Maturity Model Definition- ==
10
11 There are five levels defined along the continuum of a maturity model:
12 a. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.
13 b. Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.
14 C. Defined - the process is defined/confirmed as a standard business process, decomposed to levels 0, 1, and 2 (the latter being Work Instructions).
15 d. Managed - the process is quantitatively managed in accordance with agreed-upon metrics.
16 e. Optimized - process management includes deliberate process optimization/improvement.
17
18 == "Opening" the Maturity Model Definition: ==
19
20 Using the above as a framework, the following can be applied to access the maturity of an open project:
21
22 1. Initial/ Aware : (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented open project.
23 1. Repeatable - openness is at least documented sufficiently such that repeating the same steps toward openness may be attempted.
24 1. Defined - openness is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
25 1. Managed - openness is quantitatively managed in accordance with agreed-upon metrics (those of the OMM)
26 1. Optimizing - openness management includes deliberate principle/process/practice optimization/improvement.
27
28 = Openness Values =
29
30 == Courage ==
31
32 (Courage is a //sufficient cause// of Participation)
33
34 Courage is sufficient to participate in openness, however participants may be motivated by other causes, such as: a condition of employment; direction from a supervisor; peer pressure; or, a hidden agenda—perhaps to influence (or sabotage) direction.
35
36 {{showhide id="1" showmessage="Individual Courage: The willingness to proclaim oneself, or a project, open" hidemessage="Individual Courage: The willingness to proclaim oneself, or a project, open" style="background-color:#c2eac1;"}}
37
38 * Initial: The individual is aware of openness as an alternative to traditional practices.
39 ** Evidence : Artifacts exist, and are publicly accessible, citing the individual's awareness of openness or open communities, open organizations, open organizational models, etc.
40 ** Example: The individual has written a blog post which indicates they are aware of open models. The individual references an open community of practice as part of their work or interests.
41 * Repeatable: When challenged, or new situations/issues/opportunities arise, the individual constantly references open models, alternatives and/or communities of practice as alternatives to traditional models/approaches.
42 ** Evidence: Multiple examples exist of artifacts referencing openness, open communities of practice, etc. related to a variety of resources, projects, initiatives, etc. These examples include multiple/alternative references for each resource, project or initiative.
43 ** Examples: An email exchange related to decision making processes, gathering requirements, or project management, includes references to Red Hat's "Open Organization," PayPal's "Inner-sourcing," and Eric Raymond's, "The Cathedral and the Bazaar."
44 * Defined: The benefit(s) of openness can be articulated by the individual.
45 ** Evidence: Artifacts describing how open principles and practices contribute to an individual's body of work or a community of practice.
46 ** Example: A business proposal submitted to a colleague includes a description of the benefits associated with open source software.
47 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the individual.
48 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
49 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
50 * Optimizing: The individual continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
51 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
52 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
53
54 {{/showhide}}
55
56 {{box}}
57 **//How this individual may behave..."//**
58 The individual regularly articulates the promise, ideals, or benefits of openness. For example, using language common to open initiatives and communities of practice, referencing aspects of the open ethos, writing a personal blog on openness, tweeting on the benefits of openness, citing/referencing open source projects or initiatives as exemplars...
59 {{/box}}
60
61 {{showhide id="2" showmessage="Organizational Courage: The willingness to declare an organization or project open" hidemessage="Organizational Courage: The willingness to declare an organization or project open" style="background-color:#c2eac1;"}}
62
63 * Initial: The organization includes openness as an alternative to traditional practices.
64 ** Evidence : Artifacts exist, and are publicly accessible, citing the organization's awareness of openness or open communities, open organizations, open organizational models, etc.
65 ** Example: An featured speaker on openness was included in an event coordinated by the organization.
66 * Repeatable: When challenged, or new situations/issues/opportunities arise, the organization constantly references open models, alternatives and/or communities of practice as alternatives to traditional models/approaches.
67 ** Evidence: Multiple examples exist of artifacts referencing openness, open communities of practice, etc. related to a variety of resources, projects, initiatives, etc. These examples include multiple/alternative references for each resource, project or initiative.
68 ** Examples: An email exchange related to decision making processes, gathering requirements, or project management, includes references to Red Hat's "Open Organization," PayPal's "Inner-sourcing," and Eric Raymond's, "The Cathedral and the Bazaar."
69 * Defined: The benefit(s) of openness can be articulated by the organization.
70 ** Evidence: Artifacts describing how open principles and practices contribute to an organization's business practices, products and services, etc.
71 ** Example: A new team in the organization describes the benefits associated with open communities of practice.
72 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the organization.
73 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
74 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
75 * Optimizing: The organization continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
76 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
77 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
78 {{/showhide}}
79
80 {{box}}
81 **//What this organization may behave..."//**
82 The organization regularly articulates the promise, ideals, or benefits of openness. For example, using language common to open initiatives and communities of practice, referencing aspects of the open ethos, writing a corporate blog on openness, tweeting on the benefits of openness, citing/referencing open source projects or initiatives as exemplars...
83 {{/box}}
84
85 == Participation ==
86
87 (Participation is a "necessary cause" of Honesty)
88
89 Participation is necessary in order to contribute. While there is no guarantee the contributions will be honest, one must participate in order to offer a honest contribution.
90
91 {{showhide id="IndParticipation" showmessage="Individual Participation: Involvement with or within an organization that has identified itself to be open." hidemessage="Individual Participation: Involvement with or within an organization that has identified itself to be open." style="background-color:#c2eac1;"}}
92
93 * Initial: The individual has publicly associated themselves with an organization.
94 ** Evidence: Membership, attendance, presence within an open community of practice.
95 ** Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
96 * Repeatable: The individual engages consistently with the organization and consistently references their involvement.
97 ** Evidence: Activity and interactivity within an open community of practice.
98 ** Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
99 * Defined: The individual has established a specific role with or within the organization.
100 ** Evidence: Participation is defined/confirmed as a standard business process.
101 ** Example: The individual holds a recognized role within an open community of practice;
102 * Managed: The individual has undertaken specific responsibilities with the organization.
103 ** Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
104 ** Example:
105 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
106 ** Evidence: Participation management includes deliberate participation optimization/improvement.
107 ** Example:
108 {{/showhide}}
109
110 {{box}}
111 **What this individual might look like...**
112 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic and the process. For example, decisions for procurement of goods and investments in initiatives.
113 {{/box}}
114
115 {{showhide id="OrgParticipation" showmessage="Organizational Participation: The willingness to invite and admit any individual or other organization to engage with the organization." hidemessage="Organizational Participation: The willingness to invite and admit any individual or other organization to engage with the organization." style="background-color:#c2eac1;"}}
116 * Initial: The organization has publicly declared anyone can engage with it.
117 * Repeatable: The organization engages consistently with any interested party, and consistently declares the ability for engagement of interested parties.
118 * Defined: the organization recognizes standard roles within the organization
119 * Managed: the organization has established responsibilities associated with roles.
120 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
121 {{/showhide}}
122
123 {{box}}
124 **What this organization might look like...**
125 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
126 and the process. For example, decisions for procurement of goods and investments in initiatives.
127 {{/box}}
128
129 Honesty: Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
130 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
131 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
132 Repeatable:
133 Defined:
134 Managed:
135 Optimized:
136 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
137 Initial:
138 Repeatable:
139 Defined:
140 Managed:
141 Optimized:
142 What this organization might look like...
143 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
144 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
145 accepts those.
146 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
147 Initial:
148 Repeatable:
149 Defined:
150 Managed:
151 Optimized:
152 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
153 Initial:
154 Repeatable:
155 Defined:
156 Managed:
157 Optimized:
158 What this organization might look like...
159 Humility: The scope of competency and capacity.
160 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
161 Initial:
162 Repeatable:
163 Defined:
164 Managed:
165 Optimized:
166 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
167 Initial:
168 Repeatable:
169 Defined:
170 Managed:
171 Optimized:
172 What this organization might look like...
173 Principles
174 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
175 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
176 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
177 Individual: Participants actively share information with the organization.
178 Initial:
179 Repeatable:
180 Defined:
181 Managed:
182 Optimized:Organizational: The organization actively shares information with the participants.
183 Initial:
184 Repeatable:
185 Defined:
186 Managed:
187 Optimized:
188 What this organization might look like...
189 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
190 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
191 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
192 Individual: Information created by or managed by participants is discoverable by the organization.
193 Initial:
194 Repeatable:
195 Defined:
196 Managed:
197 Optimized:
198 Organizational: Information created by or managed by the organization is discoverable by participants.
199 Initial:
200 Repeatable:
201 Defined:
202 Managed:
203 Optimized:
204 What this organization might look like...
205 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
206 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
207 based on an affinity for the topic.
208 Participation, roles and direction is based on personal or professional affinity
209 Initial:
210 Repeatable:
211 Defined:
212 Managed:
213 Optimized:
214 Participation, roles and direction is based on personal or professional affinity
215 Initial:
216 Repeatable:
217 Defined:
218 Managed:
219 Optimized:
220 What this organization might look like...
221 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
222 Click here to expand...
223 Initial:
224 Repeatable:
225 Defined:
226 Managed:
227 Optimized:
228 Click here to expand...
229 Initial:
230 Repeatable:
231 Defined:
232 Managed:
233 Optimized:
234 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
235 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
236 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
237 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
238 organisation's ability to function as a meritocracy.
239 Click here to expand...
240 Initial:
241 Repeatable:
242 Defined:
243 Managed:
244 Optimized:
245 Click here to expand...
246 Initial:
247 Repeatable:
248 Defined:
249 Managed:
250 Optimized:
251 What this organization might look like...
252 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
253 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
254 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
255 Click here to expand...
256 Initial:
257 Repeatable:
258 Defined:
259 Managed:
260 Optimized:
261 Click here to expand...
262 Initial:
263 Repeatable:
264 Defined:
265 Managed:
266 Optimized:
267 What this organization might look like...
268 Objectives
269 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
270 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
271 more resources to be invested in the goals of the community.
272 Click here to expand...
273 Initial:
274 Repeatable:
275 Defined:
276 Managed:
277 Optimized:
278 Click here to expand...
279 Initial:
280 Repeatable:
281 Defined:
282 Managed:
283 Optimized:
284 What this organization might look like...Emergence: From
285 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
286 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
287 formal externally imposed plan. Through emergence, organisations can expect:
288 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
289 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
290 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
291 environment;
292 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
293 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
294 ceAsAConsutructIssue1_1_3.pdf )
295 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
296 Click here to expand...
297 Initial:
298 Repeatable:
299 Defined:
300 Managed:
301 Optimized:
302 Click here to expand...
303 Initial:
304 Repeatable:
305 Defined:
306 Managed:
307 Optimized:
308 What this organization might look like...
309 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
310 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
311 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
312 promotes organisational effectiveness and efficiency.
313 Click here to expand...
314 Initial:
315 Repeatable:
316 Defined:
317 Managed:
318 Optimized:
319 Click here to expand...
320 Initial:
321 Repeatable:
322 Defined:
323 Managed:
324 Optimized:
325 What this organization might look like...
326 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
327 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
328 Click here to expand...
329 Initial:
330 Repeatable:
331 Defined:
332 Managed:
333 Optimized:
334 Click here to expand...
335 Initial:
336 Repeatable:
337 Defined:
338 Managed:
339 Optimized:What this organization might look like...
340 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
341 they evolve with low relative investments in rework.
342 Click here to expand...
343 Initial:
344 Repeatable:
345 Defined:
346 Managed:
347 Optimized:
348 Click here to expand...
349 Initial:
350 Repeatable:
351 Defined:
352 Managed:
353 Optimized:
354 What this organization might look like...
355 ~{~{/showhide}}

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