Legacy of past projects tabetha newman upload

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  • I quickly realised that there was no valid way to quantify or ‘measure’ the relative success of projects. So I started to think instead about what success means within an organisation. Simply put, you would hope that following a small grant initative the following would happen…In other words we are looking for positive change to embed, to catalyse more positive change, and to be disseminated.
  • Legacy of past projects tabetha newman upload

    1. 1. The legacy ofpast projects: reaping the harvest Dr Tabetha Newman tn@timmuslimited.co.uk Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    2. 2. Today’s talk1. The rise of small investment schemes2. What does „success‟ look like?3. Successful projects have…4. They catalyse further change when…5. Why do things go wrong?6. Including people in your action plan Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    3. 3. 1. Small investment schemes Small funding initiative schemes now „the norm‟ Leadership in Technology (LiT) good example Grants of up to £6,000 55 completed projects, 20 currently underway Huge variation in technology solutions, sectors, contexts… Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    4. 4. My job…Value? Impact? What does ‘success’ look like?What factors correlate with success? Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    5. 5. 2. What does ‘success’ look like? Comparative measurement was out! £ Something changes for the better Embed Catalyse Disseminate Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    6. 6. Evidence of ‘success’ in LiT projects: Data (n=20) Embed positive change 90% said still in use in some form after 1 or 2 years Catalyse more positive 80% said yes change Disseminate experience to 78% from year 1; 30% in others year 2 Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    7. 7. Evidence of ‘success’ in LiT projects: Data (n=20) Embed positive change 90% said still in use in some Many LiT projects were „successful‟,years form after 1 and 2 but why? What factors enable embedding, Catalyse more positive 80% said yes changecatalysing change and dissemination to others? Disseminate experience to 78% from year 1; 30% in others year 2 Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    8. 8. 3. Successful projects have: Realistic, easy to explain goal Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    9. 9. 3. Successful projects have: Realistic, easy to explain goal Committed project leader (bid writer) Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    10. 10. 3. Successful projects have: Realistic, easy to explain goal Committed project leader (bid writer) Project includes people who will be affected Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    11. 11. 3. Successful projects have: Realistic, easy to explain goal Committed project leader (bid writer) Project includes people who will be affected Output: User friendly technology Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    12. 12. 3. Successful projects have: Realistic, easy to explain goal Committed project leader (bid writer) Re-structuringincludes people Project who will be affected Output: User friendly technology Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    13. 13. 4. Projects catalyse internal change when… Time to reflect Internal (other organisational recognition („have a systems?) go!‟) Catalysing change Fits into wider Leaves a ‘thing’ (show to others!) strategy (develops over time) Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    14. 14. 5. When things go wrong… Leader not on bid and  No testing of solution project team before roll-out Project leader is  No honest discussion of renegade/over- internal cultural barriers worked/loner/won‟t adapt  Target is low on Project team doesn‟t organisational/SMT include key „gatekeepers‟ agenda Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    15. 15. 6. Including people in your action plan “I wish we had involved more of the delivery team in the development of the project” ” “We involved all the staff who ✗ would be affected by the change, and listened to their views and opinions” ✔ Socio-emotional issues inside organisation are often one of the largest barriers to change Acknowledge this, and include people in your action plan Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    16. 16. ACTION PLAN Who will be affected by project and outcomes? Include on team? What? Who needs to know before we start? How and when do we tell wider staff? How? Regular communication to keep organisation on board Who? What training might be required during/after the project? Likely blocking / driving cultural factors. Plan response. Plans for project end: communicating success in-house, looking for more opportunities, wider dissemination Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013
    17. 17. ProVQ (work-based learning) Walsall FE College (vocational)Technology: Offline excel-based e- Technology: iTunesU short videos forportfolio (apprentices often working in maths, english and induction. Soon forlocations with unreliable internet other subjects.connection)Embedded? Used daily by all trainers to Embedded? Early use and feedbacktrack all apprentices. positive. Side-tracked by…Catalyst? Six other successful funding Catalyst? … discovery of AR codes.projects since, cultural acceptance of Engaging student use of iPhones forsupportive ICT learning using AR code postcards.Dissemination? Workbook with macros Dissemination? Won Beacon forhanded out at conference. Technology award. Visited by five colleges Dr Tabetha Newnan, www.timmuslimited.co.uk © 2013

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