April 2012 – howsheilaseesIT

LAK12 Pre conference workshop quick overview

I’ve had a very informative and stimulating day at the preconference workshops for the LAK12 conference. This is just a very quick post with links to some great summaries and resources that people have contributed.

*Learning Analtyics and Ethics live blog summary from Doug Clow (thanks, Doug you truly are a conference reporting machine!)

*Learning Analytics and Linked Data collective google doc – various contributors.

There has also been quite a bit of twitter activity and Tony Hirst was quick off the mark to visualise the connections. Martin Hawskey has also produced an alternative visualisation based on the twitter archive I set up last week I set up last week; and here’s another summary view from Tweetlevel.

I’ll hopefully do some more considered posts myself during the week. Based on today’s sessions this is shaping up to be a great conference.

A conversation around the Digital University – Part 5

Continuing our discussions around concepts of a Digital University, in this post we are going to explore the Learning Environments quadrant of our conceptual model.

MacNeill, Johnston Conceptual Matrix, 2012

To reiterate,the logic of our overall discussion starts with the macro concept of Digital Participation which provides the wider societal backdrop to educational development. Information Literacy enables digital participation and in educational institutions is supported by Learning Environments which are themselves constantly evolving. All of this has significant implications for Curriculum and Course Design.

Learning Environment
In our model we highlighted three key components of a typical HE institutional learning environment:
*physical and digital
*pedagogical and social
*research and enquiry

1 Physical and digital
“A learning space should be able to motivate learners and promote learning as an activity, support collaborative as well as formal practice, provide a personalised and inclusive environment, and be flexible in the face of changing needs.“Designing Spaces for Effective Learning, a guide to 21st learning space design.

One of the key starting points for this series of blog posts was the increasing use of “digital” as a prefix for a range of developments (mainly around technology infrastructure) which seemed to have an inherent implication that the physical environment, and its development was almost defunct. However, any successful learning environment is one where there is the appropriate balance between the physical and the digital. Even wholly online courses the student (and teacher) will have a physical location, and there are certain requirements of that physical location which will enable (or not) participation with the digital environment e.g. device, connectivity, power etc. Undoubtedly the rise of mobile internet enabled or Smart devices is allowing for greater flexibility of physical location; but they also create extra demands in the physical campus e.g. ubiquitous, freely available, stable, campus wide wireless connectivity; power sockets that aren’t all at the back of a classroom?. If students and staff are using and creating more digital resources where are they to be stored? Who provides the storage – the institution or the student? If the former how are they managed? How long do they stay “live”? Can a student access them once they have left the institution? Technology is not free, and providing a robust infrastructure does have major cost implications for institutions. For campus based courses, blended learning is becoming increasingly the norm. Which leads to questions around the social and pedagogical developments of our learning environments.

2. Pedagogical and Social
Vermut has summarized a number of patterns of what he refers to as teaching-learning environments which influence effective student learning . From his analysis of these patterns, and their components he has suggested a set of key features for powerful learning environments:
*They prepare students for lifelong, self-regulated, cooperative and work-based learning;
*The foster high quality student learning
*The teaching methods change in response to students’ increasing metacognitive and self-regulatory skills and
*The complexity of the problems dealt with increases gradually and systematically. (Vermut, Student Learning and University Teaching 2007, )

Of course to create these powerful environments requires a shift in terms of what he describes as “a gradual shift in the task division in the learning process form educational ‘agents’ (e.g. teacher, tutor, book or computer) to students”. This shift creates a culture of increasing self regulation and thinking from students. Curricula are developed with an increasing set of challenges which foster key lifelong learning skills that become common practice for students beyond their formal education and into the workplace. Vermut et al refer to this as “process-orientated teaching” as it is targeted at the “processes of knowledge construction and utilization”.

This style of teaching and learning requires an increasingly complex mix of skills including diagnostician, challenger , monitor, evaluator and educational developer. Technology can provide a number of affordances to create the learning spaces for to allow more self regulation for students e.g. collaborative working spaces, and personal reflective spaces. However, there needs to be support from all levels of the institution to continually provide the wider environment which effectively develops the skills and knowledge to allow this type of student as self regulating researcher culture.

3 Research and Enquiry
There is a growing discourse emerging around effective research practice in the digital age, and the notion of the digital scholar is increasingly recognised. Martin Weller’s recent book “The Digital Scholar How Technology is Transforming Scholarly Practice” explores key themes around digital practice, and what the increasing role of networks and connections, the disconnect and tensions between traditional and new forms of increasingly self publication platforms and formal recognitions within Universities and the role of open scholarship. This blog post summarises his top ten digital scholarship lessons.

What is crucial now is that institutions and funders begin to recognise and more importantly not only begin to reward these different types of digital scholarly activities, but also ensure that staff and students have the relevant literacy skills to exploit them effectively. Information literacy has been recognised as having an impact on effective research practice, but we would argue for that more research needs to be done in this area to make explicit the link between effective information and literacy skills and effective research and scholarly practice.

There is a growing backlash against traditional academic publishing models which was recently highlighted by John Naughton’s feature in The Observer “Academic Publishing Doesn’t Add “Up”. Open access and open publishing can again be seen as being key to digital scholarship.

Early findings from the JISC Developing Digital Literacies Programme are showing the impact of undertaking a digital literacy audit to enable institutions to define (and therefore develop) their expectations for and to students. There are differences between disciplines which again need to be understood and shared between staff across institutions. Digital literacies are becoming more prevalent in institutional policies, and need to be supported by relevant provision of services and shared understandings if there are to be more than token statements. We think our matrix may play a role in forming and extending strategic discussions.

In the next post we will try and pull together key points from the series so far and the comments we have received and frame these in terms of some of the wider, societal contexts. As ever we’d love to get feedback on our thoughts so far, so please do leave a comment.

*Part 1
*Part 2
*Part 3
*Part 4

Design Studio update: Transforming Assessment and Feedback

Those of you who regularly read this blog, will (hopefully) have noticed lots of mentions and links to the Design Studio. Originally built as a place to share outputs from the JISC Curriculum Design and Delivery Programmes, it is now being extended to include ouputs from a number of other JISC funded programmes.

The Transforming Assessment and Feedback area of the Design Studio now has a series of pages which form a hub for existing and emergent work on assessment and feedback of significant interest. Under a series of themes, you can explore what this community currently know about enhancing assessment and feedback practice with technology, find links to resources and keep up to date with outputs from the Assessment and Feedback and other current JISC programmes.

Assessment and Feedback themes/issues wordle

This is a dynamic set of resources that will be updated as the programme progresses. Follow this link to explore more.

Digital Literacy – delivering the agenda within colleges and universities

The latest episode of JISC On Air Radio (“Digital Literacy – delivering the agenda within colleges and universities”) provides a very timely insight into JISC Developing Digital Literacies Programme, and indeed some of the wider issues relating to developing and supporting digital literacies in the wider context.

“In the sixth episode of our online radio programmes – JISC On Air – we are exploring how universities and colleges can help teaching staff, researchers, support and administrative staff to develop their digital literacies – those capabilities which prepare an individual for living, learning and working in a digital society. In part two of the show, we will be looking at how digital literacy underpins the academic success and employability of students.

The show highlights how colleges and universities are developing holistic approaches and strategies for supporting the development of these skills and capabilities.”

I’ve just tuned in on my journey home from the latest JISC Learning and Teaching Pracitce Experts Group meeting, and I can recommend taking 20 minutes out to listen. You can listen and/or download the programme from this link.

Mozilla and web literacies

As part of the JISC Developing Digital Literacies programme two public webinars have just been announced. The first is being held this Friday, 27 April, and the topic is “Mozilla and web literacies”.

Representatives from Mozilla will “will talk about their work in this area to define key Web literacy skills, create pathways for innovative learning experiences around them and build a network of instructors and facilitators with a shared mission.”

The next webinar is on the 4th of May and it titled “A history of digital literacy in the UK and EU”.

More information and a link to registration is available from the JISC e-learning programme blog.

Curriculum Design Technical Journeys – part 3

Continuing from my last post, the next part of the programme technical journey focuses on the Cluster B projects: Co-educate, SRC, P3 who had similar objectives in terms of organisational change.

SRC
*Project Prod entry

In terms of organisational change, SRC (Supporting Responsive Curricula) is part of larger set of project EQAL which is radically changing the way the MMU provides learning services (in the broadest sense) to its students. Other JISC funded initiatives e.g. the W2C project are connected to this major organisational change, of which SOA approaches is key. Professor Mark Stubbs’ keynote presentation at this years CETIS conference gives an overview of their overall technical approach.

MMU is in the processes “introducing a new curriculum framework, new administrative systems and processes, revised quality assurance processes and new learning systems to transform the student experience” and the SRC project has been at heart of the complete revision of all undergraduate courses, through developing a processes and workflows for a common curriculum database which feeds into a range of other learning services a part of their “corePlus” learning environment provision.

All course module and assessment structures have been completely revised (starting with first year and now extending to 2nd and 3rd). A new course database is now being populated using a common set of forms which provide a common set of tags (including competencies) and unique identifiers for courses which can be used a part of a wider set of “mash up” activities for students to access. When redesigning the course database, extensive stakeholder engagement and mapping was undertaking (using Archimate) in relation to QA processes which formed a key part of the project’s baseline report. A case study details this work and this blog post provides a summary of the new course documentation and QA processes including a map of the new peer review process.

A key part of the project has been to explore effective ways for students to showcase their experience and abilities to employers. A number of systems have been explored and an institutional e-porfolio strategy produced. A decision has now been taken to provide institutional support for Mahara, beginning in September 2013.

In terms of standards/specifications, this being MMU, XCRI is integral to their systems but hasn’t been a core part of the project. Like other projects, the institutional demand for xcri is still not widespread. However members of the team are key to developments around the integration (and thereby extension) of XCRI into other specifications such as MLO and various competency related initiatives.

Now the major technical implementations have been implemented, the team are now focussing on the wider cultural changes, engagement with staff e.g. the development of the Accrediation! Board game which I’ve written about before, and evaluation.

Coeducate
*Project Prod entry

“Coeducate is a cross institutional project that will focus our staff on a re-engineering of the professional curriculum. It will develop new processes and technical systems to support curriculum development and design that start with the needs of the learner and their organisation. This will be negotiated and delivered in partnership and with full recognition of in-work and experiential learning.”

Coeducate, has taken an the almost opposite approach to MMU in terms of a top down approach to creating and managing new courses. They have connected their SITS database with their new Moodle installation see this blog post for an overview, but unlike MMU do not have a set of course templates, or the same level of automatic course population. Instead, staff now have more flexibility in terms of creating courses suited to their specific needs, as this post and linked documentation describes. The IDIBL framework has also been developing as template for course creation, however the institution has developed an alternative undergraduate curriculum framework. The team have also produced a report on approaches to developing open courses, which again should provide a useful staff development resources.

Following this more bottom up approach, the team have also instigated an series of innovation support network seminars and produced a set of online resources (housed in Moodle) to support staff as new institution validation process are being introduced. Like so many of the projects being caught up in a sea of other institutional change initiatives that aren’t as tightly coupled as MMU, the project has focused effort on providing support to staff to guide them (and in turn the institution) through changes such as course revalidation. The project has been able to to influence and inform institutional strategy to initiatives such as course revalidation through some light weight data analysis of the VLE in terms of course structure, numbers and types of assessment etc.

Over the past year, the team have also been exploring the Business Model Canvas tool in terms of its suitability for learning design planning and/or conceptual modelling. The flexibility of the tool has been identified as a key strength. The team have found other more specific learning design tools such as the LDSE too prescriptive. This post outlines the approach of integrating this tool within Archi (which is being developed by colleagues at the University of Bolton). The tool is currently being trialled with PGCHE students, and again will hopefully provide another design tool for the University and the rest of the community. The team have been using the tool to support staff in course revalidation process, and are lobbying for its adoption into the formal revalidation process.

The team had hoped to do more work on integrating widgets into Moodle for course authoring. However staff issues and a refocus of project priorites has meant that not as much progress on this has been made as originally intended. However, over the last few months the team have been able to build a customisable 8LEM widget (more information and a link to a beta version is available here). The principles outlined in the 8LEM methodology are also the basis for the work of the Viewpoints project, and by the end of this June, it is hoped that there will be at least two versions of the widget available based on the approaches of the Viewpoints project as well as the “vanilla” version.

Bolton has also been successful in gaining funding for one of the JISC Course Data projects and this project will extend work started in Co-educate. The work done through the CoEducate project has help to articulate some of the key requirements for data reporting and practical uses of data collection, including key indicators for retention and drop out.

As with other projects, the challenge for the team is to ensure that the resources and approaches explored and advocated through the project continue to be embedded within institutional frameworks.

Enable
*Project Prod entry

“As a ‘hub’ initiative, the project aims to enable the University to join together its various change initiatives around curriculum development into a coherent and radical overall change process, which will ensure all stakeholder needs are understood, identify overlooked problems areas, and provide a sustainable solution . . .”

The Enable project started out with the vision of connecting and enhancing institutional processes. As with all the other projects, senior management buy-in was always a critical part of the project and a Senior Management Working Group was set up to ensure this buy-in. Part of the wider institutional story has been the relatively high number of changes at senior executive level which have impacted the project. The team have shared their experiences around managing change and information processes.

In terms of technologies, as well as being part of the Design Programme, the project has engaged with a number of other JISC funed initiatives. The team have been an early champion of EA approaches and have been involved with the JISC FSD EA practice group initiative. They have piloted TOGAF approaches in an Archimate pilot. Their experiences of using Archi in for their work in external examiners pilot are summarised in this blog post and embedded slides. Phil Beavouir, the developer of the Archi tool has also posted a thoughtful response to this post. If you are interested in EA approaches , I would recommend both these posts.

The team have also been experimenting with a number of different ways to automate their code build, acceptance, testing and deployment processes. These tools and techniques are being adopted and used in other areas now too. Again the team have promised to share more via the blog, in the meantime a summary of the technologies they are using are detailed in the project Project prod entry.

The team have been looking at Sharepoint and, another example of cross JISC programme fertilisation, were able to gain some of the benefits realisation funding for the Pineapple project to experiment with its software. An overview presentation is available here. The pilot was successful, but, at this point in time, no institutional decision on an institutional wide document management system has been made, so no further developments are being introduced in respect of this work.

The team feel that the EA approaches have “enabled” them to define with stakeholders the key areas to be addressed in terms of developing effective processes. And, have found that having “just enough backing” for developments has been effective. Particularly in gaining senior management buy-in whilst Executive decisions are not possible. The project has been able to illustrate potential working solutions to recognised problem areas. They have also been sharing their experiences of EA extensively with the rest of the sector, through presentations at various institutions.

PC3
*Project Prod entry

“The Personalised Curriculum Creation through Coaching (PC3) project is developing a framework that places coaching at the heart of the personalised curriculum design. Learners will be able to select provision suitable to their needs, construct an award (or module set), access resources and learning support, and negotiate assessment, with structured support from a personal coach. The PC3 Framework will facilitate this process by developing the necessary processes, documentation, training and technological support, within the context of Leeds Met’s flexible learning regulations and systems.”

Again the PC3 project has been on quite a journey over the past three and and a half years. Changes at senior management level have meant that, whilst not changing the underlying principles of the project of using coaching (as explained in its curriculum model ), the project team have had to adapt some of their anticipated approaches and have experienced delays in decisions around key institutional wide provision of technologies.

A major milestone for the project has been decision to adopt PebblePad as the institutional portfolio system. The team acknowledge that there is still work to be done around the integration of resources in the VLE and in Pepplepad, in terms of the user experience of switching between systems. Perhaps Pepplepad’s planned LTI adoption will help mitigate some of these issues.

The project is now reaping the rewards of their early work in staff development and are now working increasingly to support students, and their use of technology whilst implementing the PC3 coaching methodology. The approach is now embedded into the Sport Business Management Degree programme (see this post for more information) and students are playing an increasingly important role as coaching ambassadors.

Earlier in the project the team had created a number of video based resources around coaching. Now they are supporting students in the creation and sharing of videos as part of their course work and as coaching ambassadors. The team are working with institutional AV staff around developing approaches to creating video resources with students. The project is also planning a conference, where students will be key contributers, and plan to video sessions and make the recordings available as a set of resources.

The team are also seeing increasing use of social media sites such as Facebook for communication and even for running coaching sessions. This has very much been student driven and developments are being monitored with interest.

The team have also been using a number of google products (forms and documents) for sharing of project information and for part of their evaluation by using google forms to collect session feedback.

Where possible, the project are releasing resources as OER. To this end have they have benefited from the experiences of the Streamline project which was funded through the JISC/HEA Academy OER programme. Institutionally there has been a significant development around workflow of OERs with the institutional repository and the JORUM national repository that the project has benefited from. Again another example of cross programme sharing of experience.

So, another set of projects with common aims but very different approaches to organisational change. In many ways, a top down approach as exemplified by MMU may well be the most effective way to gain widespread adoption. However, MMU have benefited from a more stable senior management perspective and have not had to re-articulate their vision to a different set (or sets) of stakeholders during the project lifecycle as some of the other projects have. Engaging staff and students at different levels, as Bolton and Leeds, have done may well be just as effective in terms of seeing real pedagogical change in the longer term. But whatever approach, the importance of modelling and being able to visualise, and develop conversations and engagement has been central.

Curriculum Design Technical Journeys – Part 2

Continuing from my last post, the next part of the programme technical journey focuses on Cluster B projects: T-Sparc, PALET, UG-Flex and PREDICT who all had a broad common theme of organizational change.

In many ways this cluster represents the ‘business end’ of the programme. With Cardiff, Greenwich and City Universities all having pretty robust institutional system integrations in place before the programme started. The programme was a way to develop these existing systems to allow more effective and pedagogically driven processes to be developed and incorporated.

T-SPARC
*Project Prod Entry

Unlike the other 3 projects in this cluster, T-Sparc didn’t have as robust an infrastructural starting point, however providing a means for organizational change around curriculum design was a key driver.

The project had four key aims;

“• To inform programme design activity through the improved provision of relevant information to those stakeholders engaged in curriculum design.
• To redesign the ICT infrastructure which supports the workflow of curriculum design and programme approval processes.
• To develop and pilot mechanisms for supporting, through electronic means, course team discussion during their programme design activity.
• To develop and pilot the electronic representation of programmes and underpinning evidence for the purposes of approval.”

One of the key findings from previous technical conversations with the programme was the number of instances of Sharepoint, and its central role for a number of projects. As I commented then, that probably wasn’t that surprising given the that over 90% of UK universities have an installation. The T-SPARC project initially were looking towards utilizing Sharepoint as a definitive document repository and take advantage of its document version control abilities. However as the project has progressed, it has evolved to become the central part of their curriculum design system. A number of workflows were created from their stakeholder enagement and baselining processes using combination of modeling techniques including experiments with BPMN, UML and Visio as outlined in these blog posts.

The team were also able to negotiate dedicated time from an specialist Sharepoint developer in the institution to work with them using an agile development process. A dedicated area in the project blog documents their experiences in working with Sharepoint, and agile project methodology. The posts in this area are particularly useful in sharing real experiences of a project working with agile methods, as well as with corporate IT services – worth a look if you are new or going to be working with others new to this type of approach. Their prototype PADS (programme design and approval system) system is now being trialed by eight programme teams. A key challenge in terms of sustainability and embedding is how to ensure that the system is integrated into wider institutional initiatives such as the recent implementation of SITS. However, as with many other projects, cultural interoperability is perhaps more of a challenge than its technical counterpart.

Perhaps the leading light in terms the use of video narratives, the T-Sparc team have invested time and money into capturing the stories and experiences of their key stakeholders (staff and students) included a very innovative video baseline report. The team have used a mix of video caputure methods including flipcams and the ipad based MiiTuu sytesm. The later is a relatively new development which the team have been using with students and employers. The allows exporting and sharing of questionnaires across devices and allow for time reductions in the setting up and gathering of data. The system utilizes i-Tunes, BCU has an institutional wide itunes provision, so again sharing is simplified. The use of video for personal reflection is fairly mainstream within the institution now too. The team have made extensive use of free editions of video editing/compression packages (Handbrake, Microsoft Expression), however they are still searching for a real time video compressor. Ideally one which would compress on the fly and have an automagic deposit to repository feature to suit their needs – and budget. Again storage for video is an issue (as highlighted in this post) – is this where cloud storage could play a useful institutional role?

The team are also developing a Rough Guide to Curriculum Design which is outlined in this post which will synthesis all aspects of the project.

PALET
*Project Prod Entry

In contrast to T-Sparc, the PALET project was working within the context of a fairly robust internal technical infrastructure based largely on IBM websphere and Lotus tools. Institutionally, the Lean methodology was also being widely supported. Cardiff also had previous experience of Enterprise Architeture and, as the project developed, through other institutional projects, links to the JISC FSD programme.

The PALET project’s aims were to:

“Utilising the Lean Thinking methodology for process improvements, the PALET project will develop revised procedures for the approval of new programmes to create a more agile, efficient and flexible approach to the design of new curricula and the subsequent programme approval process. In the context of the University’s Modern IT Working Environment (MWE) project, a service-oriented approach will be utilised to develop a toolset to support academic and support staff through each stage of the new programme approval process, which will also ensure that the resulting programme and module information is clearly defined and can be seamlessly utilised by other business applications.”

Key to the project has been the creation of a single data source which contains all relevant curriculum design and approval information which can be easily re-purposed and accessed by various stakeholders. Interestingly the project has ended up taking a scaled down approach and building their own webservices and not using IBM tools.

They have moved away from using websphere as their main data source and SITS is now core for the storage of course related information. This has allowed the team to write their own webservices using Grails, and taking restful approaches and the Groovy programming language. This was quite a sea change for all involved as outlined in this blog post. As highlighted in the post, the team have found this experience very useful, and this generic web services approach/architecture is now being rolled out in other parts of data provision in the University. This should help with sustainability and the embedding of more data services/ provision as and when needed. Again the successful managing of change during the lifecycle of the project has been key for everyone. Sometimes a simple approach is best.

Parts of the their larger infrastructure remain and there are now better connections with for example Lotusnotes and bringing feeds and topics into one overarching portal for end users. However, the team have developed a dedicated portlet for course information which links to the main websphere portal. Details of which are outlined in their portlet technical specification. The work done on the underlying technical infrastructure ensures that the progress in terms of redesigning course and module templates can be fully utilised.

Like T-Sparc, the team are still analyzing the need for XCRI, and are confident that they could easily create a feed if need, however there still aren’t key internal drivers for this as yet.

A full technical specification for the project is also available.

UG –FLEX
*Project Prod Entry

Like PALET, UG-Flex also had a robust infrastructure (based largely on SunGard Banner ) in place which they planned to build on.

“We envisage that our technical outputs will be of use to other institutions using SunGard’s Banner system and we plan to feed these outputs into the European and international Banner community. The project also intends to share the lessons learned about the challenges of working with a proprietoriaml product based applications with the wider education community.”

Although the institution did have dedicated business analysts the experience of the project has had an impact on approaches to business processes in general and the use of and techniques applied for modelling. For example although their Business Analyst were conversant with various visual modeling techniques and languages (BPMM, BPEL, UML) to illustrate and developed technical infrastructures, having resource dedicated to the project allowed them to work at a far greater level of detail. This experience has allowed the for the processes used in the project be incorporated into day to day techniques in other large scale projects throughout the University. Exploration of TOGAF methodologies is ongoing and staff are undertaking accreditation training..

In previous conversations with the team, they had expressed an interest in XCRI. Greenwich has been successful in gaining one of the JISC Course Data projects and it is now embarking on their xcri-cap production stage. A nice example a synergistic relationship with the outcomes and findings of UG-Flex, and future institutional planning e.g. KIS returns.

Through Banner, there is use of IMS enterprise compliant tools, but there has never been a plan to develop anything at the enterprise level. However, in terms of future developments there are some major changes for the IT team. The new versions of Banner are now component based as opposed to Oracle based. Whilst on the one hand this does allow for greater flexibility and more agile approaches, as well as an improved UI; on the other this is a major change for some more traditional database developers, and so an issue for staff skills and development.

Again we had talked about Sharepoint in previous discussions, and concerns had been raised about its suitability for managing data as opposed to documents which it has undoubted strengths in. Now there is a fully supported installation in their Business School. Preparatory work is been undertaken around implementing some automated workflows, in particular around QA processes which have been developed through UG-Flex. As an adjunct to this work, and UG-Flex, a personalized timetabling service is being developed and trialled in the Business School. The team have also kindly agreed to write this up as a guest post in the CETIS other voices blog.

During the project lifecycle the institution has also migrated to Moodle (more details of some of their approaches and the lesson learnt about stakeholder involvement and process mapping have been included in this summary post from Lou McGill )

Overall the team have found that the UG-Flex project has been exemplary in terms of academic needs driving developments, and not the IT department. Particularly with the VLE migration, there is a strong sense of ownership from the academic community as they feel they have been fully part of the decision and migration process.

PREDICT
*Project Prod Entry

PREDICT was again a project with a pretty robust architecture and like UG-Flex, they have noticed a perceptible change in attitude during the lifecycle of the programme. The use, and understanding of the term, Curriculum Design is now far more commonplace in conversations within the IT department, and the core business of the University – teaching and learning – is being considered more at the start of discussions about new IT developments.

“The project focus is to develop a new curriculum design process that is efficient, flexible, focuses on enhancing educational development and the student experience and, is supported with responsive technology to accommodate our curriculum models. It is essential that the design process takes account of our diverse stakeholders – whether learners, staff or employers.”

In terms of use and standards, the project haven’t really deviated from their original plans. One of the few institutions to be have an implementation of xcri before the programme started, they actually haven’t done much more. They have looked at xcri-cap but, largely due to the current lack of vendor buy-in and wider external drivers, they haven’t felt the need to implement it.

In light of the KIS requirements they are reviewing their current data provision and in particular their local course information database (Prism). They are considering some re-engineering and simplification of the UI, taking a more component/SOA approach. They have also been in discussions with other institutions about building similar tools in SITS. SITS and in particular StuTalk has proved to be central for developing more business processes, and they have “service enabled” their installation for wider business processes. Like Cardiff they use IBM Websphere and it provides their key middleware stack. In conjunction with these back-end developments, the project has also made progress in the redesign of their course and module documentation for staff.

The PREDICT project, and other internal projects relating to blended learning have been useful in terms of developments in their Moodle deployment, and getting people to engage more about using it, and not just using it as a defacto course notes repository.

One area the PREDICT project has highlighted is a gap in up to date information on staff in the HR system. There is basic employment/payroll information but not an awful lot on what they actually do day to day. Creating more personalised timetables is something they (and many others) are currently investigating. The potential for joining up curriculum information, student information with staff information so, for example, a student would see which lecturer was taking each class, and have links to the staff members research interests; publications etc is very attractive. But again, requires more work on the sharing of the appropriate information between systems.

Overall the project has shown that it is worthwhile to allow staff and students and the IT department time to think through their IT service provision together. Enhancing business processes alone can’t make a poorly designed course better (the supporting pedagogically guidance the project has produced will help with that!), but they can make some tasks easier/less time consuming. Like UG-Flex there is now more IT provision planning being done in conjunction with educational development staff which wouldn’t have happened before the project.

So from this cluster, agility and greater communication between central IT provision has been key. Agile approaches can allow for more rapid development of light-weight, but effective web services as highlighted by PALET. However, this change of approach can bring with it issues of staff skills and development. Effective communication is always central to the success of any change process, and maintaining the links fostered through these projects will be key for future sustainability and embedding.

Dev8ed – building, sharing and learning cool stuff in education

Dev8eD is a new event for developers, educational technologists and users working throughout education on the development of tools, widgets, apps and resources aimed at staff in education and enhancing the student learning experience, taking place in Birmingham on 29 – 30 May.

The event will will include training sessions led by experts, lightning presentations and developer challenges.

Confirmed sessions include:
*Understanding and implementing the IMS Learning Tools Interoperability specification
*Exploring and sharing tool for learning design through a number of design challenges
*Widget store: Sharing widgets and tools to help you design, build and publish your own widgets
*Mashing coursedata xcri -cap feeds
*Node js
*Human Computation related to teaching and learning

All participants will be able to share their own examples, expertise and opinions via lightning sessions, workshops and informal networking opportunities. So, if you have an idea or something you’d like to share, then sign up!

The event (including overnight accommodation) is free to all participants and is being organised by DevCSI and supported by the JISC e-learning, course information, open educational resources programmes and CETIS.

We hope to see many of you in Birmingham in May.