Wiki source code of Openness Index

Last modified by Patrick Masson on 2023/02/17 01:52

version	line-number	content
1.1	1	= Objective =
	2
4.8	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.
1.1	4
61.1	5	Specifically to the success of open source software, many now invoke the label to describe their works or community, without guaranteeing the freedom to study, use, modify, and redistribute. Such activity can typically be described as open-washing~-~-marketing the product or company to imply alignment with open source software licenses, communities and ethos~-~-or fauxpen source~-~-distributing software with modified licenses that are not approved by the OSI, meeting the Open Source Definition.
	6
4.4	7	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.
1.1	8
32.1	9	//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.//
1.1	10
48.2	11	== Open Maturity Model: ==
1.1	12
48.2	13	[[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]]).
1.1	14
48.2	15	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.
1.1	16
48.2	17	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".
1.1	18
	19	1. Initial/ Aware : (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented open project.
	20	1. Repeatable - openness is at least documented sufficiently such that repeating the same steps toward openness may be attempted.
	21	1. Defined - openness is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
	22	1. Managed - openness is quantitatively managed in accordance with agreed-upon metrics (those of the OMM)
	23	1. Optimizing - openness management includes deliberate principle/process/practice optimization/improvement.
	24
52.1	25	== [[[[image:causality.png\|\|height="308" style="float: right;" width="282"]]>>url:https://en.wikipedia.org/wiki/Causality]]Causality ==
48.2	26
52.1	27	[[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.
48.2	28
48.3	29	The Openness Index includes the application of causality, that is, conditions for maturing organizations. These include:
	30
51.1	31	* Necessary & sufficient cause: To say //X// is necessary //and// sufficient to cause //Y// is to say two things:
	32	*1. //X// is necessary to cause //Y//, and //X// is also sufficient to cause //Y//,
	33	*1. //X// and //Y// are necessary for the other to exist.
	34	* 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//.
	35	* 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//.
48.3	36
1.1	37	= Openness Values =
	38
37.1	39	== Courage ==
1.1	40
48.2	41	'Courage is a //sufficient cause// for 'Participation'
37.1	42
1.1	43	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.
	44
58.1	45	Individual Courage: The willingness to proclaim oneself, or a project, open
56.1	46
33.2	47	* Initial: The individual is aware of openness as an alternative to traditional practices.
	48	** Evidence : Artifacts exist, and are publicly accessible, citing the individual's awareness of openness or open communities, open organizations, open organizational models, etc.
	49	** 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.
	50	* 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.
	51	** 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.
	52	** 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."
34.1	53	* Defined: The benefit(s) of openness can be articulated by the individual.
1.1	54	** Evidence: Artifacts describing how open principles and practices contribute to an individual's body of work or a community of practice.
34.1	55	** Example: A business proposal submitted to a colleague includes a description of the benefits associated with open source software.
	56	* Managed: The values enabling openness (adopting and behaving in an open way) can be articulated and recognized by the individual.
	57	** Evidence: Artifacts describing how the benefits of openness are enabled through specific behaviors, principles and values.
	58	** Example: An analysis of a recent project where open practices (and the associated benefits and values) where attempted.
	59	* Optimizing: The individual continually reviews and updates artifacts related to his/her understanding of openness, its benefits and enabling values.
	60	** Evidence: A growing body of knowledge/documentation referenced by the individual. A growing network of peers with related interests in openness.
	61	** Example: A wiki page history documenting ongoing learning, continuous interest, deeper understanding, and broader applicability with more references to open communities of practice.
1.1	62
31.1	63	{{box}}
	64	//How this individual may behave..."//
38.1	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...
31.1	66	{{/box}}
1.1	67
59.1	68	Organizational Courage: The willingness to declare an organization or project open
31.1	69
34.2	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.
24.1	85
60.1	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}}
1.1	90
40.1	91	== Participation ==
1.1	92
48.2	93	'Participation' is a //necessary cause// for 'Honesty' to emerge.
42.1	94
44.1	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.
1.1	96
57.1	97	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.
1.1	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
41.1	115	{{box}}
	116	What this individual might look like...
46.2	117	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).
41.1	118	{{/box}}
1.1	119
45.1	120	{{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;"}}
46.2	121	* Initial: The organization has publicly declared anyone can engage with it across all topics, projects, initiatives, practices, etc.
	122	** Evidence: Organization's website has a "Join Now" link.
	123	** Evidence: The president of the organization's board invited participation during her keynote at a recent conference.
48.1	124	** Evidence: The organization provides access to its by-laws, meeting minutes, project notes, discussion forums, source code.
46.2	125	* Repeatable: The organization engages consistently (across all subject matters, activities, issues, etc.) with any interested party, despite the topic or activity.
	126	** Evidence: Email exchanges between new participants and long-standing members / authorities of the organization (across several different topics, and among several different people).
	127	** Evidence: Attendance by new or uninitiated members at several different organizational activities, meetings, conferences.
	128	* 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.
46.3	129	** Evidence: By-laws, board minutes, etc. posted publicly on membership criteria, governance opportunities, roles and activities, etc.
	130	** Evidence: Mailing lists, wiki pages, IRC channels, issue trackers, etc. available to anyone to review, comment, etc.
46.2	131	* 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.
46.3	132	** Evidence: Organizational chart including roles—including the names of occupants of those roles—for managing community.
	133	** Evidence: Report from the governing body (or other organizational authority) on compliance with current policies, and practices and processes.
47.1	134	** Evidence: Addition of new wiki pages to address gaps brought to light from community.
46.3	135	** 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.
46.2	136	* 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.
46.3	137	** Evidence: Organizational meeting minutes including committee report on policies, processes and practices related to membership and participation.
47.1	138	** Evidence: Updated policy allowing all issues to be posted to the mailing list without moderation.
41.1	139	{{/showhide}}
1.2	140
	141	{{box}}
	142	What this organization might look like...
	143	The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic
	144	and the process. For example, decisions for procurement of goods and investments in initiatives.
	145	{{/box}}
	146
48.2	147	== Honesty ==
	148
	149	'Honesty' is necessary and sufficient cause for 'Maturity'
	150
	151	Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
2.1	152	achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
	153	Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
	154	Repeatable:
	155	Defined:
	156	Managed:
	157	Optimized:
	158	Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
	159	Initial:
	160	Repeatable:
	161	Defined:
	162	Managed:
	163	Optimized:
	164	What this organization might look like...
	165	Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
	166	would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
	167	accepts those.
	168	Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
	169	Initial:
	170	Repeatable:
	171	Defined:
	172	Managed:
	173	Optimized:
	174	Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
	175	Initial:
	176	Repeatable:
	177	Defined:
	178	Managed:
	179	Optimized:
	180	What this organization might look like...
	181	Humility: The scope of competency and capacity.
	182	Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
	183	Initial:
	184	Repeatable:
	185	Defined:
	186	Managed:
	187	Optimized:
	188	Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
	189	Initial:
	190	Repeatable:
	191	Defined:
	192	Managed:
	193	Optimized:
	194	What this organization might look like...
	195	Principles
	196	Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
	197	this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
	198	openness, some form of communication must take place that conveys information and exposes organizational artifacts.
	199	Individual: Participants actively share information with the organization.
	200	Initial:
	201	Repeatable:
	202	Defined:
	203	Managed:
	204	Optimized:Organizational: The organization actively shares information with the participants.
	205	Initial:
	206	Repeatable:
	207	Defined:
	208	Managed:
	209	Optimized:
	210	What this organization might look like...
	211	Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
	212	self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
	213	who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
	214	Individual: Information created by or managed by participants is discoverable by the organization.
	215	Initial:
	216	Repeatable:
	217	Defined:
	218	Managed:
	219	Optimized:
	220	Organizational: Information created by or managed by the organization is discoverable by participants.
	221	Initial:
	222	Repeatable:
	223	Defined:
	224	Managed:
	225	Optimized:
	226	What this organization might look like...
	227	Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
	228	self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
	229	based on an affinity for the topic.
	230	Participation, roles and direction is based on personal or professional affinity
	231	Initial:
	232	Repeatable:
	233	Defined:
	234	Managed:
	235	Optimized:
	236	Participation, roles and direction is based on personal or professional affinity
	237	Initial:
	238	Repeatable:
	239	Defined:
	240	Managed:
	241	Optimized:
	242	What this organization might look like...
	243	Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
	244	Click here to expand...
	245	Initial:
	246	Repeatable:
	247	Defined:
	248	Managed:
	249	Optimized:
	250	Click here to expand...
	251	Initial:
	252	Repeatable:
	253	Defined:
	254	Managed:
	255	Optimized:
	256	What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
	257	of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
	258	transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
	259	to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
	260	organisation's ability to function as a meritocracy.
	261	Click here to expand...
	262	Initial:
	263	Repeatable:
	264	Defined:
	265	Managed:
	266	Optimized:
	267	Click here to expand...
	268	Initial:
	269	Repeatable:
	270	Defined:
	271	Managed:
	272	Optimized:
	273	What this organization might look like...
	274	Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
	275	under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
	276	considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
	277	Click here to expand...
	278	Initial:
	279	Repeatable:
	280	Defined:
	281	Managed:
	282	Optimized:
	283	Click here to expand...
	284	Initial:
	285	Repeatable:
	286	Defined:
	287	Managed:
	288	Optimized:
	289	What this organization might look like...
	290	Objectives
	291	Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
	292	concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
	293	more resources to be invested in the goals of the community.
	294	Click here to expand...
	295	Initial:
	296	Repeatable:
	297	Defined:
	298	Managed:
	299	Optimized:
	300	Click here to expand...
	301	Initial:
	302	Repeatable:
	303	Defined:
	304	Managed:
	305	Optimized:
	306	What this organization might look like...Emergence: From
	307	simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
	308	constituant parts - that is, it is the creation of something new and more complex that the constituents without a
	309	formal externally imposed plan. Through emergence, organisations can expect:
	310	radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
	311	coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
	312	the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
	313	environment;
	314	the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
	315	not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
	316	ceAsAConsutructIssue1_1_3.pdf )
	317	Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
	318	Click here to expand...
	319	Initial:
	320	Repeatable:
	321	Defined:
	322	Managed:
	323	Optimized:
	324	Click here to expand...
	325	Initial:
	326	Repeatable:
	327	Defined:
	328	Managed:
	329	Optimized:
	330	What this organization might look like...
	331	Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
	332	that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
	333	for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
	334	promotes organisational effectiveness and efficiency.
	335	Click here to expand...
	336	Initial:
	337	Repeatable:
	338	Defined:
	339	Managed:
	340	Optimized:
	341	Click here to expand...
	342	Initial:
	343	Repeatable:
	344	Defined:
	345	Managed:
	346	Optimized:
	347	What this organization might look like...
	348	Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
	349	enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
	350	Click here to expand...
	351	Initial:
	352	Repeatable:
	353	Defined:
	354	Managed:
	355	Optimized:
	356	Click here to expand...
	357	Initial:
	358	Repeatable:
	359	Defined:
	360	Managed:
	361	Optimized:What this organization might look like...
	362	Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
	363	they evolve with low relative investments in rework.
	364	Click here to expand...
	365	Initial:
	366	Repeatable:
	367	Defined:
	368	Managed:
	369	Optimized:
	370	Click here to expand...
	371	Initial:
	372	Repeatable:
	373	Defined:
	374	Managed:
	375	Optimized:
	376	What this organization might look like...
24.1	377	~{~{/showhide}}

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