Wiki source code of Openness Index

Version 59.1 by Patrick Masson on 2019/06/30 21:08
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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 Individual Courage: The willingness to proclaim oneself, or a project, open
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 {{box}}
62 **//How this individual may behave..."//**
63 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...
64 {{/box}}
65
66 Organizational Courage: The willingness to declare an organization or project open
67
68 * Initial: The organization includes openness as an alternative to traditional practices.
69 ** Evidence : Artifacts exist, and are publicly accessible, citing the organization's awareness of openness or open communities, open organizations, open organizational models, etc.
70 ** Example: An featured speaker on openness was included in an event coordinated by the organization.
71 * 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.
72 ** 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.
73 ** 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."
74 * Defined: The benefit(s) of openness can be articulated by the organization.
75 ** Evidence: Artifacts describing how open principles and practices contribute to an organization's business practices, products and services, etc.
76 ** Example: A new team in the organization describes the benefits associated with open communities of practice.
77 * Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the organization.
78 ** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
79 ** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
80 * Optimizing: The organization continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
81 ** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
82 ** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
83
84 {{box}}**//What this organization may behave..."//**
85 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...{{/box}}
86 ~{~{/showhide}}
87
88 == Participation ==
89
90 'Participation' is a //necessary cause// for 'Honesty' to emerge.
91
92 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.
93
94 Individual Participation: Involvement with or within a project, initiative or organization that has identified itself to be open. Individual Participation: Involvement with or within a project, initiative or organization that has identified itself to be open.
95
96 * Initial: The individual has publicly associated themselves with an organization.
97 ** Evidence: Membership, attendance, presence within an open community of practice.
98 ** Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
99 * Repeatable: The individual engages consistently with the organization and consistently references their involvement.
100 ** Evidence: Activity and interactivity within an open community of practice.
101 ** Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
102 * Defined: The individual has established a specific role with or within the organization.
103 ** Evidence: Participation is defined/confirmed as a standard business process.
104 ** Example: The individual holds a recognized role within an open community of practice;
105 * Managed: The individual has undertaken specific responsibilities with the organization.
106 ** Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
107 ** Example:
108 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
109 ** Evidence: Participation management includes deliberate participation optimization/improvement.
110 ** Example:
111
112 {{box}}
113 **What this individual might look like...**
114 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).
115 {{/box}}
116
117 {{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;"}}
118 * Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
119 ** Evidence: Organization's website has a "Join Now" link.
120 ** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
121 ** Evidence: The organization provides access to its by-laws, meeting minutes, project notes, discussion forums, source code.
122 * Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
123 ** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
124 ** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
125 * 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.
126 ** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
127 ** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
128 * 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.
129 ** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
130 ** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
131 ** Evidence: Addition of new wiki pages to address gaps brought to light from community.
132 ** 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.
133 * 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.
134 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
135 ** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
136 {{/showhide}}
137
138 {{box}}
139 **What this organization might look like...**
140 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
141 and the process. For example, decisions for procurement of goods and investments in initiatives.
142 {{/box}}
143
144 == Honesty ==
145
146 'Honesty' is necessary and sufficient cause for 'Maturity'
147
148 Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
149 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
150 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
151 Repeatable:
152 Defined:
153 Managed:
154 Optimized:
155 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
156 Initial:
157 Repeatable:
158 Defined:
159 Managed:
160 Optimized:
161 What this organization might look like...
162 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
163 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
164 accepts those.
165 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
166 Initial:
167 Repeatable:
168 Defined:
169 Managed:
170 Optimized:
171 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
172 Initial:
173 Repeatable:
174 Defined:
175 Managed:
176 Optimized:
177 What this organization might look like...
178 Humility: The scope of competency and capacity.
179 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
180 Initial:
181 Repeatable:
182 Defined:
183 Managed:
184 Optimized:
185 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
186 Initial:
187 Repeatable:
188 Defined:
189 Managed:
190 Optimized:
191 What this organization might look like...
192 Principles
193 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
194 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
195 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
196 Individual: Participants actively share information with the organization.
197 Initial:
198 Repeatable:
199 Defined:
200 Managed:
201 Optimized:Organizational: The organization actively shares information with the participants.
202 Initial:
203 Repeatable:
204 Defined:
205 Managed:
206 Optimized:
207 What this organization might look like...
208 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
209 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
210 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
211 Individual: Information created by or managed by participants is discoverable by the organization.
212 Initial:
213 Repeatable:
214 Defined:
215 Managed:
216 Optimized:
217 Organizational: Information created by or managed by the organization is discoverable by participants.
218 Initial:
219 Repeatable:
220 Defined:
221 Managed:
222 Optimized:
223 What this organization might look like...
224 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
225 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
226 based on an affinity for the topic.
227 Participation, roles and direction is based on personal or professional affinity
228 Initial:
229 Repeatable:
230 Defined:
231 Managed:
232 Optimized:
233 Participation, roles and direction is based on personal or professional affinity
234 Initial:
235 Repeatable:
236 Defined:
237 Managed:
238 Optimized:
239 What this organization might look like...
240 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
241 Click here to expand...
242 Initial:
243 Repeatable:
244 Defined:
245 Managed:
246 Optimized:
247 Click here to expand...
248 Initial:
249 Repeatable:
250 Defined:
251 Managed:
252 Optimized:
253 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
254 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
255 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
256 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
257 organisation's ability to function as a meritocracy.
258 Click here to expand...
259 Initial:
260 Repeatable:
261 Defined:
262 Managed:
263 Optimized:
264 Click here to expand...
265 Initial:
266 Repeatable:
267 Defined:
268 Managed:
269 Optimized:
270 What this organization might look like...
271 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
272 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
273 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
274 Click here to expand...
275 Initial:
276 Repeatable:
277 Defined:
278 Managed:
279 Optimized:
280 Click here to expand...
281 Initial:
282 Repeatable:
283 Defined:
284 Managed:
285 Optimized:
286 What this organization might look like...
287 Objectives
288 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
289 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
290 more resources to be invested in the goals of the community.
291 Click here to expand...
292 Initial:
293 Repeatable:
294 Defined:
295 Managed:
296 Optimized:
297 Click here to expand...
298 Initial:
299 Repeatable:
300 Defined:
301 Managed:
302 Optimized:
303 What this organization might look like...Emergence: From
304 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
305 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
306 formal externally imposed plan. Through emergence, organisations can expect:
307 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
308 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
309 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
310 environment;
311 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
312 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
313 ceAsAConsutructIssue1_1_3.pdf )
314 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
315 Click here to expand...
316 Initial:
317 Repeatable:
318 Defined:
319 Managed:
320 Optimized:
321 Click here to expand...
322 Initial:
323 Repeatable:
324 Defined:
325 Managed:
326 Optimized:
327 What this organization might look like...
328 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
329 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
330 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
331 promotes organisational effectiveness and efficiency.
332 Click here to expand...
333 Initial:
334 Repeatable:
335 Defined:
336 Managed:
337 Optimized:
338 Click here to expand...
339 Initial:
340 Repeatable:
341 Defined:
342 Managed:
343 Optimized:
344 What this organization might look like...
345 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
346 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
347 Click here to expand...
348 Initial:
349 Repeatable:
350 Defined:
351 Managed:
352 Optimized:
353 Click here to expand...
354 Initial:
355 Repeatable:
356 Defined:
357 Managed:
358 Optimized:What this organization might look like...
359 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
360 they evolve with low relative investments in rework.
361 Click here to expand...
362 Initial:
363 Repeatable:
364 Defined:
365 Managed:
366 Optimized:
367 Click here to expand...
368 Initial:
369 Repeatable:
370 Defined:
371 Managed:
372 Optimized:
373 What this organization might look like...
374 ~{~{/showhide}}

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