Wiki source code of Openness Index

Version 52.1 by Patrick Masson on 2017/08/27 22:57
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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 == 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 == [[[[image:causality.png||height="308" style="float: right;" width="282"]]>>url:https://en.wikipedia.org/wiki/Causality]]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: To say //X// is necessary //**and**// sufficient to cause //Y// is to say two things:
30 *1. //X// is necessary to cause //Y//, and //X// is also sufficient to cause //Y//,
31 *1. //X// and //Y// are necessary for the other to exist.
32 * Sufficient cause: If we say that //X// is a sufficient condition for //Y//, then we mean that if we have //X//, we know that y must follow. In other words, //X// guarantees //Y//.
33 * Necessary cause: If we say that //X// is a necessary condition for //Y//, we mean that if we don't have //X//, then we won't have //Y//. Or put differently, without //X//, you won't have //Y//. To say that //X// is a necessary condition for //Y// does not mean that //X// guarantees //Y//.
34
35 = Openness Values =
36
37 == Courage ==
38
39 'Courage is a //sufficient cause// for 'Participation'
40
41 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.
42
43 {{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;"}}
44
45 * Initial: The individual is aware of openness as an alternative to traditional practices.
46 ** Evidence : Artifacts exist, and are publicly accessible, citing the individual's awareness of openness or open communities, open organizations, open organizational models, etc.
47 ** 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.
48 * 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.
49 ** 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.
50 ** 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."
51 * Defined: The benefit(s) of openness can be articulated by the individual.
52 ** Evidence: Artifacts describing how open principles and practices contribute to an individual's body of work or a community of practice.
53 ** Example: A business proposal submitted to a colleague includes a description of the benefits associated with open source software.
54 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the individual.
55 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
56 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
57 * Optimizing: The individual continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
58 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
59 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
60
61 {{/showhide}}
62
63 {{box}}
64 **//How this individual may behave..."//**
65 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...
66 {{/box}}
67
68 {{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;"}}
69
70 * Initial: The organization includes openness as an alternative to traditional practices.
71 ** Evidence : Artifacts exist, and are publicly accessible, citing the organization's awareness of openness or open communities, open organizations, open organizational models, etc.
72 ** Example: An featured speaker on openness was included in an event coordinated by the organization.
73 * 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.
74 ** 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.
75 ** 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."
76 * Defined: The benefit(s) of openness can be articulated by the organization.
77 ** Evidence: Artifacts describing how open principles and practices contribute to an organization's business practices, products and services, etc.
78 ** Example: A new team in the organization describes the benefits associated with open communities of practice.
79 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the organization.
80 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
81 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
82 * Optimizing: The organization continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
83 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
84 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
85 {{/showhide}}
86
87 {{box}}
88 **//What this organization may behave..."//**
89 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...
90 {{/box}}
91
92 == Participation ==
93
94 'Participation' is a //necessary cause// for 'Honesty' to emerge.
95
96 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.
97
98 {{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;"}}
99
100 * Initial: The individual has publicly associated themselves with an organization.
101 ** Evidence: Membership, attendance, presence within an open community of practice.
102 ** Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
103 * Repeatable: The individual engages consistently with the organization and consistently references their involvement.
104 ** Evidence: Activity and interactivity within an open community of practice.
105 ** Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
106 * Defined: The individual has established a specific role with or within the organization.
107 ** Evidence: Participation is defined/confirmed as a standard business process.
108 ** Example: The individual holds a recognized role within an open community of practice;
109 * Managed: The individual has undertaken specific responsibilities with the organization.
110 ** Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
111 ** Example:
112 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
113 ** Evidence: Participation management includes deliberate participation optimization/improvement.
114 ** Example:
115 {{/showhide}}
116
117 {{box}}
118 **What this individual might look like...**
119 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).
120 {{/box}}
121
122 {{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;"}}
123 * Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
124 ** Evidence: Organization's website has a "Join Now" link.
125 ** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
126 ** Evidence: The organization provides access to its by-laws, meeting minutes, project notes, discussion forums, source code.
127 * Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
128 ** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
129 ** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
130 * 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.
131 ** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
132 ** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
133 * 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.
134 ** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
135 ** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
136 ** Evidence: Addition of new wiki pages to address gaps brought to light from community.
137 ** 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.
138 * 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.
139 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
140 ** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
141 {{/showhide}}
142
143 {{box}}
144 **What this organization might look like...**
145 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
146 and the process. For example, decisions for procurement of goods and investments in initiatives.
147 {{/box}}
148
149 == Honesty ==
150
151 'Honesty' is necessary and sufficient cause for 'Maturity'
152
153 Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
154 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
155 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
156 Repeatable:
157 Defined:
158 Managed:
159 Optimized:
160 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
161 Initial:
162 Repeatable:
163 Defined:
164 Managed:
165 Optimized:
166 What this organization might look like...
167 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
168 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
169 accepts those.
170 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
171 Initial:
172 Repeatable:
173 Defined:
174 Managed:
175 Optimized:
176 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
177 Initial:
178 Repeatable:
179 Defined:
180 Managed:
181 Optimized:
182 What this organization might look like...
183 Humility: The scope of competency and capacity.
184 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
185 Initial:
186 Repeatable:
187 Defined:
188 Managed:
189 Optimized:
190 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
191 Initial:
192 Repeatable:
193 Defined:
194 Managed:
195 Optimized:
196 What this organization might look like...
197 Principles
198 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
199 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
200 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
201 Individual: Participants actively share information with the organization.
202 Initial:
203 Repeatable:
204 Defined:
205 Managed:
206 Optimized:Organizational: The organization actively shares information with the participants.
207 Initial:
208 Repeatable:
209 Defined:
210 Managed:
211 Optimized:
212 What this organization might look like...
213 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
214 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
215 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
216 Individual: Information created by or managed by participants is discoverable by the organization.
217 Initial:
218 Repeatable:
219 Defined:
220 Managed:
221 Optimized:
222 Organizational: Information created by or managed by the organization is discoverable by participants.
223 Initial:
224 Repeatable:
225 Defined:
226 Managed:
227 Optimized:
228 What this organization might look like...
229 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
230 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
231 based on an affinity for the topic.
232 Participation, roles and direction is based on personal or professional affinity
233 Initial:
234 Repeatable:
235 Defined:
236 Managed:
237 Optimized:
238 Participation, roles and direction is based on personal or professional affinity
239 Initial:
240 Repeatable:
241 Defined:
242 Managed:
243 Optimized:
244 What this organization might look like...
245 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
246 Click here to expand...
247 Initial:
248 Repeatable:
249 Defined:
250 Managed:
251 Optimized:
252 Click here to expand...
253 Initial:
254 Repeatable:
255 Defined:
256 Managed:
257 Optimized:
258 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
259 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
260 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
261 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
262 organisation's ability to function as a meritocracy.
263 Click here to expand...
264 Initial:
265 Repeatable:
266 Defined:
267 Managed:
268 Optimized:
269 Click here to expand...
270 Initial:
271 Repeatable:
272 Defined:
273 Managed:
274 Optimized:
275 What this organization might look like...
276 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
277 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
278 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
279 Click here to expand...
280 Initial:
281 Repeatable:
282 Defined:
283 Managed:
284 Optimized:
285 Click here to expand...
286 Initial:
287 Repeatable:
288 Defined:
289 Managed:
290 Optimized:
291 What this organization might look like...
292 Objectives
293 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
294 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
295 more resources to be invested in the goals of the community.
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...Emergence: From
309 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
310 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
311 formal externally imposed plan. Through emergence, organisations can expect:
312 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
313 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
314 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
315 environment;
316 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
317 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
318 ceAsAConsutructIssue1_1_3.pdf )
319 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
320 Click here to expand...
321 Initial:
322 Repeatable:
323 Defined:
324 Managed:
325 Optimized:
326 Click here to expand...
327 Initial:
328 Repeatable:
329 Defined:
330 Managed:
331 Optimized:
332 What this organization might look like...
333 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
334 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
335 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
336 promotes organisational effectiveness and efficiency.
337 Click here to expand...
338 Initial:
339 Repeatable:
340 Defined:
341 Managed:
342 Optimized:
343 Click here to expand...
344 Initial:
345 Repeatable:
346 Defined:
347 Managed:
348 Optimized:
349 What this organization might look like...
350 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
351 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
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:What this organization might look like...
364 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
365 they evolve with low relative investments in rework.
366 Click here to expand...
367 Initial:
368 Repeatable:
369 Defined:
370 Managed:
371 Optimized:
372 Click here to expand...
373 Initial:
374 Repeatable:
375 Defined:
376 Managed:
377 Optimized:
378 What this organization might look like...
379 ~{~{/showhide}}

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