determinants for success of educational innovation projects a study of “surf education” projects...
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Determinants for Success of
Educational Innovation Projects
A Study of “SURF Education” Projects in the Netherlands
The road to sustainable
educational innovation
The road to sustainable
educational innovation
Catch a wave,
you’ll be sittin’ on top of the world
Problem
High investment - Low return
Wish
Anticipate / predict success and failure at funding
Goals
Why are successful projects successful?
How to optimize success and minimize failure?
Go little Honda
Review literature – identify success / failure factors
Analyze project documentation – find new factors / validate literature review
Expert interview and concept mapping – identify new factors/ evaluate / weigh
Change
1st gear: Review literature
Success and failure factors in phases: Initiation Implementation Institutionalization
Initiation phaseImplementation
phaseInstitutionalistion
phase
develop
implement
scale
maintain
disseminate disseminate
evaluate
design
disseminate
planassess present
situation
plan
disseminate disseminate
evaluate consequences
disseminate
disseminate
1st gear: Review literature
Success and failure factors in phases: Initiation Implementation Institutionalization
Tools for phases: Proposal Check Health Check Sustainability Check
Eye openers
Change levels: One step at a time
Structure
Structure
Structure
Social system
Social system
People
People
Structure
Structure
People
People
People
Structure
Technical system
Technical system
People
Third-order change
Second-order change
First-order change
Social system Technical system
Eye openers
Change levels: One step at a time
Critical mass: Small is beautiful
Eye openers
Change levels: One step at a time
Critical mass: Small is beautiful
Know your enemies and make them allies
Eye openers
Change levels: One step at a time
Critical mass: Small is beautiful
Know your enemies and make them allies
Organizational management ≠ Project management
Organizational managers ≠ Innovation managers
Eye openers
Change levels: One step at a time
Critical mass: Small is beautiful
Know your enemies and make them allies
Organizational management ≠ Project management
Organizational managers ≠ Innovation managers
Assuring success ≠ Avoiding failure
FAILURE MODEL
Information politics: abuse of power and information system
High investments, low output: no balance
between the investments and output
Culture gap: gap between ICT and the
rest of the organisation
Overcommitment: danger of
overcommitment for failing projects
All-in-one-solutions: instead of using a plan
with multiple steps leading to the solution.
Lack of responsibility: uncertainty of
responsibility of persons
2nd gear: Analyze project documents
Eight projects in-depth Project selection
Categorization: Tool Labeling: good, intermediate, poor Selection: four best / four worst
Project Classification Tool
Project Classification Tool
2nd gear: Analyze project documents
Eight projects in-depth Project selection
Categorization: Tool Labeling: good, intermediate, poor Selection: four best / four worst
Document analysis Project proposal / project plan Midterm review(s) End review
3rd gear: Consult experts
In-depth interviews, N = 8 Project chairs / critical partners Case studies of success and failure
Expert concept mapping and rating, N = 8 Business, government, science, education Generation of ideas Ranking
Expert Concept Mapping Method for Defining the Characteristics of Adaptive E-Learning: ALFANET Project Case
Slavi StoyanovPaul Kirschner
Volume 52, Number 2, 2004
http://www.aect.org/pdf/etr&d/5202/5202-03.pdf
Faster, it’s all right: To the future
Tools Checklists for proposal, process, sustainability
Nr Initiation phase Specification
1 The problem is clearly defined
-The problem has been stated simply, realistically and to-the-point-It is evident who experiences the problem
2 The project goal is clearly defined
-The desired end result of the project has been stated in the goal-The goal statement is smart (specific, measurable, assignable, realistic, time-related)
3 The project objectives are clearly defined
-Specific quality criteria for the deliverables is included-all objectives are complete and necessary to achieve the stated goal-All objectives are stated simply, realistically and to-the-point-All objectives have a definable and measurable end result-All objectives are smart (specific, measurable, assignable, realistic, time-related)
4 The project’s scope is realistic
-Minimised/realistic scope: Time and resources (people/money) are crucial factors for many projects, and since scope affects time or project duration and resources required, minimising scope increases a project’s chances of success-Realistic change: The greater the number of changes intended, the more factors there are which influence the chances of success and therefore there is an increase in the risks of the project.
Faster, it’s all right: To the future
Tools Checklists for proposal, process, sustainability
Procedures Plan: Including implementation Presentation: Add a defense Segmentation: Mid-term go / no go
Faster, it’s all right: To the future
Tools Checklists for proposal, process, sustainability
Procedures Plan: Including implementation Presentation: Add a defense Segmentation: Mid-term go / no go
Training Tendering, Management, Conferences
Innovation: An organic view
All systems strive towards stability
Innovation: An organic view
All systems strive towards stability An organism is a system made up of subsystems
Innovation: An organic view
All systems strive towards stability An organism is a system made up of subsystems Stability is not static, but dynamic and adaptive
Innovation: An organic view
All systems strive towards stability An organism is a system made up of subsystems Stability is not static, but dynamic and adaptive An educational system must be dynamic
Innovation: An organic view
All systems strive towards stability An organism is a system made up of subsystems Stability is not static, but dynamic and adaptive An educational system must be dynamic An organism that cannot adapt will die out
Innovation: An organic view
All systems strive towards stability An organism is a system made up of subsystems Stability is not static, but dynamic and adaptive An educational system must be dynamic An organism that cannot adapt will die out What does this mean for innovation?
One team’s opinionVision at the
top
Where in 10 years?
Backcast to today
Plan the innovation
Thought experiment
Commitment at the top
Begin
Questions / remarks ?
Prof. dr. Paul KirschnerEducational Technology Expertise Center,Open University of the Netherlands
More informationOUNL: www.ou.nl SURF: www.surf.nl
www.surf.nl
www.ou.nl
Thank you for your attention
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