This presentation was given at a JISC Organisation & User Technologies wider team meeting. It gives the current thinking and perspective of Andrew Stewart with regards to evidencing change and the impact of JISC funded projects. These ideas have not been agreed across JISC but are being trialled on the JISC Transformations Programme and a sub set of the JISC BCE Programme.
Presentation used to demo the use of a flip cam and highlight how easy it can be to develop video content.
All my Flickr references appear towards the end of the presentation. Thanks to those using CC!
Esta presentación fue realizada para la materia Knowledge Management en el año 2008, en el cual mi profesor me solicitó que presente (y convenza!) a los alumnos sobre los beneficios de Twitter.
Mi twitter: @ddiament
Call WorX Academy - Klantenservice trainingenaoppelaar
Praktijkgerichte klantenservice trainingen. Niet zomaar een theoretische cursus, maar workshops gegeven door ervaren klantcontact professionals. Wij leren uw medewerkers hoe goede service verleend wordt.
A presentation I gave on how JISC infoNet are planning to create an infoKit that covers the breadth of work coming out of the JISC funded Flexible Service Delivery Programme.
http://bit.ly/jisc-fsd
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Presentazione nell'ambito del workshop: OPEN DATA E CLOUD COMPUTING: OPPORTUNITÀ DI BUSINESS. Una vista internazionale - 15 Settembre 2014 Pad. 152 della Regione Puglia - 78 Fiera del Levante Bari
Presentation used to demo the use of a flip cam and highlight how easy it can be to develop video content.
All my Flickr references appear towards the end of the presentation. Thanks to those using CC!
Esta presentación fue realizada para la materia Knowledge Management en el año 2008, en el cual mi profesor me solicitó que presente (y convenza!) a los alumnos sobre los beneficios de Twitter.
Mi twitter: @ddiament
Call WorX Academy - Klantenservice trainingenaoppelaar
Praktijkgerichte klantenservice trainingen. Niet zomaar een theoretische cursus, maar workshops gegeven door ervaren klantcontact professionals. Wij leren uw medewerkers hoe goede service verleend wordt.
A presentation I gave on how JISC infoNet are planning to create an infoKit that covers the breadth of work coming out of the JISC funded Flexible Service Delivery Programme.
http://bit.ly/jisc-fsd
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Presentazione nell'ambito del workshop: OPEN DATA E CLOUD COMPUTING: OPPORTUNITÀ DI BUSINESS. Una vista internazionale - 15 Settembre 2014 Pad. 152 della Regione Puglia - 78 Fiera del Levante Bari
How do you build an innovation culture in your team? – An 8-Step GuidePinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing organises monthly series of Product Professionals networking event .Our theme for this event was about How do you build an innovation culture in your team? – An 8-Step Guide that every Product Professionals should know.
Speaker for this event was Prof. Rishikesha T Krishnan IIMB .
A presentation delivered to the Open Innovation and Access to Resources programme of work funded by JISC BCE. The aim of the presentation was to ensure projects evidenced the benefits, impact, and change derived from their projects.
...tried and tested recipes from the JISC infoNet team.
This presentation provides an overview of some of the processes our team have put in place to help them work together more effectively.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent.
How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable.
This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next.
Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
Edward Andersson, Deputy Director of Involve, reflects on where engagement is heading in a time of Localism and Austerity, looks at creative methods of engagement and gives advice on when and how they should be used.
A recording of the presentation can be found here: http://www.youtube.com/watch?v=v2Ej3NbCjes
632020 Sources, Rules, and Creation of an Innovation Guide S.docxssuser774ad41
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxpriestmanmable
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
In to care is a Dutch programm of the ministry of Healthcare and Vilans the knowledge institute for longterm care. Hundreds of organizations for long term care participate in the program with goals on improving their performance, workers satisfaction and cliënt satisfaction.
This is work in progress, but is minimally presentable. Dino Karabeg, David Price, and Sam Hahn are updating this daily, and intend to release this (as updates) perhaps every couple weeks. Find out more at communityofimpact.info.
Titled "Bootstrapping Our Collective Intelligence" - Doug Engelbart's ACM Turing Award Lecture presented at the 1998 ACM Conference on Computer-Supported Cooperative Work, in Seattle, WA, November 16, 1998. Visit the Engelbart Academy for video and more http://dougengelbart.org/Academy
Presentation given by Wilbert Kraan at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic overview of ArchiMate.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic introduction to Enterprise Architecture.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
More Related Content
Similar to Evidencing Change—JISC OUT Team Meeting
How do you build an innovation culture in your team? – An 8-Step GuidePinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing organises monthly series of Product Professionals networking event .Our theme for this event was about How do you build an innovation culture in your team? – An 8-Step Guide that every Product Professionals should know.
Speaker for this event was Prof. Rishikesha T Krishnan IIMB .
A presentation delivered to the Open Innovation and Access to Resources programme of work funded by JISC BCE. The aim of the presentation was to ensure projects evidenced the benefits, impact, and change derived from their projects.
...tried and tested recipes from the JISC infoNet team.
This presentation provides an overview of some of the processes our team have put in place to help them work together more effectively.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent.
How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable.
This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next.
Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
Edward Andersson, Deputy Director of Involve, reflects on where engagement is heading in a time of Localism and Austerity, looks at creative methods of engagement and gives advice on when and how they should be used.
A recording of the presentation can be found here: http://www.youtube.com/watch?v=v2Ej3NbCjes
632020 Sources, Rules, and Creation of an Innovation Guide S.docxssuser774ad41
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxpriestmanmable
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
In to care is a Dutch programm of the ministry of Healthcare and Vilans the knowledge institute for longterm care. Hundreds of organizations for long term care participate in the program with goals on improving their performance, workers satisfaction and cliënt satisfaction.
This is work in progress, but is minimally presentable. Dino Karabeg, David Price, and Sam Hahn are updating this daily, and intend to release this (as updates) perhaps every couple weeks. Find out more at communityofimpact.info.
Titled "Bootstrapping Our Collective Intelligence" - Doug Engelbart's ACM Turing Award Lecture presented at the 1998 ACM Conference on Computer-Supported Cooperative Work, in Seattle, WA, November 16, 1998. Visit the Engelbart Academy for video and more http://dougengelbart.org/Academy
Similar to Evidencing Change—JISC OUT Team Meeting (20)
Presentation given by Wilbert Kraan at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic overview of ArchiMate.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic introduction to Enterprise Architecture.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Wilbert Kraan provides a brief intorduction to EA Modelling.
Presented at the first JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Lucy Nelson provides an overview of her experience, of adopting Enterprise Architect at UCLan.
Presented at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Nikki Rogers provides an overview of her experience, one year on, of being an Enterprise Architect at Bristol University.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Ian Anderson (Coventry University) provided an overview of Coventry's experiences so far with enterprise architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
David Rose provided an ovevriew of Governance with regards to Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
David Rose provided an overview of how best to engage colleagues in applying Enterprise Architecture across an organisation.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Wilbert Kraan introduces Archimate and Enterprise Architecture modelling.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Myles Danson introduced the Emerging Practices Enterprise Architecture (EA) workshop before David Rose provided a refresher session on EA.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Ethnobotany and Ethnopharmacology:
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
9. 1 Current State
Struggling to think of benefits? Try a matrix exercise to
brainstorm benefits! For example the 3Es (or 6Es):
Enterprise Education External
Efficiency
Effectiveness
Enablement
Check out some examples
here: http://bit.ly/example-
benefits
10. 2 Evidence
This is where
you focus on
the actual
change!
11. 3 Impact
Use the
information
you’ve
collected to tell
us your
storyies!
http://bit.ly/jisc-digital-storytelling
13. • Transformations Programme
• BCE Access to Resources and
Open Innovation
• Emerging Practices
• Guidance
• Digital Storytelling Workshops
Editor's Notes
Hi everyone, I’m going to give a relatively quick update on some of the work I’ve been doing with regards to evidencing change and the impact of JISC funded projects before running a short exercise to help gather everybody’s input and feedback on what I’ve got to say.
So in terms of an agenda I thought the following would suffice. I’d talk for approximately 20 minutes based upon my experience in this area so far and highlight my suggested approach for gathering evidence of change and impact from JISC funded projects.We’ll then break into groups at which point you’ll have the chance to discuss my thoughts, focusing on: any negatives, positives, and what might need to change for this to work in your context.Finally, I’d like each group to feed their thoughts back to the wider group before we openly discuss everything. I’ll explain more about the group discussion when we get to it.If at any point anyone has a question they’d like to ask or any comments please feel free contribute. If I know I’m going to answer the question later in my talk we’ll park it. If not I’ll try to provide an answer there and then.
So, a brief warning. I need to highlight the fact that I’m not an expert in evaluation, or measuring impact and benefits. I have worked with a lot of JISC projects over the past couple of years and am beginning to build up a good picture of how JISC’s processes work in reality.And although it seems like I might be proposing a new way of doing something here; in my mind, none of this is new. It’s just moved higher up on our list of priorities and we’re beginning to give it the attention that it so badly needs.
Over the past couple of years I’ve found myself being pulled in a number of different directions by different parts of JISC that are all attempting to do pretty much the same thing. The problem I’ve faced is that everyone has a slightly different way of thinking, and interpretation on how it should be done. In a nutshell, we’re trying to improve the sector by taking risks on it’s behalf and sharing knowledge around that whether it’s to innovate, learn from our mistakes our prevent people reinventing the wheel; to ensure the future of JISC we need to demonstrate what impact we’re having in a compelling and well evidenced way. Sounds simple but in reality it’s extremely difficult, for a number of reasons.
More often than not, especially in my experience, we’re funding projects that are being managed by ‘accidental project managers’. And, for me that’s fantastic, because they will know their area of focus inside out. The problem is that they tend to lack the necessary administrative skills for capturing relevant and essential information about the journey of their project. You could argue that its more a question of focus than skill but lets not get into that; and I’m not just talking about budgets, risk, issues—I’m talking about a project log, or project diary if you’d like, that tells a real story of change and links to evidence of that change. We usually get the stuff they think we want to hear rather than what we really want to hear.Communication is an issue on two different levels. The first being the way that we communicate what we want from projects. We need to be absolutely clear on what’s expected of our projects and they need to know this when a call goes out. I think we’ve improved this recently but at times I still don’t think the process is very clear. Some projects require a bit of hand holding and we don’t yet provide that level of detail. We just expect they can handle it, they’re educated people – they should be able to interpret what we want from them from a 40 page funding call. The truth is they can’t, it is difficult, and we need to change that and stop burying our head in the sand.The second communication issue is around dissemination. I think JISC has produced some fantastic outputs but for some reason or other, they’re often put on a shelf and forgotten about. That needs to change and it also needs to be planned more effectively as a part of each programme. We also need better information about what works and what doesn’t work in terms of dissemination but perhaps that’s a topic we can take up in the next session.
Some of you might recognise this. I think it’s quite a useful diagram of Innovation at work. You can see the whole process in action from requirements gathering all the way through to ‘solutions, advice and guidance’.
What I’m talking about today relates more directly with these two circles, creating, updating, and testing stages of the cycle. The next two circles, I think relate more directly to the work of Comms and Marketing and Services. JISC Advance are certainly looking at how they can address the issue of impact and benefits at this level and I believe this afternoons session might touch upon it too.Both areas require some form of requirements gathering as that gives us a baseline picture. We started here. If we changed X we could achieve Y. Using that baseline information and idea of what we set out to do we can begin to tell a story of change and highlight what impacts have been achieved along the way. So, rather than talk around the subject lets explore the approach I’m proposing for evidencing change and impact at a project level.[Provide everybody with the hand outs]I’d really appreciate it if everyone could treat this as draft as it’s very much still under development. I did watermark it but for some reason it didn’t print and I didn’t want to waste the paper.
It focuses on three steps. Looking at and documenting the current state more accurately. Evidencing any change and then the telling of a projects’ impact story/or stories.The first section of the hand out focuses on why we should be doing this which feeds from some of Simon’s work on the OUT Team’s evaluation framework and also some background research on what project’s themselves might get out of this. The second page highlights the main template to be used by projects in this process. You’ll probably be surprised to find that this is extremely simple stuff, albeit usually quite difficult to answer. It has to be simple because projects are under huge amounts of pressure to deliver at a number of levels, whilst having to deal with the day job too. You might argue they should prioritise their workload more appropriately but at the end of the day, they care about their work and they want to help improve it so we should be helping them. That’s why we’re here, that’s why we spend so much on programme support activities.So, step one of this approach focuses on capturing information about the current state of an organisation before and during the early stages of a project. If you look at the template you can see there are lots of questions in there to help a project really think through what it is they’re trying to achieve. A lot of this will be in their project plan, however if you’ve read through any number of bids you’ll find the majority of projects aren’t actually very good at doing this. They’re usually unclear and provide no real evidence of the problem space they’re trying to improve.I should say at this point that we had some great feedback from a group of critical friends that we’re working with at the moment. They mentioned that they get the best out of projects when interviewing them, or questioning what it is they’re doing so the template has been developed in that way. It’s a line of question that attempts to glean appropriate information from them in order to evidence change and its impact.
If at this stage a project is still struggling to think through it’s expected benefits we’ve used a matrix exercise to help them brainstorm ideas. [Go to example benefits]We ran this with a group of projects from the Transformations and Course Data programmes looking to apply Enterprise Architecture, and they came up with the following in 5 minutes. You might argue whether or not some of these things are really impacts or benefits but it’s pretty impressive to list all of these things in just five minutes.And although I haven’t added any other tools into this document yet I think there are a whole host available that we could pull together for this.
The second stage of the process focuses on what actual change was achieved. Where possible it highlights where JISC inputs have been used and begins to get projects thinking about their narrative and story. If they’ve really thought about the first section and identified useful indicators they should find this pretty straight forward.
And then the third step is about creating a digital story. Projects might like to aggregate the narrative surrounding each row and develop an overarching story of their project, or they might like to develop multiple stories based upon their entries within the template. Either way, it’s up to them depending on how comfortable they feel with the process and how much time they can apply to this.As a minimum we’d expect at least an overarching story which can be added to their case study. At this point it’s probably worth saying that this all seems like a lot to be asking for, but we already do when asking projects for case studies. At the moment every project is expected to fill in a case study template in a support wiki that we’ve set up for them.[Go To Project Support Wiki]Within that case study template there is a section on benefits. I’d expect the Evidencing Change table to be added here along with a projects story. Then it can also be used as a standalone product as well.
I’m currently employed by JISC infoNet and we are responsible for helping to promote the effective strategic planning, implementation and management of information and learning technology. We do this through online guides which we’ve branded infoKits. Each infoKit is developed through background research but also by taking the findings from JISC Programmes i.e. real examples from within the sector. So, outputs from the FSD programme contributed to a number of infoKits—Enterprise Architecture; Cloud Computing; Shared Services; and so on. A major issue we had was that projects didn’t give us any real evidence and therefore it was very difficult to write anything about them. We need concrete findings, things we’re happy to promote. We need things we can shout about and this process will help them to do that.
In terms of next steps, we’re beginning to apply this to both the Transformations Programme and the BCE A2ROI projects. The Transformations Critical Friends are extremely happy with this proposal as is the lead evaluator who are all in place to help get the best out of our projects.Another JISC area I’m involved with is Emerging Practices, so trying to quickly meet the needs of JISC funded projects as and when its required. Our current focus is around Enterprise Architecture but also the application of Measurement Tools and Communication. The benefits and impact guidance we’ve been working on will be developed as a part of the measurement tools work and a Digital Storytelling workshop will be offered as part of the communications strand.