Current IT-related curricula, higher education, Agile, and DevOps. Launch of report, "Renewing the IT Curriculum: Responding to Agile, DevOps, and Digital Transformation"
Presentation given at the 12/1/2016 Business Architecture Summit, on the business architecture of digital management. Based on a scaling/emergence model that proposes different concerns arise at different organizational scales: individual, team, team of teams, and enterprise.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Defining the Operating Model for the Digital EnterpriseLee Bryant
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...
Next Generation IT Operating Models and IT4ITSukumar Daniel
In a world driven by Disruption, IT Departments are seeking ways to systematically transform their ways of working to transform from an Automobile mechanic Shop Operating Model to a Customisation Studio.
This requires the adoption of next generation Service Oriented IT Operating Model, this paper examines how IT4IT is an important part of the Transformation Tool Kit that can be used by organisations to make the changes required to face the future with confidence.
Presentation given at the 12/1/2016 Business Architecture Summit, on the business architecture of digital management. Based on a scaling/emergence model that proposes different concerns arise at different organizational scales: individual, team, team of teams, and enterprise.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Defining the Operating Model for the Digital EnterpriseLee Bryant
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...
Next Generation IT Operating Models and IT4ITSukumar Daniel
In a world driven by Disruption, IT Departments are seeking ways to systematically transform their ways of working to transform from an Automobile mechanic Shop Operating Model to a Customisation Studio.
This requires the adoption of next generation Service Oriented IT Operating Model, this paper examines how IT4IT is an important part of the Transformation Tool Kit that can be used by organisations to make the changes required to face the future with confidence.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Social is pervasive in the retailing industry and on the trajectory to becoming strategic in most sectors. This is a great opportunity for IT to pursue a multi-channel model that integrates the best of the old and the new of processes and technology.
This presentation was given in March 2014 as a Series of workshops in conjunction with the HDAA in Australian east coast cities.
The information management arena is one that is much more process and value driven than it has ever been. Where information needs to be automated, integrated, valued, available, usable, useful and valuable to an organisation. But as we now live in a world of increasing complexity, volume and variety of information, do we have the right skills, competency and capability to execute on our digital strategy?
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
In this session, Tony provided you with an introduction to
IT4IT and looked at coverage of how the standard has evolved since its launch in October 2015.
Contemporary research challenges and applications of service oriented archite...Dr. Shahanawaj Ahamad
Service Oriented Architecture (SOA) is distributed architectural framework that provides service-based
solutions for improving the effectiveness of enterprise’s IT infrastructure. In this framework, technical and
business processes are implemented as services. A service is an independent software application that has been
designed to perform a specific function with emphasis on loose coupling between interacting services and their
components. SOA permits developers to utilize many of the resources from existing services to form the
distributed applications. This study has investigated to highlight the emerging issues of SOA such as service
structures advancement, requirements of evolution for current age applications like mobile-cloud, medical and
mechanism for interoperable operations. The paper also uncovers the practical application domains of SOA. It
has identified research attentions in these domains with detection of issues to carry further research to
overcome constraints in current scenarios.
Certificate Course in Practical IT Service Management Systems and Continual S...Sukumar Daniel
The course is designed for individuals and corporate organisations who are looking to acquire an understanding of the practical applications of IT Service Management Systems.
Students learn the basics of how Service Oriented Architecture can be used to create IT SMS frameworks. Using Innovative lateral learning techniques it is a one of a kind program that focuses not only on learning the foundation knowledge of the ITIL library, but extends beyond the traditional training program to help the students to apply the knowledge that they have acquired through live projects.
The program is tailor made for a batch of students and has immense value for Enterprises that Use IT and for the Service Providers who provide IT services to enterprises.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture
Take a look at a real-life example of building a Technology Architecture strategy
Understand the relationship between Business Strategy and Technology Strategy
Begin mapping your own Technology Strategy against the Business Strategy for your firm
In November, IT4IT(TM) 2.0 was released to the IT industry. In this webinar, Michael Fulton, President, CC&C Americas and member of Open Group IT4IT Forum Steering Committee, will share his perspective on IT4IT and what it means to the IT industry and how you as an individual can take advantage of it within your career
This was a fast pitch deck to IT faculty (mostly MNSCU) and industry attendees at the New Directions in IT Education conference (http://advanceitmn.org/newdirections/). The message was that Agile methods are here to stay, there is solid theory behind them, and if we want to keep Minnesota relevant we need new approaches to IT curriculum. An "Agile Study Group" has been established, starting as a monthly book club to review Agile's theoretical foundations relevant to pedagogy.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Social is pervasive in the retailing industry and on the trajectory to becoming strategic in most sectors. This is a great opportunity for IT to pursue a multi-channel model that integrates the best of the old and the new of processes and technology.
This presentation was given in March 2014 as a Series of workshops in conjunction with the HDAA in Australian east coast cities.
The information management arena is one that is much more process and value driven than it has ever been. Where information needs to be automated, integrated, valued, available, usable, useful and valuable to an organisation. But as we now live in a world of increasing complexity, volume and variety of information, do we have the right skills, competency and capability to execute on our digital strategy?
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
In this session, Tony provided you with an introduction to
IT4IT and looked at coverage of how the standard has evolved since its launch in October 2015.
Contemporary research challenges and applications of service oriented archite...Dr. Shahanawaj Ahamad
Service Oriented Architecture (SOA) is distributed architectural framework that provides service-based
solutions for improving the effectiveness of enterprise’s IT infrastructure. In this framework, technical and
business processes are implemented as services. A service is an independent software application that has been
designed to perform a specific function with emphasis on loose coupling between interacting services and their
components. SOA permits developers to utilize many of the resources from existing services to form the
distributed applications. This study has investigated to highlight the emerging issues of SOA such as service
structures advancement, requirements of evolution for current age applications like mobile-cloud, medical and
mechanism for interoperable operations. The paper also uncovers the practical application domains of SOA. It
has identified research attentions in these domains with detection of issues to carry further research to
overcome constraints in current scenarios.
Certificate Course in Practical IT Service Management Systems and Continual S...Sukumar Daniel
The course is designed for individuals and corporate organisations who are looking to acquire an understanding of the practical applications of IT Service Management Systems.
Students learn the basics of how Service Oriented Architecture can be used to create IT SMS frameworks. Using Innovative lateral learning techniques it is a one of a kind program that focuses not only on learning the foundation knowledge of the ITIL library, but extends beyond the traditional training program to help the students to apply the knowledge that they have acquired through live projects.
The program is tailor made for a batch of students and has immense value for Enterprises that Use IT and for the Service Providers who provide IT services to enterprises.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture
Take a look at a real-life example of building a Technology Architecture strategy
Understand the relationship between Business Strategy and Technology Strategy
Begin mapping your own Technology Strategy against the Business Strategy for your firm
In November, IT4IT(TM) 2.0 was released to the IT industry. In this webinar, Michael Fulton, President, CC&C Americas and member of Open Group IT4IT Forum Steering Committee, will share his perspective on IT4IT and what it means to the IT industry and how you as an individual can take advantage of it within your career
This was a fast pitch deck to IT faculty (mostly MNSCU) and industry attendees at the New Directions in IT Education conference (http://advanceitmn.org/newdirections/). The message was that Agile methods are here to stay, there is solid theory behind them, and if we want to keep Minnesota relevant we need new approaches to IT curriculum. An "Agile Study Group" has been established, starting as a monthly book club to review Agile's theoretical foundations relevant to pedagogy.
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
The three Rs: Roles Responsibilities RelationshipsRob England
IT is about people, and more specifically the 3 R’s – roles, responsibilities and relationships. Rob will highlight that this is the key to getting the people side of IT right; define and communicate clearly everybody's roles, responsibilities, and build and cement strong relationships both within IT and with internal and external business partners too. According to Rob, if we can agree who does what and to whom first, then the processes and tools will follow. Without that, IT initiatives are doomed to fail: all the shiny flowcharts and software in the world won't affect improvements until people are working together effectively. Rob will also discuss how to design service models to make sure everybody plays their part: operating models (or their subset support models), engagement models and RACI charts for each practice. He will also look at what we need and what tools are available to help you get there.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Chaque mois, nous cherchons à vous éclairer sur une nouvelle façon d’aborder certaines idées, informations ou théories. Ce mois ci, éclairage sur les évolutions adaptatives.
The Coming Intelligent Digital Assistant Era and Its Impact on Online PlatformsCognizant
The coming proliferation of intelligent digital assistants (IDAs), when IDAs will represent their human owners, is a key step in the emergence of an autonomous business environment. To accommodate such rapid changes, online platform providers must upgrade their capabilities and business models to better contend with factors such as AI, scalable infrastructure, anayltics, API-based development, and advances in product search and discovery.
Kitchen Cabinet Design Trends in VirginiaMaria Wilson
Kitchen cabinet is the basic fabric of every kitchen. An ideal cabinet design adds glamour and touch of class to any kitchen. If you want to bring warmth to your kitchen, start with the cabinets.
Subtitle: Red Seal trades can access $100 million in new Federal apprenticeship loans
Description: How the Canadian printing industry can capitalize on growing government support for apprenticeships
Keywords: Alice Wong, APIA, Apprentices, Apprenticeship and Industry Training, Apprenticeship Enhancement Fund, Apprenticeship Job Creation Tax Credit, apprenticeships, Association Quebecoise de L'industrie de l'imprime, Atlantic Printing Industries Association, AQII, BCPIA, British Columbia Printing & Imaging Association, Canada Apprentice Loans program, Canada Apprentice Loans program, Canadian Council of Directors of Apprenticeship, Canadian printing associations, Canadian Printing Industries Sector Council, Canadian printing industry, Canadian Printing Industries Association, CCDA, Centre administratitif de la qualification professionnelle, colleges of applied arts and technology, Christy Clark, CPIA, CPISC, Dan Albas, education funding, Employment and Social Development Canada, Employment Insurance benefits, German apprenticeships, government advocacy, government grants, IAPHC, Industry Training Authority, International Association of Printing House Craftsmen, James Moore, Jason Kenney, John Weston, journeymen, journeypersons Kathleen Wynne, Kerry-Lynne Findlay, Lisa Raitt, Manitoba Print Industry Association, Minister of Employment and Social Development, Minister of Industry, Ministry of Training Colleges and Universities, MPIA, MTCU, NAPA, NBPIA, New Brunswick Printing Industries Association, Nina Grewal, Nova Scotia Printing Industries Association, NSPIA, Ontario College of Trades, Ontario Printing & Imaging Association, OPIA, Pre-apprenticeship Training Program, PGIA, Printing and Graphics Industries Association of Alberta, Red Seal Program, Red Seal Secretariat, Red Seal trades, Saskatchewan Graphic Arts Industries Association, SGAIA, skilled labour, skilled labour shortage, Stephen Harper, tax credits, tax deductions, technical training, The Northern Alberta Printers Association, Tim Uppal, Victoria Gaitskell, workplace training, Yonah Kim-Martin
DOES16 San Francisco - Charles Betz - Influencing Higher Education to Create ...Gene Kim
Influencing Higher Education to Create the Future DevOps Workforce
Charles Betz, Coordinator, Minnesota State Digital Curricula Initiative
"Where will we find the talent?"
The feedback loops are slow for higher education, and institutions are only now beginning to respond to the opportunities of DevOps. How can we accelerate this process?
This fast-paced talk will cover both macro- and micro-scale efforts. Over the summer, 11 faculty from Minnesota teaching colleges worked with industry thought leaders to draft a report, “Digital Curricula: Toward next-generation IT education.” The report (including a survey on current digital workforce) compiled hundreds of learning objectives from leading digital and DevOps practices, for instructors and commercial trainers around the world to use in course development.
This report (free and sponsored by the Advance-IT Center of Excellence in the Minnesota State University System) is being distributed this October to hundreds of computing and IT faculty across the 6th-largest education system in the U.S. and will be presented here for the first time to an industry audience.
As a worked example at the course level, the University of St. Thomas offers a survey course on IT delivery, using a “flipped model” with recorded lectures and experiential labs. An open source, 8-node, software-defined virtual cluster based on open technologies is used to illustrate continuous delivery, infrastructure automation, and Agile concepts for the course’s 12 open source lab sessions, as well as collaborative topics such as product management, work management, and operations. Come hear discussion of the motivations, teaching philosophy, technical practices, and results of this pioneering course.
DevOps Enterprise Summit San Francisco 2016
Planning industry relevant engineering programs to meet the needs of industr...Thanikachalam Vedhathiri
The impact of Industry-4.0, and disruptive technologies demand industry ready graduates. This PPT gives a method planning industry specific engineering programs.
Presentation to faculty and staff of Shenandoah University of two years of research into the state of higher education in the United States and trends that will impact colleges and universities
CapTech Talks Webinar October 2023 Bill Butler.pptxCapitolTechU
Slides from a webinar presented Oct. 19, 2023 by Capitol Technology University and featuring Dr. William Butler, discussing cyber education challenges in 2024.
Technology is transforming the way we shop, communicate, eat, transact, consume media and pretty much every aspect of our lives. Education is another sector that's massively been impacted by tech, especially over the last 2 years.
We're excited about how edtech is transforming from Massive Open Online Courses (MOOCs) designed for passive online content consumption to high-intent Cohort Based Courses (CBCs) with tangible and oftentimes monetary outcomes.
CBCs are time-bound, highly interactive community based courses addressing skill-based topics across various verticals with clear-cut incentives, leading to near-perfect completion rates. These courses can range from software engineering up-skilling to learning how to bake a lemon meringue pie. Read our research on the cohort based learning space and where we see the future.
Overview of Effective Learning Analytics Using data and analytics to support ...Bart Rienties
Begona Nunez-Herran and Kevin Mayles (Data and Student Analytics), Rebecca Ward (Data Strategy and Governance)
-Move towards centralised LA data infrastructure
-Data governance and lessons learned
Prof Bart Rienties & PhD students (Institute of Educational Technology)
-What is the latest “blue sky” learning analytics research from the OU?
-Rogers Kalissa: Social Learning Analytics to support teaching (University of Oslo)
-Saman Rizvi: Cultural impact of MOOC learning (IET)
-Shi Min Chua: Why does no one reply to my posts (IET/WELS)
-Maina Korir: Ethics and LA (IET)
-Anna Gillespie: Predictive Learning Analytics and role of tutors (EdD)
Prof John Domingue (Knowledge Media Institute) & Dr Thea Herodotou (IET)
-What have we learned from 5 years of large scale implementation of OU Analyse?
-Where is LA/AI going?
With increased use of technology in all aspects of our
lives, the need to protect our computers, networks, and
data increases as well. In the United States alone, there
are 400,000 unfilled jobs in the field of cyber-security.
You’ll learn what training programs exist and how
major corporations are committing to cyber-security
education. We’ll discuss how Rotarians can work to
connect underserved communities with training and job
opportunities both locally and internationally.
Digital transformation in Higher Education webinar
Monday 10 September 2018
Speakers:
Kuldip Sandhu and Paul Featherstone
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/digital-transformation-in-higher-education-webinar/
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
3. What?
Higher education in the US
Current challenges in educating the digital workforce
How computing curricula are defined
The Digital Curricula report
A modern digital course
www.dynamicit.education –
download now if you like
5. Total post secondary enrollment, fall ‘14 20,663,464
Higher education staff 3,969,226
Annual expenditures $520 billion
Market value of endowment funds $539 billion
Physical plant ~$500 billon
Annual U.S. GDP for comparison $18.6 trillion
Scale of the Education System
6. Higher Ed by Institution Type
Public
Private non-profit
Private for-profit
Non-degree
71%
19%
8%
2%
7. 30 colleges, 7 universities, 54 locations
400.000 students
$2 Billion annual budget
5th largest higher education provider in the US
Minnesota State Colleges & Universities
8. Workforce Survey
159 faculty and industry professionals, primarily US
Agile skills
62% consider as a factor, and
50% of those started doing so within the last 3 years
9. Workforce Survey
DevOps
78% of industry respondents view Continuous Delivery as either
emerging or mainstream
45% of schools do not cover Continuous Delivery at all
10. Workforce Survey
Workforce
65% of education professionals think education system is
providing a well prepared digital workforce
32% of industry respondents agree
11. The View from Startup Community
There is almost twice as much demand for the product
programmer… than there is for programmers focused on
hard technical problems.
“
”Ammon Bartram, Y-Combinator
12. University of Minnesota
What could possibly go wrong?
Carlson School of
Management
Computer Science and
Software Engineering
13. Version Control
Andrew Clay Shafer:
“the foundation of every other
Agile technical practice”
do not provide practical
exposure57%
18. Core
Fundamentals of computation
Algorithms & data structures
Automata
Operating systems
Compilers & languages
Applied
Data management
Networking
Security
Distributed systems
User interaction (useful)
Contextual
Project management
Requirements management
Analysis & architecture
Software quality & process
Business context (MIS)
Missing
Product management (it’s over in Marketing.
Sort of.)
Operational topics (full lifecycle & execution
issues)
Organization and culture
Realistic experiential labs & simulations: full-
lifecycle, full-stack
INFORMATICS?
Core vs. Contextual Courses
19. Agile/DevOps importance, definitions, background
Five Competency Areas
1. Dynamic infrastructure and operations
2. Continuous delivery
3. Product management
4. Resource and execution
5. Organization and culture
Recommendations for course adaptations
Digital labs and simulations
http://dynamicit.education
The Report
20. Dynamic Infrastructure and Operations
From physical, hand-configured
infrastructure to virtual, software-
defined infrastructure
23. Resource and Execution
From execution models resulting in
overburden, multitasking and poor IT
delivery, to concern for value, flaw,
and work in process
24. Organization and Culture
From inattention to culture, to
recognition of culture´s central role in
digital product delivery effectiveness
32. Advance-IT Minnesota sponsoring online
portal at dynamicit.education
“As long as it benefits Minnesota, we
are happy if it benefits everyone
else!”
Report still considered preliminary at 1.0
Feedback being solicited for version 2.0,
to be release Q2 2017 in time for fall
course development
Going Forward
33. There are specific levers
State legislative processes/committee (e.g. Higher Education and Workforce)
State economic development agencies
State high tech lobbying associations
Program and institutional advisory boards
They are (or should be!) always interested in hearing from practitioners
If you don’t pull on these levers, someone else will
What you can do
34. Send faculty to www.dynamicit.education
Are the top level competency areas the best we can do?
How can we collectively define learning objectives as a
community? Transparent, open, collaborative process?
What is the relationship to commercial training?
Don’t know/need help
35. Dynamic IT report: http://dynamicit.education
Dynamic IT LinkedIn group: https://www.linkedin.com/groups/12018370
ACM/IEEE/AIS curricula guidance
http://www.acm.org/education/curricula-recommendations
Charles Betz resources:
Digital/Agile/DevOps management text
https://github.com/dm-academy/aitm
Calavera platform
https://github.com/dm-academy/Calavera
Course labs
https://github.com/dm-academy
Resources
Charlie Betz, very pleased to be here. If you want to find out more about me, I’m easy enough to find, so let’s get into the presentation. Two notes: Not a full time academic (teach *one* course as an adjunct). This was a project where I was in the right place at the right time to make contribution. A note: These slots are tight and I wanted to optimize this report for content. So this talk is a bit more scripted than I usually prefer.
Download asks for email – completely noncommercial, building a community list.
Anybody play Oregon Trail? This report is dedicated to the Minnesota Educational Computing Consortium, that did things like put model 33-ASR Teletypes in junior high science classrooms throughout the state. The first time I “died of dysentery” it was printed out on yellow continuous paper on a device like that in Mr. Stedman’s science classroom, which was also where I first learned to program in HP Time-shared Basic on an HP 2000.
NYT article - holdup
No, traditional full-time public higher education is not going to fade away overnight in favor of MOOCs, distance education, coding boot camps or unschooling or what have you. Period. If lack of talent is a problem… It’s crazy to disregard a system of such scale and scope. Roughly a trillion in capital and half a trillion a year in operations.
http://nces.ed.gov/programs/digest/d15/tables/dt15_301.10.asp?current=yes
http://nces.ed.gov/programs/digest/d15/tables/dt15_301.20.asp?current=yes
People want to send their kids away for a few years to learn, it’s been a thing since the Middle Ages or before. Of that twenty million, where are they going? Universities have a long tradition of state support.
Yes, MN State is big. Advance-IT is the center of excellence that sponsored the report, New Directions is the annual educator/industry conference (Nicole was kind enough to come and keynote this spring, where we kicked this effort off)
159 industry and educational professionals responded, on topics such as Agile skills, DevOps, and workforce.
Now, in terms of *what* industry is looking for … what are the needs of the new digital workforce? For example, what is the nature of the programmers required? Y-Combinator, in a survey of “what startups need,” noticed that programmers with a strong product focus were far and away the most desired., etc. Not technical programmers focused on algorithms – Customer-focused, user experience focused product programmers almost twice as much in demand.
Where do we get these product-oriented programmers?
This is the University of MN. My wife and I have 5 degrees from here (she’s the smart one with the Ph.D. in geology). Notice the Carlson school, where we might find Product Marketing, about as far away as we can get from the CS department, with this big river thing in the middle. Consider Conway’s Law: organizations which design systems ... [tend to produce] copies of their communication structures... The U of MN is, in a sense, designing our workforce. What could possibly go wrong?
We’ll return to this question of how disciplinary boundaries are set
Pivot: what about specific practices? Another theme we certainly hear anecdotally is that “the students are coming out of school and they don’t even know version control.”
A majority of educators (57%) say their curriculum does not provide practical experience in version control
State of DevOps says it is one of the factors MOST correlated with digital delivery performance. Ultimately I would compare to hygienic practices in healthcare. Interns and residents are expected to know how to sanitize, and WHY they do so. Practical expectation throughout the healthcare community, and yet grounded in important theory (germ theory of disease). Same thing w/ VC – as Andrew Clay Shafer suggests, it’s the foundational practice that supports the rest of Agile.
So, why do we have the educational structures that we do? Because specific decisions were made and are being made under the auspices of well known organizations we all support, at least through tax exemption. They have a social mandate. These are the major players: the IEEE, which handles the engineering side, the AIS, which handles the business school side, and the ACM which plays an overall umbrella & coordination role This group is largely responsible for how the computing-related disciplines are structured in the US at least. Other countries have different players: British Computer Society in the UK for example.
Why do we have the programs we do in the US? Because a group of academics, sponsored by ACM, IEEE and AIS got together in 2005 and decided that the degrees would be CE, CS, SE, IS, IT. B-schools get MIS, C-schools get CE/CS/SE, IT varies. And, once scoped, further working groups were established to define each discipline in detail, and those reports you see on the right here have been produced on a rolling basis for years. And if you dig into those reports you see very interesting assumptions, including for example very clear statements that CS majors need to know next to nothing about business matters including product management. It’s all at that URL…
Some interesting scoping…
Lot of detail here, you can come back to this. It’s from the 2005 report that set the boundaries. A scale from 0-5 used to indicate how much graduates from each degree type should know across about 50 different knowledge areas. Basically, you can read this as saying: MIS majors do business requirements, business models, business performance (including product mgmt, presumably) – and CSCI majors analyze tech requirements, and do techie stuff. The businessy stuff is completely “zeroed out” for them.
Essentially, we have baked waterfall into the fundamental curricula. “Plan it with IS, build it with CSCI/SE, run it with IT”. i've heard anecdotal evidence (including discussions w/my Dean and industry associations) that IS and IT degrees aren’t as well regarded by digital hiring mgrs. It’s that CSCI degree that is *increasingly viewed as the gold standard by hiring managers in industry. There’s a wrinkle. I spoke recently with a senior faculty at the U of MN, who observed that CS departments historically (especially at top tier schools) are incented to produce researchers. The disconnect is causing concern; industry wants higher volumes of computing grads (up to 50%-100% increases), and I think will start demanding a different profile.
Core stuff on the left – we need it. Not talking about it today. Contextual stuff on the right is where we have the gaps. For example, a SW Eng or even CSCI program might offer 3 credits of PM -- and companies are shutting down PMOs in favor of going to continuous flow approaches?? Big “batches” of up front requirements and architecture design, baked into the curriculum in 3-credit chunks? What about product management? That’s the big gap. Operations? It’s been shunted off, at best, to the IT degree, and yet here you have SRE calling for CS majors in Ops… those CS grads are landing in orgs with heavy operational aspects, high-flow customer-driven digital pipelines, and under current curricula they are simply going to be unprepared…
In Europe there’s an Informatics tradition… here at UC Irvine, Indiana, Northwestern… not sure, but perhaps it’s the way to go -
So, turning to the report: this is how we structured it. First, we provide an overview of the Agile/DevOps/Digital context, and give people lots of references to think about. The historic failure of CMM and the emergence of empirical process control, for example, along with the origins of Agile, “10 deploys a day,” Cloud, SRE, product mgmt., culture, and more. Then we define five competency areas, that I think could be considered by ANY computing-related degree program. (We’ll talk about their definitions next). Finally, we make some specific recommendations for adapting and creating new courses, and conclude with some thoughts on digital labs and simulations.
The report is not prescriptive. We say, it would be ironic and presumptuous to attempt to mandate a standard "Agile curriculum." It is intended as a resource for teaching faculty who might otherwise be blindsided by DevOps.
This is the first what we call “Competency Area.” It breaks down into competency categories and competencies, with many suggested learning objectives for course designers to consider as a reference. Virtualization, Cloud, infrastructure as code, and site reliability engineering; operational practices, and so on. Learning objectives for this one include references to John Allspaw, Tom Limoncelli, the recent Google SRE book edited by Betsy Beyer, and more.
The pipeline. Full stack, full lifecycle. Not DevOps; that includes culture and product management. This is more narrowly about the full pipeline and does scope in the Agile foundations in software development. LOs here derive from core Agile and Scrum literature, by people like Martin Fowler, Alistair Cockburn, Mike Cohn and Ken Rubin, as well as continuous integration by Paul Duvall and continuous delivery by Jez Humble and of course the State of DevOps research by Forsgren et al
85,000 Scrum Product Owners – where do they come from? What should new ones learn in school? What about the product-focused devs that Y-combinator companies want? If I want to go into this as a field, what do I do? What do I need? It’s a huge gap. For faculty tangling with this tough new area, we suggest Marty Cagan, Steve Blank, Jeff Patton, Jeff Gothelf, and design thinking folks. We also note that existing UI/UE design courses might be a good base on which to build.
We use this as a common area to discuss both project and process in a generic sense. We need a better language for discussing and analyzing. Things are too religious. “DevOps vs ITIL!” NOEstimates! NoProjects! “SAFE vs LESS!” Scrum vs Kanban! We need a more clinical terminology --With h/t to Reinertsen: cadence, synchronization, batch size, queuing, specialization, skill vs. product alignment. We bring in Reinertsen big time here, as well as the more advanced Scrum thinking by folks like Craig Larman and Mike Cohn, and Scott Ambler, David Anderson and Dean Leffingwell. We bring in the notable influences and some of the LOs suggest that people compare and contrast different points of view.
Students need to be able to assess whether they are in a culture that supports high performance. Employers need to know if their companies have such a culture. We can quantify this.. The report calls out Google’s Project Aristotle, the State of DevOps work with the Westrum typology, and so forth.
Now one of the things we often hear is that tech moves too fast… People especially at the research schools will say “We are not vocational” (This is why I’m less personally interested in the Tier 1 research institutions--actually, many institutions ARE vocational, this report is intended for 2-year tech & junior colleges as well as 4-year teaching colleges)… BUT ultimately This is not about “let’s teach the latest version of Jenkins.” What we are saying in this report is that there are fundamental, generational, tectonic changes in how we understand and deliver digital value.it’s true research faculty play a different role, not as workforce-oriented You think there are not meaningful, meaty questions emerging here? Site reliability and full lifecycle digital engineering practices? Intersection of industrial engineering & operations research with digital? Human factors? Intersection of digital and culture? We could create hundreds of Ph.Ds with the topics discussed at this conference.
So much for the LOs. Don’t have time to go into the whole report here.
As we look at pedagogy and course updates, a few things. It’s not easy to create net new courses, but the report suggests various ways in which existing courses might be renewed, e.g. by bringing continuous integration & delivery into SQA courses. But product management and operations may well call for new courses, hopefully with a heavy lab component so people can get practical. We also suggest interdepartmental collaboration. The report also goes into virtual labs and simulations – virtualization, infrastructure as code and cloud are the instructor’s friend! More in a bit on that.
This is my St. Thomas course. Essentially a broad IT management survey course. Follows scaling model as primary learning progression, and uses a flipped model, where lecture video viewed offline, in-class is all experiential – this is currently viewed as educational best practice, getting away from what they call “sage on a stage” - Lab approach is Full-stack, full lifecycle
Pivoting… Education requires you to have a clear theory of sequence, what order you introduce topics in and their dependencies. This is called a “learning progression.” We use a couple different learning progressions for teaching digital: the Stack and the Lifecycle. In the stack (CS & IS approach), we learn abstractions, either bottom-up (CS) or top down (IS). In the lifecycle (SE), we learn the pipeline, but right now it’s heavily waterfall: requirements courses, architecture courses, implementation courses, testing/QA courses, all separate
This is the “emergence model” from my current book. I’ve used the idea, “from startup to enterprise” as it is effective with students. Everyone can relate to Larry and Sergei in the garage. Theoretically grounded in things like Dunbar’s Number – the individual, the family, the clan, the tribe, the nation. Some of the problems we’re seeing in IT operating model discussions come from the state transitions that happen as we move our concern from bottom to top. In particular, the transition from team-centric to team of teams is very challenging and currently driving a lot of “religious” debate… such as “ITIL vs DevOps” or “product vs. project management.”
This is an important conceptual point, you may need to think about. Whichever of these dimensions you choose as the main dimension for your learning progression, you have to collapse or subordinate the other two, because time, it’s a linear thing. If we teach using emergence, scale, as the main learning progression, we need full stack, full lifecycle from day 1: a DevOps walking skeleton! I call it Minimum Viable Pedagogy – it’s full stack & full lifecycle
I am an architect. Right now on my laptop I have Visio 2016. I also have Vagrant, Virtualbox, ChefDK, and a set of 7 virtual machines with Java, Ant, Junit, Git, Jenkins, Artifactory and Nagios in an end to end continuous delivery pipeline I use for teaching and experimentation.
You can do things with virtualization that would have required millions of dollars in capital not too long ago. Classes are a blast, we stand up 4 or five of these and abuse them and get the students swarming & supporting each other with slack. Pull requests to improve the system or labs are extra credit points!
This is just beginning to dawn on faculty… and is discussed in the report –The Calavera project is all defined “as code” on Github – a master Vagrantfile and a series of Chef recipes stands up an 8-node cluster simulating a minimum viable pipeline – (I call it minimum viable pedagogy) - We need a clearinghouse to curate these - They are Too valuable, Too labor intensive To not share
Considering putting the guidance in some kind of online system (like a StackOverflow) for collaboration on specific competencies and learning objectives