Wiki source code of Openness Index

Version 49.1 by Patrick Masson on 2017/08/27 22:50
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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 == Open Maturity Model: ==
10
11 [[Martin Fowler>>url:https://en.wikipedia.org/wiki/Martin_Fowler]] offers, "A maturity model is a tool that helps people assess the current effectiveness of a group, and supports figuring out what capabilities they need to acquire next in order to improve their performance" ([[martinfowler.com>>url:https://martinfowler.com/bliki/MaturityModel.html]]). [[Richard Caralli >>url:https://resources.sei.cmu.edu/library/author.cfm?authorID=4829]]et. al. of Carnegie Mellon University's [[Software Engineering Institute>>url:https://www.sei.cmu.edu/]], defines maturity models more formally, "In its simplest form, a maturity model is a set of characteristics, attributes, indicators, or patterns that represent progression and achievement in a particular domain or discipline" ([[Maturity Models 101>>url:https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=15&ved=0ahUKEwjZ3LqqmPjVAhUF5YMKHe_GBaUQFghtMA4&url=https%3A%2F%2Fresources.sei.cmu.edu%2Fasset_files%2FWhitePaper%2F2012_019_001_58920.pdf&usg=AFQjCNGaUlEgtJ7kaLFXkNZyOiEYepZ6VA]]).
12
13 Building on this definition, the Openness Index attempts to assess an organization's current capabilities for developing open resources, and a road-map for continuous improvement in their particular discipline (e.g. open source software). The higher the maturity, the higher the probability that incidents or errors will lead to improvements (and greater discipline across the organization), either in the quality of the artifacts or processes employed to develop those artifacts.
14
15 A popular example, the "[[Capability Maturity Model>>url:https://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration]]," describes a five-level evolutionary path of increasingly organized and systematically more mature processes. The Openness Index uses the same framework to access the maturity of an open project along a continuum from "initial" to "optimized".
16
17 1. Initial/ Aware : (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented open project.
18 1. Repeatable - openness is at least documented sufficiently such that repeating the same steps toward openness may be attempted.
19 1. Defined - openness is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
20 1. Managed - openness is quantitatively managed in accordance with agreed-upon metrics (those of the OMM)
21 1. Optimizing - openness management includes deliberate principle/process/practice optimization/improvement.
22
23 == Causality ==
24
25 [[Causality>>url:https://en.wikipedia.org/wiki/Causality]] (also referred to as causation, or cause and effect) is the natural or worldly agency or efficacy that connects one process (the cause) with another process or state (the effect), where the first is partly responsible for the second, and the second is partly dependent on the first.
26
27 The Openness Index includes the application of causality, that is, conditions for maturing organizations. These include:
28
29 * Necessary & sufficient cause: antecedent condition that is wholly and solely capable of producing an effect. If and only if, x is a necessary cause of y, then the presence of y necessarily implies the presence of x. The presence of x, however, does not imply that y will occur. For example, we might say that gender is a cause of necessary cause of pregnancy in that you must be female in order to become pregnant. It is not a sufficient cause, however, since you can be female without being pregnant.
30 * Sufficient cause: If x is a sufficient cause of y, then the presence of x necessarily implies the presence of y.
31 * Necessary cause: If x is a necessary cause of y, then the presence of x alone does not imply the presence of y.
32 * Contributory cause: If x is a contributory cause of y, then the existence of x contributed to the existence of y but alone does not imply the presence of y. Another cause, perhaps z, could have contributed to y. The presence of x, however, does not imply that y will occur.
33
34 = Openness Values =
35
36 == Courage ==
37
38 'Courage is a //sufficient cause// for 'Participation'
39
40 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.
41
42 {{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;"}}
43
44 * Initial: The individual is aware of openness as an alternative to traditional practices.
45 ** Evidence : Artifacts exist, and are publicly accessible, citing the individual's awareness of openness or open communities, open organizations, open organizational models, etc.
46 ** 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.
47 * 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.
48 ** 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.
49 ** 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."
50 * Defined: The benefit(s) of openness can be articulated by the individual.
51 ** Evidence: Artifacts describing how open principles and practices contribute to an individual's body of work or a community of practice.
52 ** Example: A business proposal submitted to a colleague includes a description of the benefits associated with open source software.
53 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the individual.
54 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
55 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
56 * Optimizing: The individual continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
57 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
58 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
59
60 {{/showhide}}
61
62 {{box}}
63 **//How this individual may behave..."//**
64 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...
65 {{/box}}
66
67 {{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;"}}
68
69 * Initial: The organization includes openness as an alternative to traditional practices.
70 ** Evidence : Artifacts exist, and are publicly accessible, citing the organization's awareness of openness or open communities, open organizations, open organizational models, etc.
71 ** Example: An featured speaker on openness was included in an event coordinated by the organization.
72 * 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.
73 ** 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.
74 ** 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."
75 * Defined: The benefit(s) of openness can be articulated by the organization.
76 ** Evidence: Artifacts describing how open principles and practices contribute to an organization's business practices, products and services, etc.
77 ** Example: A new team in the organization describes the benefits associated with open communities of practice.
78 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the organization.
79 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
80 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
81 * Optimizing: The organization continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
82 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
83 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
84 {{/showhide}}
85
86 {{box}}
87 **//What this organization may behave..."//**
88 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...
89 {{/box}}
90
91 == Participation ==
92
93 'Participation' is a //necessary cause// for 'Honesty' to emerge.
94
95 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.
96
97 {{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;"}}
98
99 * Initial: The individual has publicly associated themselves with an organization.
100 ** Evidence: Membership, attendance, presence within an open community of practice.
101 ** Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
102 * Repeatable: The individual engages consistently with the organization and consistently references their involvement.
103 ** Evidence: Activity and interactivity within an open community of practice.
104 ** Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
105 * Defined: The individual has established a specific role with or within the organization.
106 ** Evidence: Participation is defined/confirmed as a standard business process.
107 ** Example: The individual holds a recognized role within an open community of practice;
108 * Managed: The individual has undertaken specific responsibilities with the organization.
109 ** Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
110 ** Example:
111 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
112 ** Evidence: Participation management includes deliberate participation optimization/improvement.
113 ** Example:
114 {{/showhide}}
115
116 {{box}}
117 **What this individual might look like...**
118 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).
119 {{/box}}
120
121 {{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;"}}
122 * Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
123 ** Evidence: Organization's website has a "Join Now" link.
124 ** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
125 ** Evidence: The organization provides access to its by-laws, meeting minutes, project notes, discussion forums, source code.
126 * Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
127 ** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
128 ** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
129 * 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.
130 ** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
131 ** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
132 * 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.
133 ** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
134 ** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
135 ** Evidence: Addition of new wiki pages to address gaps brought to light from community.
136 ** 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.
137 * 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.
138 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
139 ** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
140 {{/showhide}}
141
142 {{box}}
143 **What this organization might look like...**
144 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
145 and the process. For example, decisions for procurement of goods and investments in initiatives.
146 {{/box}}
147
148 == Honesty ==
149
150 'Honesty' is necessary and sufficient cause for 'Maturity'
151
152 Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
153 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
154 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
155 Repeatable:
156 Defined:
157 Managed:
158 Optimized:
159 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
160 Initial:
161 Repeatable:
162 Defined:
163 Managed:
164 Optimized:
165 What this organization might look like...
166 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
167 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
168 accepts those.
169 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
170 Initial:
171 Repeatable:
172 Defined:
173 Managed:
174 Optimized:
175 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
176 Initial:
177 Repeatable:
178 Defined:
179 Managed:
180 Optimized:
181 What this organization might look like...
182 Humility: The scope of competency and capacity.
183 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
184 Initial:
185 Repeatable:
186 Defined:
187 Managed:
188 Optimized:
189 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
190 Initial:
191 Repeatable:
192 Defined:
193 Managed:
194 Optimized:
195 What this organization might look like...
196 Principles
197 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
198 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
199 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
200 Individual: Participants actively share information with the organization.
201 Initial:
202 Repeatable:
203 Defined:
204 Managed:
205 Optimized:Organizational: The organization actively shares information with the participants.
206 Initial:
207 Repeatable:
208 Defined:
209 Managed:
210 Optimized:
211 What this organization might look like...
212 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
213 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
214 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
215 Individual: Information created by or managed by participants is discoverable by the organization.
216 Initial:
217 Repeatable:
218 Defined:
219 Managed:
220 Optimized:
221 Organizational: Information created by or managed by the organization is discoverable by participants.
222 Initial:
223 Repeatable:
224 Defined:
225 Managed:
226 Optimized:
227 What this organization might look like...
228 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
229 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
230 based on an affinity for the topic.
231 Participation, roles and direction is based on personal or professional affinity
232 Initial:
233 Repeatable:
234 Defined:
235 Managed:
236 Optimized:
237 Participation, roles and direction is based on personal or professional affinity
238 Initial:
239 Repeatable:
240 Defined:
241 Managed:
242 Optimized:
243 What this organization might look like...
244 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
245 Click here to expand...
246 Initial:
247 Repeatable:
248 Defined:
249 Managed:
250 Optimized:
251 Click here to expand...
252 Initial:
253 Repeatable:
254 Defined:
255 Managed:
256 Optimized:
257 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
258 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
259 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
260 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
261 organisation's ability to function as a meritocracy.
262 Click here to expand...
263 Initial:
264 Repeatable:
265 Defined:
266 Managed:
267 Optimized:
268 Click here to expand...
269 Initial:
270 Repeatable:
271 Defined:
272 Managed:
273 Optimized:
274 What this organization might look like...
275 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
276 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
277 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
278 Click here to expand...
279 Initial:
280 Repeatable:
281 Defined:
282 Managed:
283 Optimized:
284 Click here to expand...
285 Initial:
286 Repeatable:
287 Defined:
288 Managed:
289 Optimized:
290 What this organization might look like...
291 Objectives
292 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
293 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
294 more resources to be invested in the goals of the community.
295 Click here to expand...
296 Initial:
297 Repeatable:
298 Defined:
299 Managed:
300 Optimized:
301 Click here to expand...
302 Initial:
303 Repeatable:
304 Defined:
305 Managed:
306 Optimized:
307 What this organization might look like...Emergence: From
308 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
309 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
310 formal externally imposed plan. Through emergence, organisations can expect:
311 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
312 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
313 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
314 environment;
315 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
316 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
317 ceAsAConsutructIssue1_1_3.pdf )
318 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
319 Click here to expand...
320 Initial:
321 Repeatable:
322 Defined:
323 Managed:
324 Optimized:
325 Click here to expand...
326 Initial:
327 Repeatable:
328 Defined:
329 Managed:
330 Optimized:
331 What this organization might look like...
332 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
333 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
334 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
335 promotes organisational effectiveness and efficiency.
336 Click here to expand...
337 Initial:
338 Repeatable:
339 Defined:
340 Managed:
341 Optimized:
342 Click here to expand...
343 Initial:
344 Repeatable:
345 Defined:
346 Managed:
347 Optimized:
348 What this organization might look like...
349 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
350 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
351 Click here to expand...
352 Initial:
353 Repeatable:
354 Defined:
355 Managed:
356 Optimized:
357 Click here to expand...
358 Initial:
359 Repeatable:
360 Defined:
361 Managed:
362 Optimized:What this organization might look like...
363 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
364 they evolve with low relative investments in rework.
365 Click here to expand...
366 Initial:
367 Repeatable:
368 Defined:
369 Managed:
370 Optimized:
371 Click here to expand...
372 Initial:
373 Repeatable:
374 Defined:
375 Managed:
376 Optimized:
377 What this organization might look like...
378 ~{~{/showhide}}

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