Wiki source code of Openness Index

Version 60.1 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}}
85 **//What this organization may behave..."//**
86 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...
87 {{/box}}
88
89 == Participation ==
90
91 'Participation' is a //necessary cause// for 'Honesty' to emerge.
92
93 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.
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95 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.
96
97 * Initial: The individual has publicly associated themselves with an organization.
98 ** Evidence: Membership, attendance, presence within an open community of practice.
99 ** Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
100 * Repeatable: The individual engages consistently with the organization and consistently references their involvement.
101 ** Evidence: Activity and interactivity within an open community of practice.
102 ** Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
103 * Defined: The individual has established a specific role with or within the organization.
104 ** Evidence: Participation is defined/confirmed as a standard business process.
105 ** Example: The individual holds a recognized role within an open community of practice;
106 * Managed: The individual has undertaken specific responsibilities with the organization.
107 ** Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
108 ** Example:
109 * Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
110 ** Evidence: Participation management includes deliberate participation optimization/improvement.
111 ** Example:
112
113 {{box}}
114 **What this individual might look like...**
115 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).
116 {{/box}}
117
118 {{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;"}}
119 * Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
120 ** Evidence: Organization's website has a "Join Now" link.
121 ** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
122 ** Evidence: The organization provides access to its by-laws, meeting minutes, project notes, discussion forums, source code.
123 * Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
124 ** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
125 ** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
126 * 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.
127 ** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
128 ** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
129 * 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.
130 ** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
131 ** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
132 ** Evidence: Addition of new wiki pages to address gaps brought to light from community.
133 ** 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.
134 * 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.
135 ** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
136 ** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
137 {{/showhide}}
138
139 {{box}}
140 **What this organization might look like...**
141 The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
142 and the process. For example, decisions for procurement of goods and investments in initiatives.
143 {{/box}}
144
145 == Honesty ==
146
147 'Honesty' is necessary and sufficient cause for 'Maturity'
148
149 Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
150 achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
151 Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
152 Repeatable:
153 Defined:
154 Managed:
155 Optimized:
156 Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
157 Initial:
158 Repeatable:
159 Defined:
160 Managed:
161 Optimized:
162 What this organization might look like...
163 Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
164 would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
165 accepts those.
166 Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
167 Initial:
168 Repeatable:
169 Defined:
170 Managed:
171 Optimized:
172 Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
173 Initial:
174 Repeatable:
175 Defined:
176 Managed:
177 Optimized:
178 What this organization might look like...
179 Humility: The scope of competency and capacity.
180 Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
181 Initial:
182 Repeatable:
183 Defined:
184 Managed:
185 Optimized:
186 Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
187 Initial:
188 Repeatable:
189 Defined:
190 Managed:
191 Optimized:
192 What this organization might look like...
193 Principles
194 Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
195 this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
196 openness, some form of communication must take place that conveys information and exposes organizational artifacts.
197 Individual: Participants actively share information with the organization.
198 Initial:
199 Repeatable:
200 Defined:
201 Managed:
202 Optimized:Organizational: The organization actively shares information with the participants.
203 Initial:
204 Repeatable:
205 Defined:
206 Managed:
207 Optimized:
208 What this organization might look like...
209 Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
210 self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
211 who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
212 Individual: Information created by or managed by participants is discoverable by the organization.
213 Initial:
214 Repeatable:
215 Defined:
216 Managed:
217 Optimized:
218 Organizational: Information created by or managed by the organization is discoverable by participants.
219 Initial:
220 Repeatable:
221 Defined:
222 Managed:
223 Optimized:
224 What this organization might look like...
225 Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
226 self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
227 based on an affinity for the topic.
228 Participation, roles and direction is based on personal or professional affinity
229 Initial:
230 Repeatable:
231 Defined:
232 Managed:
233 Optimized:
234 Participation, roles and direction is based on personal or professional affinity
235 Initial:
236 Repeatable:
237 Defined:
238 Managed:
239 Optimized:
240 What this organization might look like...
241 Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
242 Click here to expand...
243 Initial:
244 Repeatable:
245 Defined:
246 Managed:
247 Optimized:
248 Click here to expand...
249 Initial:
250 Repeatable:
251 Defined:
252 Managed:
253 Optimized:
254 What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
255 of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
256 transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
257 to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
258 organisation's ability to function as a meritocracy.
259 Click here to expand...
260 Initial:
261 Repeatable:
262 Defined:
263 Managed:
264 Optimized:
265 Click here to expand...
266 Initial:
267 Repeatable:
268 Defined:
269 Managed:
270 Optimized:
271 What this organization might look like...
272 Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
273 under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
274 considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
275 Click here to expand...
276 Initial:
277 Repeatable:
278 Defined:
279 Managed:
280 Optimized:
281 Click here to expand...
282 Initial:
283 Repeatable:
284 Defined:
285 Managed:
286 Optimized:
287 What this organization might look like...
288 Objectives
289 Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
290 concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
291 more resources to be invested in the goals of the community.
292 Click here to expand...
293 Initial:
294 Repeatable:
295 Defined:
296 Managed:
297 Optimized:
298 Click here to expand...
299 Initial:
300 Repeatable:
301 Defined:
302 Managed:
303 Optimized:
304 What this organization might look like...Emergence: From
305 simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
306 constituant parts - that is, it is the creation of something new and more complex that the constituents without a
307 formal externally imposed plan. Through emergence, organisations can expect:
308 radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
309 coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
310 the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
311 environment;
312 the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
313 not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
314 ceAsAConsutructIssue1_1_3.pdf )
315 Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
316 Click here to expand...
317 Initial:
318 Repeatable:
319 Defined:
320 Managed:
321 Optimized:
322 Click here to expand...
323 Initial:
324 Repeatable:
325 Defined:
326 Managed:
327 Optimized:
328 What this organization might look like...
329 Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
330 that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
331 for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
332 promotes organisational effectiveness and efficiency.
333 Click here to expand...
334 Initial:
335 Repeatable:
336 Defined:
337 Managed:
338 Optimized:
339 Click here to expand...
340 Initial:
341 Repeatable:
342 Defined:
343 Managed:
344 Optimized:
345 What this organization might look like...
346 Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
347 enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
348 Click here to expand...
349 Initial:
350 Repeatable:
351 Defined:
352 Managed:
353 Optimized:
354 Click here to expand...
355 Initial:
356 Repeatable:
357 Defined:
358 Managed:
359 Optimized:What this organization might look like...
360 Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
361 they evolve with low relative investments in rework.
362 Click here to expand...
363 Initial:
364 Repeatable:
365 Defined:
366 Managed:
367 Optimized:
368 Click here to expand...
369 Initial:
370 Repeatable:
371 Defined:
372 Managed:
373 Optimized:
374 What this organization might look like...
375 ~{~{/showhide}}

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