Wiki source code of Openness Index

Version 46.3 by Patrick Masson on 2017/07/30 22:03
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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// for Honesty to emerge)
88
89 Participation is necessary in order to be honest. While there is no guarantee of honesty among those who participate, one must participate in order to be honest.
90
91 {{showhide id="IndParticipation" showmessage="Individual Participation: Involvement with or within a project, initiative or organization that has identified itself to be open." hidemessage="Individual Participation: Involvement with or within a project, initiative or 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 practices decision-making processes that allow anybody to provide input, and publicly shares that input. The organization considers input, and their opinions of that input through publicly available discussions on the topics under consideration. The processes for soliciting and collecting input, managing and sharing contributions and discussions, and sharing the results and rationale for final decisions is also publicly available for audit and input. The open organization will not only tell the community what their final decision is, and why they came to that decision, they will also share how that decision was made (processes).
113 {{/box}}
114
115 {{showhide id="OrgParticipation" showmessage="Organizational Participation: Involvement with or within a project, initiative or organization that has identified itself to be open." hidemessage="Organizational Participation: Involvement with or within a project, initiative or organization that has identified itself to be open." style="background-color:#c2eac1;"}}
116 * Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
117 ** Evidence: Organization's website has a "Join Now" link.
118 ** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
119 * Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
120 ** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
121 ** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
122 * Defined: the organization has policies in place ensuring access to the community, e.g. communication channels, leadership, general community, open/closed issues, etc. The organization provides processes—how to find topics of interest, how to contact/work with community members, etc.—and practices for engagement—email lists, IRC, wiki's, meetings, conferences, etc.
123 ** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
124 ** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
125 * Managed: The organization consistently monitors and assesses the activities occurring across the community to ensure policies, practices and processes are adhered to. Issues raised by the community are actively and authentically addressed. Specific roles are identified with responsibility to oversee policies, practices, processes, and communities.
126 ** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
127 ** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
128 ** Evidence: Input from community manages within discussion forums, on IRC and in the wiki addressing issues from the community, between community members, across the organization.
129 * Optimizing: The organization regularly audits existing policies (i.e. confirming compliance across the community). Organization regularly reviews current processes and practices to ensure continued alignment with policy, identify issues, suggest improvements, adopt updates.
130 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
131 {{/showhide}}
132
133 {{box}}
134 **What this organization might look like...**
135 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
136 and the process. For example, decisions for procurement of goods and investments in initiatives.
137 {{/box}}
138
139 Honesty: Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
140 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
141 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
142 Repeatable:
143 Defined:
144 Managed:
145 Optimized:
146 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
147 Initial:
148 Repeatable:
149 Defined:
150 Managed:
151 Optimized:
152 What this organization might look like...
153 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
154 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
155 accepts those.
156 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
157 Initial:
158 Repeatable:
159 Defined:
160 Managed:
161 Optimized:
162 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
163 Initial:
164 Repeatable:
165 Defined:
166 Managed:
167 Optimized:
168 What this organization might look like...
169 Humility: The scope of competency and capacity.
170 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
171 Initial:
172 Repeatable:
173 Defined:
174 Managed:
175 Optimized:
176 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
177 Initial:
178 Repeatable:
179 Defined:
180 Managed:
181 Optimized:
182 What this organization might look like...
183 Principles
184 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
185 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
186 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
187 Individual: Participants actively share information with the organization.
188 Initial:
189 Repeatable:
190 Defined:
191 Managed:
192 Optimized:Organizational: The organization actively shares information with the participants.
193 Initial:
194 Repeatable:
195 Defined:
196 Managed:
197 Optimized:
198 What this organization might look like...
199 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
200 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
201 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
202 Individual: Information created by or managed by participants is discoverable by the organization.
203 Initial:
204 Repeatable:
205 Defined:
206 Managed:
207 Optimized:
208 Organizational: Information created by or managed by the organization is discoverable by participants.
209 Initial:
210 Repeatable:
211 Defined:
212 Managed:
213 Optimized:
214 What this organization might look like...
215 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
216 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
217 based on an affinity for the topic.
218 Participation, roles and direction is based on personal or professional affinity
219 Initial:
220 Repeatable:
221 Defined:
222 Managed:
223 Optimized:
224 Participation, roles and direction is based on personal or professional affinity
225 Initial:
226 Repeatable:
227 Defined:
228 Managed:
229 Optimized:
230 What this organization might look like...
231 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
232 Click here to expand...
233 Initial:
234 Repeatable:
235 Defined:
236 Managed:
237 Optimized:
238 Click here to expand...
239 Initial:
240 Repeatable:
241 Defined:
242 Managed:
243 Optimized:
244 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
245 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
246 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
247 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
248 organisation's ability to function as a meritocracy.
249 Click here to expand...
250 Initial:
251 Repeatable:
252 Defined:
253 Managed:
254 Optimized:
255 Click here to expand...
256 Initial:
257 Repeatable:
258 Defined:
259 Managed:
260 Optimized:
261 What this organization might look like...
262 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
263 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
264 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
265 Click here to expand...
266 Initial:
267 Repeatable:
268 Defined:
269 Managed:
270 Optimized:
271 Click here to expand...
272 Initial:
273 Repeatable:
274 Defined:
275 Managed:
276 Optimized:
277 What this organization might look like...
278 Objectives
279 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
280 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
281 more resources to be invested in the goals of the community.
282 Click here to expand...
283 Initial:
284 Repeatable:
285 Defined:
286 Managed:
287 Optimized:
288 Click here to expand...
289 Initial:
290 Repeatable:
291 Defined:
292 Managed:
293 Optimized:
294 What this organization might look like...Emergence: From
295 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
296 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
297 formal externally imposed plan. Through emergence, organisations can expect:
298 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
299 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
300 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
301 environment;
302 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
303 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
304 ceAsAConsutructIssue1_1_3.pdf )
305 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
306 Click here to expand...
307 Initial:
308 Repeatable:
309 Defined:
310 Managed:
311 Optimized:
312 Click here to expand...
313 Initial:
314 Repeatable:
315 Defined:
316 Managed:
317 Optimized:
318 What this organization might look like...
319 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
320 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
321 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
322 promotes organisational effectiveness and efficiency.
323 Click here to expand...
324 Initial:
325 Repeatable:
326 Defined:
327 Managed:
328 Optimized:
329 Click here to expand...
330 Initial:
331 Repeatable:
332 Defined:
333 Managed:
334 Optimized:
335 What this organization might look like...
336 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
337 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
338 Click here to expand...
339 Initial:
340 Repeatable:
341 Defined:
342 Managed:
343 Optimized:
344 Click here to expand...
345 Initial:
346 Repeatable:
347 Defined:
348 Managed:
349 Optimized:What this organization might look like...
350 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
351 they evolve with low relative investments in rework.
352 Click here to expand...
353 Initial:
354 Repeatable:
355 Defined:
356 Managed:
357 Optimized:
358 Click here to expand...
359 Initial:
360 Repeatable:
361 Defined:
362 Managed:
363 Optimized:
364 What this organization might look like...
365 ~{~{/showhide}}

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