making it rain organizing ourselves to enable the transformation of teaching and learning with...
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Making it Rain
Organizing Ourselves To Enable The Transformation of Teaching and
Learning With Technology
Stephen Jones, Assistant to the Academic Vice President
David Monson, Product Manager, Teaching & Learning
Jon Mott, Associate Director, Center for Instructional Design
New Orleans, January 28, 2003
© Stephen Jones, David Monson, Jon Mott, Brigham Young University, 2003. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given
that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
BYU Independent Study Enrollment
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
1996 1997 1998 1999 2000 2001 2002
University High School
Blackboard Course Adoption
50
450
600
920
716
14091350
-190
10
210
410
610
810
1010
1210
1410
Winter '00 Fall '00 Winter '01 Fall '01 Winter '02 Fall '02 Winter '03
Co
urs
es
Blackboard Penetration, Satisfaction
81% percent of our students have at least one Blackboard course78% of the students prefer their professors use Blackboard
Winter 2002 Blackboard survey, n = 1700
Blackboard Feature Use Winter Semester, 2002Announcements 78.3%
Course Documents 76.0%
Course Information 61.7%
Assignments 49.6%
Staff Information 45.5%
External Links 30.3%
Quizzes Online 24.0%
Discussion Board 19.3%
Groups 2.3%
Virtual Classroom 0.6%
Monthly Blackboard Hits, 2002
Blackboard Hits, 2002
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
Janu
ary
Febru
ary
Mar
chApr
ilM
ayJu
ne July
Augus
t
Septe
mbe
r
Octobe
r
Novem
ber
Decem
ber
Month
Num
ber
of H
its
BYU Learning Service Organizations, 1998
Multiple support organizations Instructional Technology Center, Independent Study, Library, Testing Center, Faculty Center
Limited coordinationCompetition, duplication of servicesDifferent funding and pricing modelsConfusion on the part of faculty and students about where and how to access resources
Web and Media Production Support, 1999
Independent Study
High School Courses
University Courses
Off Campus On Campus
University and High School
Course Production
Instructional Technology Center
Instructional Technology Center
Center for Instructional Design
Creation of the Center for Instructional Design, 1999
Independent Study
High School Courses
University Courses
Off Campus On Campus
Large Course Redesign
Learning Objects
University Courses
Instructional Media Center
Our E-learning Environment in 1999
Growing strength in an independent-learning distance education modelA new high-end design and production capability on campusStrong administrative support for large course redesign experimentsIncreasing need for faculty servicesNo “macro” coordinating structure, strategy
Teaching and Learning Support Services
Formed October, 2000Led by new administrative position
Assistant to the Academic Vice President - Teaching and Learning Support
Organizations asked to develop shared strategies and integrated servicesA “virtual” organization
No office, phone numberNot an entity on the BYU org chartParticipants retained budget and reporting lines
President
AVPCIO
CIO Office AVP Council
BusinessSupport
Product / Project Man.
Operations, Engineering
CID LibraryFacultyCenter
Testing Center
IndependentStudy
Asst. to theAVP
AAVPUndergrad.
AAVPFaculty
AAVPResearch
Teaching and Learning Product Portfolio Manager
IMC
Teaching and Learning Support Services Coordinating Council
Teaching and Learning Support Services
Need For A Distributed Learning Strategy
While there were some immediate gains, it was clear we could not collaborate long-term without shared visionInitiated distributed learning strategy project, Fall 2001
Partnered with Collegis Eduprise
Distributed Learning Strategies1. Develop and support faculty2. Develop and refine our distributed
learning models3. Encourage and empower departments
to take strategic advantage of distributed learning
4. Unify our tools5. Effectively manage resources
Processes
Now needed ways to actualize our collaborationProcesses have given us methodologies and terminologies that have helped us bridge organizational and technological barriers
Typical Characteristics of Localized Technology Planning
Engineering group dedicated to one functional areaEngineers provide product, project, and priority managementPriorities determined by one functional leaderMinimal administrative overheadUnderstaffed, “Jack of all trades master of none” or highly specializedBudget insufficient to support enterprise class softwareHighly customized solutions (not standards based)Technology solution diversity
EngineeringTeam
FunctionalArea
FunctionalArea
FunctionalArea
FunctionalArea
EngineeringTeam
EngineeringTeam
EngineeringTeam
Local Teams Model
Characteristics of enterprise technology planning
Engineering group supporting multiple functional areasPriority, product and project management separated from engineering Enterprise priorities determined by a depoliticized processIncreased administrative overheadLarger pool of talent, jack of all trades master of none and highly specialized Increased budgetary leverage by combining resourcesEnterprise-wide visibility and standardsIncreased cohesiveness from student perspective
FunctionalArea
Vendor/Partner
FunctionalArea
FunctionalArea
STRATEGY
PROCESS
Internal Engineering
Team
ProjectManagement
Product Management
EngineeringTeam
EngineeringTeam Vendor
EngineeringTeam
Emerging Model
BYU TV
Web Enhanced Course
PDA
CD-ROM/DVD
Online Web Course
Paper
Develop and
Manage
Author Deliver
Virtual Classroom
Streaming Media
DAM LCMS CMS
BYU Teaching & Learning Technology Roadmap
Implementing the Strategy at the Organization Level: Center for Instructional Design (CID)
From Production Shop to Service UnitDeveloping Courses & Objects Developing FacultyWe build it We help you build it / You build itBegging for courses Forming partnerships
Supporting Distributed Learning Process Overhaul & Prioritization FrameworkDifficult, Jarring Transition
Implementation at the Enterprise Level
Shared Strategy a PreconditionResource Sharing to Pursue StrategyCommunication, Collaboration & Evaluation We cannot continue to work independently
Manifestations of Organizational Collaboration
Library Resources in IS CoursesDigital Library and CIMA Committee Testing Center Processing Student EvaluationsIMC/CID/Library Booth at University ConferenceCID/Faculty Center Faculty Fellowship
Collaborating to Support Teaching and Learning: Creating Conditions for Rain
Collaborative Support CultureA Shared Touchstone for Service UnitsCross-Organizational Openness & Visibility Shared Responsibility for Faculty Development
New Relationship with Colleges & Departments
Partnerships (not work-for-hire)Providing Empowering, Flexible Teaching & Learning Tools
Solid, Reliable, Scalable Infrastructure
TLSS Organizations 2+ Years Later
Independent
Organizational orientation
Invisible or untouchable resources
Moving in separate directions
Collaborative
Interdependent
University mission orientation
Visible and shared resources
Moving together strategically
Competitive
What Is Enterprise?
Enterprise as “mainframe” versus enterprise as distributed computing
Micro enterprise might be another way of looking at enterprise
Focus might be on using strategies and processes shared at the enterprise level to create a “peer-to-peer” network
Making It RainRequires
Shared strategies
Facilitated, cross-organizational collaborative structures
Shared processes and methods that create common language and framework and enable work
Reinventing services and support roles
Enterprise infrastructure that supports the strategy
Includes• Shared resources
Tipping Point
“The virtue of an epidemic, after all, is that just a little input is enough to get it started, and it can spread very, very quickly. That makes it something of obvious and enormous interest to everyone from educators trying to reach students, to businesses trying to spread the word about their product, or for that matter to anyone who's trying to create a change with limited resources.”
Malcolm Gladwell, author, The Tipping Pointhttp://www.gladwell.com/books2.html
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