Wiki source code of Openness Index

Version 47.1 by Patrick Masson on 2017/07/30 22:05
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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: Addition of new wiki pages to address gaps brought to light from community.
129 ** 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.
130 * 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.
131 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
132 ** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
133 {{/showhide}}
134
135 {{box}}
136 **What this organization might look like...**
137 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
138 and the process. For example, decisions for procurement of goods and investments in initiatives.
139 {{/box}}
140
141 Honesty: Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
142 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
143 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
144 Repeatable:
145 Defined:
146 Managed:
147 Optimized:
148 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
149 Initial:
150 Repeatable:
151 Defined:
152 Managed:
153 Optimized:
154 What this organization might look like...
155 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
156 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
157 accepts those.
158 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
159 Initial:
160 Repeatable:
161 Defined:
162 Managed:
163 Optimized:
164 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
165 Initial:
166 Repeatable:
167 Defined:
168 Managed:
169 Optimized:
170 What this organization might look like...
171 Humility: The scope of competency and capacity.
172 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
173 Initial:
174 Repeatable:
175 Defined:
176 Managed:
177 Optimized:
178 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
179 Initial:
180 Repeatable:
181 Defined:
182 Managed:
183 Optimized:
184 What this organization might look like...
185 Principles
186 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
187 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
188 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
189 Individual: Participants actively share information with the organization.
190 Initial:
191 Repeatable:
192 Defined:
193 Managed:
194 Optimized:Organizational: The organization actively shares information with the participants.
195 Initial:
196 Repeatable:
197 Defined:
198 Managed:
199 Optimized:
200 What this organization might look like...
201 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
202 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
203 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
204 Individual: Information created by or managed by participants is discoverable by the organization.
205 Initial:
206 Repeatable:
207 Defined:
208 Managed:
209 Optimized:
210 Organizational: Information created by or managed by the organization is discoverable by participants.
211 Initial:
212 Repeatable:
213 Defined:
214 Managed:
215 Optimized:
216 What this organization might look like...
217 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
218 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
219 based on an affinity for the topic.
220 Participation, roles and direction is based on personal or professional affinity
221 Initial:
222 Repeatable:
223 Defined:
224 Managed:
225 Optimized:
226 Participation, roles and direction is based on personal or professional affinity
227 Initial:
228 Repeatable:
229 Defined:
230 Managed:
231 Optimized:
232 What this organization might look like...
233 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
234 Click here to expand...
235 Initial:
236 Repeatable:
237 Defined:
238 Managed:
239 Optimized:
240 Click here to expand...
241 Initial:
242 Repeatable:
243 Defined:
244 Managed:
245 Optimized:
246 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
247 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
248 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
249 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
250 organisation's ability to function as a meritocracy.
251 Click here to expand...
252 Initial:
253 Repeatable:
254 Defined:
255 Managed:
256 Optimized:
257 Click here to expand...
258 Initial:
259 Repeatable:
260 Defined:
261 Managed:
262 Optimized:
263 What this organization might look like...
264 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
265 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
266 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
267 Click here to expand...
268 Initial:
269 Repeatable:
270 Defined:
271 Managed:
272 Optimized:
273 Click here to expand...
274 Initial:
275 Repeatable:
276 Defined:
277 Managed:
278 Optimized:
279 What this organization might look like...
280 Objectives
281 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
282 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
283 more resources to be invested in the goals of the community.
284 Click here to expand...
285 Initial:
286 Repeatable:
287 Defined:
288 Managed:
289 Optimized:
290 Click here to expand...
291 Initial:
292 Repeatable:
293 Defined:
294 Managed:
295 Optimized:
296 What this organization might look like...Emergence: From
297 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
298 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
299 formal externally imposed plan. Through emergence, organisations can expect:
300 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
301 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
302 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
303 environment;
304 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
305 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
306 ceAsAConsutructIssue1_1_3.pdf )
307 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
308 Click here to expand...
309 Initial:
310 Repeatable:
311 Defined:
312 Managed:
313 Optimized:
314 Click here to expand...
315 Initial:
316 Repeatable:
317 Defined:
318 Managed:
319 Optimized:
320 What this organization might look like...
321 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
322 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
323 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
324 promotes organisational effectiveness and efficiency.
325 Click here to expand...
326 Initial:
327 Repeatable:
328 Defined:
329 Managed:
330 Optimized:
331 Click here to expand...
332 Initial:
333 Repeatable:
334 Defined:
335 Managed:
336 Optimized:
337 What this organization might look like...
338 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
339 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
340 Click here to expand...
341 Initial:
342 Repeatable:
343 Defined:
344 Managed:
345 Optimized:
346 Click here to expand...
347 Initial:
348 Repeatable:
349 Defined:
350 Managed:
351 Optimized:What this organization might look like...
352 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
353 they evolve with low relative investments in rework.
354 Click here to expand...
355 Initial:
356 Repeatable:
357 Defined:
358 Managed:
359 Optimized:
360 Click here to expand...
361 Initial:
362 Repeatable:
363 Defined:
364 Managed:
365 Optimized:
366 What this organization might look like...
367 ~{~{/showhide}}

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