Making it Rain

Organizing Ourselves To Enable The Transformation of Teaching and

Learning With Technology

Stephen Jones, Assistant to the Academic Vice President

David Monson, Product Manager, Teaching & Learning

Jon Mott, Associate Director, Center for Instructional Design

New Orleans, January 28, 2003

© Stephen Jones, David Monson, Jon Mott, Brigham Young University, 2003. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given

that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

“If we could only get the water to the end of the row!”

Irrigating Change

Making It Rain

Plowing New Fields

BYU Independent Study Enrollment

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

1996 1997 1998 1999 2000 2001 2002

University High School

Blackboard Course Adoption

50

450

600

920

716

14091350

-190

10

210

410

610

810

1010

1210

1410

Winter '00 Fall '00 Winter '01 Fall '01 Winter '02 Fall '02 Winter '03

Co

urs

es

Blackboard Penetration, Satisfaction

81% percent of our students have at least one Blackboard course78% of the students prefer their professors use Blackboard

Winter 2002 Blackboard survey, n = 1700

Blackboard Feature Use Winter Semester, 2002Announcements 78.3%

Course Documents 76.0%

Course Information 61.7%

Assignments 49.6%

Staff Information 45.5%

External Links 30.3%

Quizzes Online 24.0%

Discussion Board 19.3%

Groups 2.3%

Virtual Classroom 0.6%

Monthly Blackboard Hits, 2002

Blackboard Hits, 2002

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

Janu

ary

Febru

ary

Mar

chApr

ilM

ayJu

ne July

Augus

t

Septe

mbe

r

Octobe

r

Novem

ber

Decem

ber

Month

Num

ber

of H

its

BYU Learning Service Organizations, 1998

Multiple support organizations Instructional Technology Center, Independent Study, Library, Testing Center, Faculty Center

Limited coordinationCompetition, duplication of servicesDifferent funding and pricing modelsConfusion on the part of faculty and students about where and how to access resources

Web and Media Production Support, 1999

Independent Study

High School Courses

University Courses

Off Campus On Campus

University and High School

Course Production

Instructional Technology Center

Instructional Technology Center

Center for Instructional Design

Creation of the Center for Instructional Design, 1999

Independent Study

High School Courses

University Courses

Off Campus On Campus

Large Course Redesign

Learning Objects

University Courses

Instructional Media Center

Our E-learning Environment in 1999

Growing strength in an independent-learning distance education modelA new high-end design and production capability on campusStrong administrative support for large course redesign experimentsIncreasing need for faculty servicesNo “macro” coordinating structure, strategy

Teaching and Learning Support Services

Formed October, 2000Led by new administrative position

Assistant to the Academic Vice President - Teaching and Learning Support

Organizations asked to develop shared strategies and integrated servicesA “virtual” organization

No office, phone numberNot an entity on the BYU org chartParticipants retained budget and reporting lines

President

AVPCIO

CIO Office AVP Council

BusinessSupport

Product / Project Man.

Operations, Engineering

CID LibraryFacultyCenter

Testing Center

IndependentStudy

Asst. to theAVP

AAVPUndergrad.

AAVPFaculty

AAVPResearch

Teaching and Learning Product Portfolio Manager

IMC

Teaching and Learning Support Services Coordinating Council

Teaching and Learning Support Services

TLSS

Need For A Distributed Learning Strategy

While there were some immediate gains, it was clear we could not collaborate long-term without shared visionInitiated distributed learning strategy project, Fall 2001

Partnered with Collegis Eduprise

Distributed Learning Strategies1. Develop and support faculty2. Develop and refine our distributed

learning models3. Encourage and empower departments

to take strategic advantage of distributed learning

4. Unify our tools5. Effectively manage resources

Processes

Now needed ways to actualize our collaborationProcesses have given us methodologies and terminologies that have helped us bridge organizational and technological barriers

Typical Characteristics of Localized Technology Planning

Engineering group dedicated to one functional areaEngineers provide product, project, and priority managementPriorities determined by one functional leaderMinimal administrative overheadUnderstaffed, “Jack of all trades master of none” or highly specializedBudget insufficient to support enterprise class softwareHighly customized solutions (not standards based)Technology solution diversity

EngineeringTeam

FunctionalArea

FunctionalArea

FunctionalArea

FunctionalArea

EngineeringTeam

EngineeringTeam

EngineeringTeam

Local Teams Model

Characteristics of enterprise technology planning

Engineering group supporting multiple functional areasPriority, product and project management separated from engineering Enterprise priorities determined by a depoliticized processIncreased administrative overheadLarger pool of talent, jack of all trades master of none and highly specialized Increased budgetary leverage by combining resourcesEnterprise-wide visibility and standardsIncreased cohesiveness from student perspective

EngineeringTeam

FunctionalArea

FunctionalArea

FunctionalArea

FunctionalArea

Interim Model

FunctionalArea

Vendor/Partner

FunctionalArea

FunctionalArea

STRATEGY

PROCESS

Internal Engineering

Team

ProjectManagement

Product Management

EngineeringTeam

EngineeringTeam Vendor

EngineeringTeam

Emerging Model

Product, Project & Priority Management

Process Animations

BYU TV

Web Enhanced Course

PDA

CD-ROM/DVD

Online Web Course

Paper

Develop and

Manage

Author Deliver

Virtual Classroom

Streaming Media

DAM LCMS CMS

BYU Teaching & Learning Technology Roadmap

Implementing the StrategyReorganizing, Refocusing, Reinventing

Organization LevelEnterprise Level

Implementing the Strategy at the Organization Level: Center for Instructional Design (CID)

From Production Shop to Service UnitDeveloping Courses & Objects Developing FacultyWe build it We help you build it / You build itBegging for courses Forming partnerships

Supporting Distributed Learning Process Overhaul & Prioritization FrameworkDifficult, Jarring Transition

Implementation at the Enterprise Level

Shared Strategy a PreconditionResource Sharing to Pursue StrategyCommunication, Collaboration & Evaluation We cannot continue to work independently

Manifestations of Organizational Collaboration

Library Resources in IS CoursesDigital Library and CIMA Committee Testing Center Processing Student EvaluationsIMC/CID/Library Booth at University ConferenceCID/Faculty Center Faculty Fellowship

Collaborating to Support Teaching and Learning: Creating Conditions for Rain

Collaborative Support CultureA Shared Touchstone for Service UnitsCross-Organizational Openness & Visibility Shared Responsibility for Faculty Development

New Relationship with Colleges & Departments

Partnerships (not work-for-hire)Providing Empowering, Flexible Teaching & Learning Tools

Solid, Reliable, Scalable Infrastructure

TLSS Organizations 2+ Years Later

Independent

Organizational orientation

Invisible or untouchable resources

Moving in separate directions

Collaborative

Interdependent

University mission orientation

Visible and shared resources

Moving together strategically

Competitive

What Is Enterprise?

Enterprise as “mainframe” versus enterprise as distributed computing

Micro enterprise might be another way of looking at enterprise

Focus might be on using strategies and processes shared at the enterprise level to create a “peer-to-peer” network

Making It RainRequires

Shared strategies

Facilitated, cross-organizational collaborative structures

Shared processes and methods that create common language and framework and enable work

Reinventing services and support roles

Enterprise infrastructure that supports the strategy

Includes• Shared resources

Tipping Point

Tipping Point

“The virtue of an epidemic, after all, is that just a little input is enough to get it started, and it can spread very, very quickly. That makes it something of obvious and enormous interest to everyone from educators trying to reach students, to businesses trying to spread the word about their product, or for that matter to anyone who's trying to create a change with limited resources.”

Malcolm Gladwell, author, The Tipping Pointhttp://www.gladwell.com/books2.html

For Further Information

Contact UsStephen_Jones@byu.eduJon_Mott@byu.eduDavid_Monson@byu.edu

Presentation posted by Wednesday at:

http://cid.byu.edu/presentations/nlii2003.html