1. Process Categories

Note
added based directly on eMM. Need to revisit and decide if these categories are on point or not.

Process Category	Brief Description
Organization	Processes associated with institutional planning and management
Teaching/Learning	Processes that directly impact professional development
Resources	Processes surrounding the creation, delivery, use and maintenance of resources
Support	Processes surrounding the oversight and management of community/institutional support
Evaluation	Processes surrounding the evaluation and quality control

Comment: I think the definition for Teaching/Learning might be too narrow. Might it include "personal" development as well?

2. Processes

Note
attempt below at drilling down on the process categories above based on discussions from the Educause Openness CG. There may be redundancies or items that apply to multiple categories. Ideas are bulleted to be later added to the table.

Organization Processes

Criteria	Definition	Metrics
Business	Day to day operations	Communication Transparency Self-organization Collaboration Evidence-based Self-Direction
Governance
Management
Policy

Curriculum (programmatic coherence)
Certification
Assessment

Teaching/Learning Processes

Criteria	Definition	Metrics

The Artifacts Created During Participation in an Open Course
Pedagogical Intent
Learning Activities
Assessments
Assessment
Externally Used Resources
Credentialing (course and program level)
Course Content
- Access Dimensions: non-discriminatory: open to everyone–non restrictive.
- Licensing Dimensions:
  - Use
  - Reuse
  - Derivative Works
  - Economic Access (open to everybody irrespective of their financial means)
Learning Design
Instruction and Support
Delivery Technology

Resources Processes

Criteria	Definition	Metrics

Open Access - publishing of research data
Externally Used Resources
Licensing Dimensions:
- Use
- Reuse
- Derivative Works
- Economic Access (open to everybody irrespective of their financial means)
Software used
Public Contribution
Public comment
Interoperability - resources are distributed with cross-platform interoperability in mind (for example RTF vs. PDF)

Processes

Note
Once categories are established, and processes defined, we can begin to build out the openness dimension table. (The Processes section below should not be filled in until the categories and processes are defined above.

Teaching and Learning	Processes that directly impact professional development
TL1.
TL2.
TL3.
TL4.
TL5.

Resources	Processes surrounding the creation and maintenance of resources
R1.
R2.
R3.
R4.
R5.

Support	Processes surrounding the oversight and management of community/institutional support
S1.
S2.
S3.
S4.
S5.

Evaluation	Processes surrounding the evaluation and quality control
E1.
E2.
E3.
E4.
E5.

Organization	Processes associated with institutional planning and management
O1.
O2.
O3.
O4.
O5.

(perhaps the indicators below would be represented by individual items under each process category?)

Key Indicators	Brief Description
Values, Principles	courage, participation, honesty, maturity, humility, communication, transparency, self-organization, collaboration, evidence-based decision-making
Objectives	simplicity, emergence
Practices	incremental development, rapid feedback, continuous feedback

Assessment Table

The "assessment table" becomes a matrix with each category of behavior assessed on a dimension:

Delivery
Planning
Definition
Management
Optimization

So an evaluator/participant seeks evidence that the maturity element is being delivered, the evaluator seeks evidence of a planning process, evidence that the organization defines the element, manages it (including measurement), and has a process in which the element is assessed against standards and improved (reflective practice).

Each of these dimensions are then assessed in terms of openness. The dimensions and openness rating taken together forms a matrix. In the eMM model, adequacy is represented by color, making it pretty easy to identify in which areas on which dimensions the organizations exhibits various levels of maturity.

Process Dimensions

each process is examined based on dimensions of the process capability:

Delivery

Planning

Definition

Management

Optimization

1

2

3

4

5

Process

Openness Key:

...

Practices

...

L1 Practices

Delivery
Practice #1 is defined here.
	Fully Open - (definition of fully Open practice goes here)
	Largely Open - (definition of largely Open practice goes here)
	Partially Open - (definition of partially Open practice goes here)
	Not Open - (definition of inOpen practice goes here)
	Not assessed

Practice 2 is defined here
	Fully Open - (definition of fully Open practice goes here)
	Largely Open - (definition of largely Open practice goes here)
	Partially Open - (definition of partially Open practice goes here)
	Not Open - (definition of inOpen practice goes here)
	Not assessed

Practice 3 is defined here	and so on.

Planning
Practice #1 is defined here.
	Fully Open - (definition of fully Open practice goes here)
	Largely Open - (definition of largely Open practice goes here)
	Partially Open - (definition of partially Open practice goes here)
	Not Open - (definition of inOpen practice goes here)
	Not assessed

Practice 2 is defined here
	Fully Open - (definition of fully Open practice goes here)
	Largely Open - (definition of largely Open practice goes here)
	Partially Open - (definition of partially Open practice goes here)
	Not Open - (definition of inOpen practice goes here)
	Not assessed

Practice 3 is defined here	and so on.

References:

...

Objective

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 the only requirement a fee, or open education that is available to anyone, and without a cost. In addition to the ambiguity of open (what it enables), there is also ambiguity with how organizations might operate to allow openness.

The Openness Index attempts to define open attributes and a means to assess the type of openness within the community of practice responsible for the design, development, and distribution of the open artifact.

Importantly, the Openness Index is not designed to assess the "openness" of an artifact (object, software, OER, etc.) claimed to be open–there are plenty of licenses which can be used to assess the openness of an object–rather, the model assess the openness of the organization/community that creates and manages artifact.

Meetings

Educause 2012

Implementations (Reference Implementations)

The following have expressed interest in applying the Open Index to their organizations. As a working project, the Openness Index can be informed through actual use, iterating through development as information is learned in its application. These initial tests will provide the Openness Index with reference models for refinement and enhancement. The results of these initial assessments are not intended to provide an actual index of the organizations reviewed, rather provide direction for further development efforts. The 2-3-98 project is extremely grateful for this early participation from interested organizations, without whom the project could not advance.

Apereo Foundation (website)
The Apereo Foundation assists and facilitates educational organizations which collaborate to foster, develop, and sustain open technologies and innovation to support learning, teaching, and research.
Open Education Resource Foundation (website)
The Open Education Resource Foundation is an independent, not-for-profit organisation that provides leadership, international networking and support for educators and educational institutions to achieve their objectives through Open Education.
Project Kaleidoscope (website)
Project Kaleidoscope is implementing a set of fully open general education courses across eight colleges serving predominantly at-risk students. The project will dramatically reduce textbook costs and allow collaborative improvement of course design to improve student success.

Traditional Maturity Model Definition:

There are five levels defined along the continuum of a maturity model

Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.
Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.
Defined - the process is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
Managed - the process is quantitatively managed in accordance with agreed-upon metrics.
Optimizing - process management includes deliberate process optimization/improvement.

"Opening" the Maturity Model Definition:

Using the above as a framework, the following can be applied to access the maturity of an open project:

Initial/Aware: (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented open project.
Repeatable - openness is at least documented sufficiently such that repeating the same steps toward openness may be attempted.
Defined - openness is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
Managed - openness is quantitatively managed in accordance with agreed-upon metrics (those of the OMM)
Optimizing - openness management includes deliberate principle/process/practice optimization/improvement.

Openness Values

Courage: 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.

Expand

title	Individual Courage: The willingness to proclaim oneself, or a project, open.

Initial: An interest/desire has been expressed in being open or joining an open initiative
- Evidence: Artifacts citing the individual's interest in being open or joining an open initiative.
- Example: The individual has joined an open community of practice; the individual has written (documented) their interests in openness or an open community of practice.
Repeatable: The individual understands and has expressed the values of openness.
- Evidence: Artifacts documenting the individual's descriptions of principles and practices commonly associated with openness.
- Examples: Wiki, blog posts or emails describing principles and practices commonly associated with openness.
Defined: The benefit(s) of openness for the individual has been articulated.
- Evidence: Artifacts describing how open principles and practices contribute to an individual's body of work or a community of practice.
- Example: The individual has submitted for consideration a document describing the "benefits" of open source software in reducing costs or increasing quality.
Managed: Expectations of openness for the individual have been established.
- Evidence: Artifacts describing how open principles and practices contribute to the individual's own body of work or interests.
- Example: Documentation describing how the individual can apply open principles and practices to their specific work/interests.
Optimizing: The individual continually updates the previous.

Expand

title	Organizational Courage: The willingness to declare an organization or project open.

Initial: An initial interest/desire has been expressed in being open or joining an open initiative.
Repeatable: The organization understands and has expressed the value of openness.
Defined: The benefit(s) of openness for the organization has been articulated.
Managed: Expectations of openness for the organization has been established.
Optimizing: The organization continually updates the previous.

Info

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The organization regularly articulates the promise of openness, but does not allow those outside of the original founders or invited guests to participate. For example, a personal blog on openness.

Participation: Participation is necessary in order to contribute. While there is no guarantee the contributions will be honest, one must participate in order to offer a honest contribution.

Expand

title	Individual Participation: Involvement with or within an organization that has identified itself to be open.

Initial: The individual has publicly associated themselves with an organization.
- Evidence: Membership, attendance, presence within an open community of practice.
- Example: Signed up for SourceForge; attended a Moodle Conference; joined the Educause Openness CG ListServ.
Repeatable: The individual engages consistently with the organization and consistently references their involvement.
- Evidence: Activity and interactivity within an open community of practice.
- Example: Facilitated a open community's conference session; engaged on the ListServ of an open community.
Defined: The individual has established a specific role with or within the organization.
- Evidence: Participation is defined/confirmed as a standard business process.
- Example: The individual holds a recognized role within an open community of practice;
Managed: The individual has undertaken specific responsibilities with the organization.
- Evidence: Participation is quantitatively managed in accordance with agreed-upon metrics.
Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.
- Evidence: Participation management includes deliberate participation optimization/improvement.

Expand

title	Organizational Participation: The willingness to invite and admit any individual or other organization to engage with the organization

Initial: The organization has publicly declared anyone can engage with it.
Repeatable: The organization engages consistently with any interested party, and consistently declares the ability for engagement of interested parties.
Defined: the organization recognizes standard roles within the organization
Managed: the organization has established responsibilities associated with roles.
Optimizing: The individual assesses and validates/redefines their role and responsibilities in the organization.

Info

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The organization has in practice decision making processes that allow anybody to provide input and publicly render an opinion on the topic and the process. For example, decisions for procurement of goods and investments in initiatives.

Honesty: Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.

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title	Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily accepts those.

Expand

title	Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Humility: The scope of competency and capacity.

Expand

title	Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Principles

Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication, this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in openness, some form of communication must take place that conveys information and exposes organizational artifacts.

Expand

title	Individual: Participants actively share information with the organization.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Organizational: The organization actively shares information with the participants.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing, self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.

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title	Individual: Information created by or managed by participants is discoverable by the organization.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Organizational: Information created by or managed by the organization is discoverable by participants.

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than based on an affinity for the topic.

Expand

title	Participation, roles and direction is based on personal or professional affinity

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Expand

title	Participation, roles and direction is based on personal or professional affinity

Initial:
Repeatable:
Defined:
Managed:
Optimized:

Info

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Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

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Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the organisation's ability to function as a meritocracy.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual, under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

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Objectives

Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing more resources to be invested in the goals of the community.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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title	What this organization might look like...

Emergence: From simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its constituant parts - that is, it is the creation of something new and more complex that the constituents without a formal externally imposed plan. Through emergence, organisations can expect:

- radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
- coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
- the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their environment;
- the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are not reducible. _{(reference to Emergence as a Construct: History and Issues, by Jeffrey Goldstein: http://www.anecdote.com.au/papers/EmergenceAsAConsutructIssue1_1_3.pdf)}

Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that promotes organisational effectiveness and efficiency.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which enhances productivity, a sense of clear direction, and improves alignment with changing requirements.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as they evolve with low relative investments in rework.

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Expand
Initial: Repeatable: Defined: Managed: Optimized:

Info

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Potential Openness Key:

1:

Panel

bgColor	white

Optimized

Panel

bgColor	lightcyan

Managed

Panel

bgColor	cyan

Defined

Panel

bgColor	dodgerblue

Repeatable

Panel

bgColor	navy

Initial

Panel

bgColor	lightgray

Not assessed

2:

Panel

bgColor	white

Fully Open

Panel

bgColor	cyan

Largely Open

Panel

bgColor	dodgerblue

Partially Open

Panel

bgColor	navy

Not Open

Panel

bgColor	lightgray

Not assessed

References:

Laffan, Liz. (2011) A New Way of Measuring Openness, from Android to WebKit: The Open Governance Index [Updated]. VisionMobile, 29 July 2011. Web. 30 July 2012. Available from http://www.visionmobile.com/blog/2011/07/the-open-governance-index-measuring-openness-from-android-to-webkit/

Marshall, S. (2007) eMM Version 2.3 Process Descriptions. Victoria University of Wellington, New Zealand. Available from from http://www.utdc.vuw.ac.nz/research/emm/Publications.shtml

Masson, P. (2009) Agile Causality. Available from http://openmasters.wordpress.com/agile-causality/

Masson, P. (2011) Open Governance in Higher Education: Extending the Past to the Future. Educause Review. Available from http://net.educause.edu/ir/library/pdf/ERM1112.pdf

Waugh P. & R. Metcalfe (2007) The Foundations of Openness. What are we doing today, brain? Available from http://pipka.org/blog/2008/07/23/the-foundations-of-openness/

Legacy Notes

The Artifacts Created During Participation in an Open Course
Pedagogical Intent
Learning Activities
Assessments
Assessment
Externally Used Resources
Credentialing (course and program level)
Course Content
- Access Dimensions: non-discriminatory: open to everyone–non restrictive.
- Licensing Dimensions:
  - Use
  - Reuse
  - Derivative Works
  - Economic Access (open to everybody irrespective of their financial means)
Learning Design
Instruction and Support
Delivery Technology

Open Access - publishing of research data
Externally Used Resources
Licensing Dimensions:
- Use
- Reuse
- Derivative Works
- Economic Access (open to everybody irrespective of their financial means)
Software used
Public Contribution
Public comment
Interoperability - resources are distributed with cross-platform interoperability in mind (for example RTF vs. PDF)

...

Versions Compared

Old Version 19

New Version Current

Key

1. Process Categories

2. Processes

Organization Processes

Teaching/Learning Processes

Resources Processes

Processes

Assessment Table

Process Dimensions

Openness Key:

Practices

L1 Practices

Objective

Meetings

Implementations (Reference Implementations)

Traditional Maturity Model Definition:

"Opening" the Maturity Model Definition:

Openness Values

Principles

Objectives

Potential Openness Key:

Legacy Notes

Page Comparison

Versions Compared

Old Version 19

New Version Current

Key

1. Process Categories

2. Processes

Organization Processes

Teaching/Learning Processes

Resources Processes

Processes

Assessment Table

Process Dimensions

Openness Key:

Practices

L1 Practices

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Meetings

Implementations (Reference Implementations)

Traditional Maturity Model Definition:

"Opening" the Maturity Model Definition:

Openness Values

Principles

Objectives

Potential Openness Key:

Legacy Notes

Objective