Final keynote session was from the President of SUNY, (State University of New York) on New Responsibilities for post secondary education in the 21st century.
A call to arms on the importance of higher education and how it has to change to educate more people and educate them better. However, it was very US centric, and I'm not sure the speaker realised that she was speaking to an international audience. Not an inspiring end to the conference, which was a shame because the rest of it has been excellent.
One of the hot topics here was " big data", how do we use the huge amount of data we're collecting all of the time. There was an excellent session on using wireless data which I've posted about, and several about learner analytics and looking at how we can spot students who might be having problems and intervene to help them. One of the best was from Purdue University which was entitled "Putting the I back into CIO", and looked at how we can turn the data we have into useful information. There was a great video to go with the talk, and I'm just waiting for it to go online and I'll post a link to it.
Wearables was another hot topic, and I saw a few pairs of Google glass around, as well as a narrative clip, the wearable camera which takes a picture every 30 seconds. Caused a bit of a Twitter storm when a delegate admitted to wearing one, with some people finding it too intrusive. Others couldn't see why it was a problem, comparing it to tiny cameras on smart phones. Will be interesting to see how things like this and Glass become socially acceptable.
So, that's the end of another great conference. Lots of good sessions. Some mediocre ones but no really bad ones, and lots of contacts made and networks strengthened. Always good to hear what other people are doing, and how they are responding to the challenges we all face. Also made some good contacts with vendors and saw some new, interesting products which we'll be keeping an eye on. Now to work out how to get all the freebies I've collected at the exhibition home....
- Posted using BlogPress from my iPad
Showing posts with label educause2014. Show all posts
Showing posts with label educause2014. Show all posts
Friday, 3 October 2014
Thursday, 2 October 2014
Wearable devices
First session today is about wearable devices. Quick audience poll shows that quite a few of us are wearing a fitness band, there's also two people wearing Google glass.
Wearable devices are the next major technology cycle. Hands free, always connected, environment aware. They can go anywhere on the body, including being tattooed on the skin. On bands, on belts, in jewellery.
Google glass has had most publicity, but very few around.
Some examples of wearable technology:
Meta 3D glasses, true augmented holographic reality glasses available later this year. Wired to a small pocket computer that handles processing.
The connected and monitored body. Wearables are collecting vast range of data related to health, could have huge implications. Our sixth sense is going to be digital.
Some of them being highly designed as fashion statements, such as misfit shine.
Lechal shoes connect to a users smartphone via Bluetooth to ascertain your current location and destination. They vibrate when you need to change direction.
Wearables can also track our brainwaves. Muse is a brain sensing headband. Has six sensors on it and tracks brainwaves which are then sent to a tablet. Analyses how calm or active you are.
Narrative clip life logging camera. Incredibly small, takes a time stamped geotagged photo every 30 seconds. No on/off switch, 2 day battery life
Oculus rift, virtual reality head mounted display, 1920x 1080 resolution. The tethered to a computer, designed as an in expensive gaming device.
Wearables in the learning environment
UC Irvine School of Medicine using Google glass in labs, theatres, emergency rooms.
Other universities using them in architecture classes, journalism courses and other field studies.
Also if you wear them for prolonged periods you collect a lot of feedback on your behaviour
Can use wearable technology in teaching for:
Video
Field trips
Online teaching
Mentors, coaching sessions
Language instruction
Feedback and evaluation
Real,time search and reference
Provide accessibility for visual, auditory and physical
Interactive problem solving games
Types of sensors available currently include:
Acceleration, vibration
Acoustic, ultrasonic
Chemical, gas
Electric, magnetic flow
Force, load
Humidity, moisture
Machine vision
Optical
Motion, velocity
Position, presence
Pressure
Temperature
Augmented reality, the overlay of information on the world as we see it. History pin project, can use smart phone to see London as it was in 19th century. Will be able to do with Glass, eventually anywhere.
Virtual reality, new forms of sensory experience. Reality cave is a 3D immersive environment.
Wearable challenges:
Biggest one is battery life. Has to improve. Lots of Ashdod solutions currently for Glass, including battery in a head strap.
Social acceptance, Glass prohibited in some areas. Will change as become more available
Fashion and design
Some impact of wearables
Tidal wave of data and images. 10% of all photos ever taken were taken last year.
We share 1.8billion photos daily.
Privacy. What is public, what is private.
Will our technology read us? Analyse our brainwaves and anticipate what we want to do.
User interfaces. In the future, the limiting factor will be us.
- Posted using BlogPress from my iPad
Wearable devices are the next major technology cycle. Hands free, always connected, environment aware. They can go anywhere on the body, including being tattooed on the skin. On bands, on belts, in jewellery.
Google glass has had most publicity, but very few around.
Some examples of wearable technology:
Meta 3D glasses, true augmented holographic reality glasses available later this year. Wired to a small pocket computer that handles processing.
The connected and monitored body. Wearables are collecting vast range of data related to health, could have huge implications. Our sixth sense is going to be digital.
Some of them being highly designed as fashion statements, such as misfit shine.
Lechal shoes connect to a users smartphone via Bluetooth to ascertain your current location and destination. They vibrate when you need to change direction.
Wearables can also track our brainwaves. Muse is a brain sensing headband. Has six sensors on it and tracks brainwaves which are then sent to a tablet. Analyses how calm or active you are.
Narrative clip life logging camera. Incredibly small, takes a time stamped geotagged photo every 30 seconds. No on/off switch, 2 day battery life
Oculus rift, virtual reality head mounted display, 1920x 1080 resolution. The tethered to a computer, designed as an in expensive gaming device.
Wearables in the learning environment
UC Irvine School of Medicine using Google glass in labs, theatres, emergency rooms.
Other universities using them in architecture classes, journalism courses and other field studies.
Also if you wear them for prolonged periods you collect a lot of feedback on your behaviour
Can use wearable technology in teaching for:
Video
Field trips
Online teaching
Mentors, coaching sessions
Language instruction
Feedback and evaluation
Real,time search and reference
Provide accessibility for visual, auditory and physical
Interactive problem solving games
Types of sensors available currently include:
Acceleration, vibration
Acoustic, ultrasonic
Chemical, gas
Electric, magnetic flow
Force, load
Humidity, moisture
Machine vision
Optical
Motion, velocity
Position, presence
Pressure
Temperature
Augmented reality, the overlay of information on the world as we see it. History pin project, can use smart phone to see London as it was in 19th century. Will be able to do with Glass, eventually anywhere.
Virtual reality, new forms of sensory experience. Reality cave is a 3D immersive environment.
Wearable challenges:
Biggest one is battery life. Has to improve. Lots of Ashdod solutions currently for Glass, including battery in a head strap.
Social acceptance, Glass prohibited in some areas. Will change as become more available
Fashion and design
Some impact of wearables
Tidal wave of data and images. 10% of all photos ever taken were taken last year.
We share 1.8billion photos daily.
Privacy. What is public, what is private.
Will our technology read us? Analyse our brainwaves and anticipate what we want to do.
User interfaces. In the future, the limiting factor will be us.
- Posted using BlogPress from my iPad
Wednesday, 1 October 2014
Cloud, crowd and outsourcing will eat your lunch
Presentation from Cornell University, Enterprise cloud strategists.
Disruptive changes are happening in IT sourcing.
Cloud computing is the obvious one. We can't compete with it. Commoditisation, scale etc. No brainer. Everyone should be doing it for commodity services.
Crowdsourcing will reshape IT staffing. Gartner have predicted that in 15 years the predominant employment relationship for IT staff will be freelance/contract based. Will have to reach outside of our community for some skill sets.
Cornell have done a crowdsourcing pilot with TopCoder. They have a global, talent pool approaching 1m. It's competition based, and Cornell only pay for the best solution. Projects broken down into very small projects which encourages hyper specialisation. The individual solutions then Integrated by specialist integrators.
Outsourcing is rising. Big companies like Accencture, Capgemini offer packages for outsourcing whole services
Disruptive innovation is accelerating. Time between disruptive innovations is decreasing. Foundations are being shaken everywhere. Digital experiences are replacing people experiences. Uber vs yellow cabs. Airbnb vs hotels. Travelocity vs travel agents.
Cloud vendors have the ability to disrupt us, can go to end users and bypass IT departments. They sell above IT directly to business units, and below IT directly to end users. We are no longer necessarily the providers of services.
We want to wrap our services around cloud, but consumers want to just buy products.
Enterprise IT roles are changing.
Oliver Marks from ZDNet quote. "Cloud companies are cost effectively emancipating enterprises from the tyranny of IT, solving lots of problems with tools that are a pleasure to use."
So, campus goes shopping, but the problems will still be ours! We need to change our relationship with our customers. Bridge the gulf between what our current structure/staffing was built to do and what is required of us in the era of post enterprise IT
We need to be a business asset by becoming the following:
Expert advisor for disruptive change
Navigator of procedural barriers
Innovation hunter
Time to market experts
Bridger of gaps (integration, architecture, security etc)
Value added reseller of cloud services, ie wrap our support etc round cloud services
Be or support an IT VMO (Vendor Management Office)
Refocus ourselves on supporting the core mission of teaching and learning and research. Running IT is not the core mission of the University.
Enterprise IT must become the strategic advisors to our customers and our vendors.
Don't be a mere operational function, a follower in a era of disruption and commoditisation
Be a change leader, a business asset, aligned with the core mission.
- Posted using BlogPress from my iPad
Disruptive changes are happening in IT sourcing.
Cloud computing is the obvious one. We can't compete with it. Commoditisation, scale etc. No brainer. Everyone should be doing it for commodity services.
Crowdsourcing will reshape IT staffing. Gartner have predicted that in 15 years the predominant employment relationship for IT staff will be freelance/contract based. Will have to reach outside of our community for some skill sets.
Cornell have done a crowdsourcing pilot with TopCoder. They have a global, talent pool approaching 1m. It's competition based, and Cornell only pay for the best solution. Projects broken down into very small projects which encourages hyper specialisation. The individual solutions then Integrated by specialist integrators.
Outsourcing is rising. Big companies like Accencture, Capgemini offer packages for outsourcing whole services
Disruptive innovation is accelerating. Time between disruptive innovations is decreasing. Foundations are being shaken everywhere. Digital experiences are replacing people experiences. Uber vs yellow cabs. Airbnb vs hotels. Travelocity vs travel agents.
Cloud vendors have the ability to disrupt us, can go to end users and bypass IT departments. They sell above IT directly to business units, and below IT directly to end users. We are no longer necessarily the providers of services.
We want to wrap our services around cloud, but consumers want to just buy products.
Enterprise IT roles are changing.
Oliver Marks from ZDNet quote. "Cloud companies are cost effectively emancipating enterprises from the tyranny of IT, solving lots of problems with tools that are a pleasure to use."
So, campus goes shopping, but the problems will still be ours! We need to change our relationship with our customers. Bridge the gulf between what our current structure/staffing was built to do and what is required of us in the era of post enterprise IT
We need to be a business asset by becoming the following:
Expert advisor for disruptive change
Navigator of procedural barriers
Innovation hunter
Time to market experts
Bridger of gaps (integration, architecture, security etc)
Value added reseller of cloud services, ie wrap our support etc round cloud services
Be or support an IT VMO (Vendor Management Office)
Refocus ourselves on supporting the core mission of teaching and learning and research. Running IT is not the core mission of the University.
Enterprise IT must become the strategic advisors to our customers and our vendors.
Don't be a mere operational function, a follower in a era of disruption and commoditisation
Be a change leader, a business asset, aligned with the core mission.
- Posted using BlogPress from my iPad
Leadership lessons from US presidents
Keynote today from Doris Kearns Goodwin, Leadership Lessons of History from the American Presidents.
A great speaker and very famous historian researching US presidents. Focusing today on Abraham Lincoln, Theodore Roosevelt, Franklin Roosevelt. Looked at leadership traits and illustrated them with stories and anecdotes.
Some of the traits she illustrated were
The ability to motivate people
Surrounding yourself with people who will question you, strong people who you trust. Take criticisms with grace.
Acknowledge errors and learn from mistakes. Turn failure into success.
Stay loyal to the constituencies you serve
Understand how to relax and recharge your batteries
Speak to your fellows with language and stories that everyone understands and can connect with. Communication is key.
Fascinating talk, she is a great storyteller, and far too much for me to take notes and record all of the stories she told. The talk was recorded and should be available soon if people want to watch.
The conference centre is huge, and so big that the organisers get around on Segways. I want one!
During the breaks between sessions we spend a lot of time in the very large exhibition, I know I've not been round all of it yet. Talked to a lot of vendors, some of whom we know well and are customers of. Some are ones that are new to me, and they also have a lot of start ups here who are really interesting to talk to. I'm also taking the opportunity to to talk to vendors that might be able to help us with some of our current challenges.
- Posted using BlogPress from my iPad
A great speaker and very famous historian researching US presidents. Focusing today on Abraham Lincoln, Theodore Roosevelt, Franklin Roosevelt. Looked at leadership traits and illustrated them with stories and anecdotes.
Some of the traits she illustrated were
The ability to motivate people
Surrounding yourself with people who will question you, strong people who you trust. Take criticisms with grace.
Acknowledge errors and learn from mistakes. Turn failure into success.
Stay loyal to the constituencies you serve
Understand how to relax and recharge your batteries
Speak to your fellows with language and stories that everyone understands and can connect with. Communication is key.
Fascinating talk, she is a great storyteller, and far too much for me to take notes and record all of the stories she told. The talk was recorded and should be available soon if people want to watch.
The conference centre is huge, and so big that the organisers get around on Segways. I want one!
During the breaks between sessions we spend a lot of time in the very large exhibition, I know I've not been round all of it yet. Talked to a lot of vendors, some of whom we know well and are customers of. Some are ones that are new to me, and they also have a lot of start ups here who are really interesting to talk to. I'm also taking the opportunity to to talk to vendors that might be able to help us with some of our current challenges.
- Posted using BlogPress from my iPad
Top Ten IT Issues for 2015
First session today is on the top ten issues for IT as identified by the EDUCAUSE Issues panel, and then voted on by members.
Three trends:
Inflection point, curve of change has moved from thinking to doing.
From technical to business, the IT organisation is moving to much more delivering business value.
The new normal, we still have to deliver day to day services, but all of the challenges still coming at us.
Top 10 issues, by theme
Theme: Pervasiveness and pace of change reaches an inflection point
1. Hiring and retaining qualified staff and updating the knowledge and skills of existing technology staff
6 Increasing the IT organisation's capacity for managing change, despite differing community needs, priorities and abilities
9 Developing an IT architecture that can respond to changing conditions and new opportunities
10 Balancing agility, openness and security
Theme: from Technical to Business. IT's primary focus moves from the back end to the front end.
2 Optimising the use of technology in teaching and learning in collaboration with academic leadership including understanding the appropriate level of technology to use
3 Developing IT funding models that sustain core services, support innovation and facilitate growth
4 Improving student outcomes through an institutional approach that strategically leverages technology
5 Demonstrating the business value of IT and how IT can help the institution achieve its goals
Theme: The New Normal
7 Providing user support in the new normal - mobile, online education, cloud and BYOD environment
8 Developing security policies for mobile, cloud and digital resources that work for most of the institutional community
The second theme interested me the most, and is something I have been pushing for a while. It's the reason we've revised our Service Portfolio to demonstrate the range of services we offer, the value we provide and how we can help the university achieve its goals. Someone commented on it that it showed how much we do that isn't core IT. I think they meant it as a criticism, but I take it as a huge compliment! A mature IT department does so much more than keeping the infrastructure working, which is itself extremely important. Technology is pervasive, and touches every person and every area of our organisation. We need to be heavily involved in strategic initiatives, especially in the key areas of teaching and learning and research. It's all about building partnerships.
Interesting point to come out in the discussion, funding has been on the issues list since it began.....
- Posted using BlogPress from my iPad
Three trends:
Inflection point, curve of change has moved from thinking to doing.
From technical to business, the IT organisation is moving to much more delivering business value.
The new normal, we still have to deliver day to day services, but all of the challenges still coming at us.
Top 10 issues, by theme
Theme: Pervasiveness and pace of change reaches an inflection point
1. Hiring and retaining qualified staff and updating the knowledge and skills of existing technology staff
6 Increasing the IT organisation's capacity for managing change, despite differing community needs, priorities and abilities
9 Developing an IT architecture that can respond to changing conditions and new opportunities
10 Balancing agility, openness and security
Theme: from Technical to Business. IT's primary focus moves from the back end to the front end.
2 Optimising the use of technology in teaching and learning in collaboration with academic leadership including understanding the appropriate level of technology to use
3 Developing IT funding models that sustain core services, support innovation and facilitate growth
4 Improving student outcomes through an institutional approach that strategically leverages technology
5 Demonstrating the business value of IT and how IT can help the institution achieve its goals
Theme: The New Normal
7 Providing user support in the new normal - mobile, online education, cloud and BYOD environment
8 Developing security policies for mobile, cloud and digital resources that work for most of the institutional community
The second theme interested me the most, and is something I have been pushing for a while. It's the reason we've revised our Service Portfolio to demonstrate the range of services we offer, the value we provide and how we can help the university achieve its goals. Someone commented on it that it showed how much we do that isn't core IT. I think they meant it as a criticism, but I take it as a huge compliment! A mature IT department does so much more than keeping the infrastructure working, which is itself extremely important. Technology is pervasive, and touches every person and every area of our organisation. We need to be heavily involved in strategic initiatives, especially in the key areas of teaching and learning and research. It's all about building partnerships.
Interesting point to come out in the discussion, funding has been on the issues list since it began.....
- Posted using BlogPress from my iPad
Tuesday, 30 September 2014
Crowdsourcing your IT strategy
University of Michigan.
In 2008 massively decentralised. Had 193 desktop support systems, 125 networks, 44 email systems, 102 helpdesks!! Spending a lot on IT. I'm not really surprised.
So, formed central IT department, appointed a CIO. Had to produce a Campus Wide IT strategy. Had to represent the whole University, including all of their campuses which were relatively independent, all departments and units and all major staff and student roles. It had to provide direction, so chose rolling 5 year window, updated annually. Definitely not a wish list of IT projects. Needed a strategic plan that came with a well thought out and sustainable financial road map. Important that it had buy in.
Original process was to have an IT strategy team, interview people, write a document, take it back and socialise it. So, set off and interviewed the deans and senior staff and distilled notes into themes. But, how to get faculty buy in? So, interviewed and had workshops with 20 senior IT staff. Different needs became apparent. So, central IT senior managers developed the themes into strategies. But that didn't work as academics questioned their authority.
So decided to crowd source it. Faculty staff wrote the strategies, IT people, wrote how they would deliver it. Project team became facilitators and coaches. Used Google docs as the tool. The interviewees became the writers. No need to then socialise it because they had written it.
Took and extra year but was worth it. Process of getting the campus to work together was probably worth as much as the strategy. It was endorsed by Deans, academics, senior managers and students.
Now being reviewed and some parts being rewritten, by the faculty staff. Had become part of the culture.
Lessons learned:
The conversation is at least as important as the strategy. Distribute the ownership.
Get non IT people heavily involved in the process. Central IT need to be in the background.
Get it wrong to get it right. Give the community time to have multiple goes at it. Ask lots of questions. It's all about partnership.
Take advantage of collaboration technology. They used Google docs, and built a culture which accepted commenting on and editing other people's work.
Also used Google hangouts a lot.
You need a really good editor. Mustn't look like it was written by a committee, and be concise. Is a tendency to bloat with crowdsourcing. Need a disinterested third party to edit it. Also brought it into one voice and one writing style.
Have a strong champion at a high level.
- Posted using BlogPress from my iPad
In 2008 massively decentralised. Had 193 desktop support systems, 125 networks, 44 email systems, 102 helpdesks!! Spending a lot on IT. I'm not really surprised.
So, formed central IT department, appointed a CIO. Had to produce a Campus Wide IT strategy. Had to represent the whole University, including all of their campuses which were relatively independent, all departments and units and all major staff and student roles. It had to provide direction, so chose rolling 5 year window, updated annually. Definitely not a wish list of IT projects. Needed a strategic plan that came with a well thought out and sustainable financial road map. Important that it had buy in.
Original process was to have an IT strategy team, interview people, write a document, take it back and socialise it. So, set off and interviewed the deans and senior staff and distilled notes into themes. But, how to get faculty buy in? So, interviewed and had workshops with 20 senior IT staff. Different needs became apparent. So, central IT senior managers developed the themes into strategies. But that didn't work as academics questioned their authority.
So decided to crowd source it. Faculty staff wrote the strategies, IT people, wrote how they would deliver it. Project team became facilitators and coaches. Used Google docs as the tool. The interviewees became the writers. No need to then socialise it because they had written it.
Took and extra year but was worth it. Process of getting the campus to work together was probably worth as much as the strategy. It was endorsed by Deans, academics, senior managers and students.
Now being reviewed and some parts being rewritten, by the faculty staff. Had become part of the culture.
Lessons learned:
The conversation is at least as important as the strategy. Distribute the ownership.
Get non IT people heavily involved in the process. Central IT need to be in the background.
Get it wrong to get it right. Give the community time to have multiple goes at it. Ask lots of questions. It's all about partnership.
Take advantage of collaboration technology. They used Google docs, and built a culture which accepted commenting on and editing other people's work.
Also used Google hangouts a lot.
You need a really good editor. Mustn't look like it was written by a committee, and be concise. Is a tendency to bloat with crowdsourcing. Need a disinterested third party to edit it. Also brought it into one voice and one writing style.
Have a strong champion at a high level.
- Posted using BlogPress from my iPad
From Chief Information Officer to Chief Digital Officer
Speaker 1 from McGraw Hill
How does the CIO shape the future?
Ask ourselves if we are we realising the maximum potential of our technology investment on our campuses.
Over past 15 years we have looked a lot at infrastructure and commodity services. These matter deeply to the organisation, but we we all have limited managerial time and budget. We need to minimise the cost/time on commodity offerings.
Focus on the learning ecosystem. Make it open, accessible and interoperable. How come we can't share identity easily? And we still buy technologies that are walled gardens. What can we do to make open learning ecosystems happen. We need learning content repositories. Open APIs, personalisation.
Become the Chief Digital Learning Evangelist. Influence future pedagogy. Help academic staff engage with TEL. Make sure your governance model takes into account learning outcomes. Moves budgets from administrative computing to teaching and learning. Speak in the language of learning outcomes. Enable disruption.
Speaker 2 from Notre Dame University
We all need to be digital evangelists. The core of everything we're doing is being disrupted by digital:
The classroom. Students bringing devices in, wireless being strengthened. Better collaboration and versatility.
Libraries are collaboration spaces with wireless and power, places to learn socially. Major changes to design.
Creating and managing learning materials. Digital learning materials are being built and delivered.
Enabling digital publishing. Digital publishing needs to carry same weight as traditional ways.
Orchestrating the mobile ecosystem. Students want to do everything on their devices. Not just academic. Whens the next bus, how long is the line in the cafe.
Enhancing campus life for students, whilst the campus is their home, we have to provide the services they want, even if it has detrimental effect on our networks.
Producing and managing video. Being produced at exponential rate, needs storage and curating.
Building new production facilities. Creative media suites for audio, video, editing.
Archiving, curating and preserving digital assets. The digital archive. Opens up data and information for all to use
Supporting research and analytics.
Delivering a demanding fan experience. Build a relationship with community who come to our campuses, no matter who they are. They have to leave with a positive experience.
We need to become evangelists for the next thing in education. We won't be calling it digital for long!
- Posted using BlogPress from my iPad
How does the CIO shape the future?
Ask ourselves if we are we realising the maximum potential of our technology investment on our campuses.
Over past 15 years we have looked a lot at infrastructure and commodity services. These matter deeply to the organisation, but we we all have limited managerial time and budget. We need to minimise the cost/time on commodity offerings.
Focus on the learning ecosystem. Make it open, accessible and interoperable. How come we can't share identity easily? And we still buy technologies that are walled gardens. What can we do to make open learning ecosystems happen. We need learning content repositories. Open APIs, personalisation.
Become the Chief Digital Learning Evangelist. Influence future pedagogy. Help academic staff engage with TEL. Make sure your governance model takes into account learning outcomes. Moves budgets from administrative computing to teaching and learning. Speak in the language of learning outcomes. Enable disruption.
Speaker 2 from Notre Dame University
We all need to be digital evangelists. The core of everything we're doing is being disrupted by digital:
The classroom. Students bringing devices in, wireless being strengthened. Better collaboration and versatility.
Libraries are collaboration spaces with wireless and power, places to learn socially. Major changes to design.
Creating and managing learning materials. Digital learning materials are being built and delivered.
Enabling digital publishing. Digital publishing needs to carry same weight as traditional ways.
Orchestrating the mobile ecosystem. Students want to do everything on their devices. Not just academic. Whens the next bus, how long is the line in the cafe.
Enhancing campus life for students, whilst the campus is their home, we have to provide the services they want, even if it has detrimental effect on our networks.
Producing and managing video. Being produced at exponential rate, needs storage and curating.
Building new production facilities. Creative media suites for audio, video, editing.
Archiving, curating and preserving digital assets. The digital archive. Opens up data and information for all to use
Supporting research and analytics.
Delivering a demanding fan experience. Build a relationship with community who come to our campuses, no matter who they are. They have to leave with a positive experience.
We need to become evangelists for the next thing in education. We won't be calling it digital for long!
- Posted using BlogPress from my iPad
Less is More
Next session is about making the best use of analytics form your wireless implementation. Interesting that there's a baseball cap on each seat....
Two Dutch presenters one from Fontys University, one from Parantion. So, the session started with a theory that student are often, lazy, unprepared listeners when they turn up for lectures. To test this out we played a well known Dutch game called cap on, cap off. Suddenly the caps seem significant. How much had we prepared, and how much did we know about the presenters and the presentation. Good game. Most of us were LULs....
Big wireless network, trying to optimise it, but only time users cared was when it didn't work. Inspired by big data movement, so took a look at the data being collected. Realised it was a diamond mine of data.
Presented the data to the students and asked them to look at it.
First thing they built were visualisations. Could see how busy the new outwork was.
Urged students to be creative with it. They built infographics.
Compared OS and devices being used. Looked at trends. Apple going up, windows down.
Android up, iOS down.
Girls more active
Students more active than teachers
Hipsters more than nerds
Students built a where's my device app, and an absent /present app for buildings, ie a who's in board based on devices going in and out.
Killer app was measuring who much you were moving ina building. Points awarded for how much you were moving. Useless but a huge success.
Then used data from other sources eg timetable. Looked at attendance based on wireless activity and compared with schedule.
Also built attendance app for lectures based on wireless data.
Built app to monitor whether a room was in use, so could compare timetable data with whether anyone was actually in a room.
We have lots of data on campus. Added to every day. We can even see how interesting a lecture is by looking at log files to see how much social media is used in it!
Project to look at Student Evaluation, use just in time evaluation, whilst they are in class or on campus. Use wireless data to send it only to students who are in that class.
Teacher gets result immediately, and student can see how their response compares to peers.
First results are good, high response rate.
We have lots of valuable data. What questions do we needed to answer? Tools and apps can be built, but we need the right questions.
Use your golden pick on the diamond mine of data!
- Posted using BlogPress from my iPad
Two Dutch presenters one from Fontys University, one from Parantion. So, the session started with a theory that student are often, lazy, unprepared listeners when they turn up for lectures. To test this out we played a well known Dutch game called cap on, cap off. Suddenly the caps seem significant. How much had we prepared, and how much did we know about the presenters and the presentation. Good game. Most of us were LULs....
Big wireless network, trying to optimise it, but only time users cared was when it didn't work. Inspired by big data movement, so took a look at the data being collected. Realised it was a diamond mine of data.
Presented the data to the students and asked them to look at it.
First thing they built were visualisations. Could see how busy the new outwork was.
Urged students to be creative with it. They built infographics.
Compared OS and devices being used. Looked at trends. Apple going up, windows down.
Android up, iOS down.
Girls more active
Students more active than teachers
Hipsters more than nerds
Students built a where's my device app, and an absent /present app for buildings, ie a who's in board based on devices going in and out.
Killer app was measuring who much you were moving ina building. Points awarded for how much you were moving. Useless but a huge success.
Then used data from other sources eg timetable. Looked at attendance based on wireless activity and compared with schedule.
Also built attendance app for lectures based on wireless data.
Built app to monitor whether a room was in use, so could compare timetable data with whether anyone was actually in a room.
We have lots of data on campus. Added to every day. We can even see how interesting a lecture is by looking at log files to see how much social media is used in it!
Project to look at Student Evaluation, use just in time evaluation, whilst they are in class or on campus. Use wireless data to send it only to students who are in that class.
Teacher gets result immediately, and student can see how their response compares to peers.
First results are good, high response rate.
We have lots of valuable data. What questions do we needed to answer? Tools and apps can be built, but we need the right questions.
Use your golden pick on the diamond mine of data!
- Posted using BlogPress from my iPad
EDUCAUSE kicks off with Disruptive Innovation
Well we're off at EDUCAUSE, after various preconference sessions and workshops, the opening keynote is here. Highlights so far for me have been a tropical storm yesterday which drenched us, and a mirror in my bathroom with a TV embedded in it!
Huge aircraft hanger like space for this talk, 7300 attendees is a lot! From over 50 countries, it's becoming a much more international conference.
Opening keynote is on Disruptive Innovation and the Future of Higher Education and is delivered by Clayton Christenen from Harvard Business School. Following post, like most of them from here, will be in note form as I jot down the key messages.
Decentralisation is disruptive and is hard to catch.
Services and products have to improve to stay competitive. The trajectory of innovation and technology improvements is almost always outstrips the customers ability to use the improvements.
Disruptive innovation transforms a complicated expensive product into something affordable and accessible so that large populations have access to use it. Makes things more affordable. Small companies often win with disruptive innovation. Better products are dominated by existing players, disruptive ones by young entrants. Often not seen by people running existing companies.
Good example of rise of personal computers in 90s and effect it had on big mainframe companies. Just thought they could keep making better mainframes.
Successful disruptive innovators compete against non consumption. ie don't go for better products for people already using them, but a product that is better than nothing! Go for product that will get non users using it.
So, for good new services, try to go for non consumers.
Will electric cars disrupt gasoline cars?
Tesla competing head on against big car companies. To make the cars competitive, have to have really good technology, so are really expensive.
Would be better competing at bottom of market. Golf carts, industrial cars, small cars. ie competing against non consumption. Eventually will reach the top.
On line learning. Harvard business school safe from it because need interactive discussions guided by professors on cases which can't be done on line. Or can it? Yes it can with appropriate technology. Remote discussion can be orchestrated by skilled teachers on line. Lovely picture of an iPad on a robot, complete with bow tie running a course remotely.
Higher education historically has acted using the visible hand of managerial capitalism. I was so entranced by the explanation of this I forget to make notes. Google it :-)
In the future, will move to the invisible hand of informed capitalism.
Modularity will make HE less integrated.
Has happened in technology, you can compete on functionality and reliability by using a propriety independent architecture.
To compete on speed, responsiveness and and customisation need a modular, open architecture,
Good examples from smartphone. Eg Palm vs RIM early on, pAlm were modular but RIM won because v closed therefore more reliable. Too early for open.
Then Apple vs RIM, Apple won, half way between propriety and open.
The android, completely modular.
So many tech companies gone, eg Silicon graphics, SUN, DEC, Wang. All made better and better products, that no-one wanted.
The companies that win are the ones that differentiate their products, eg Apple.
In Higher Education, same thing happening.
Historically how courses interact with each other is unfashionable, but little by little standards are starting to emerge for on line course. Accreditations are being established. Moving towards a module architecture.
Outsourcing often sets in motion disruptive business model liquidation.
Example of Dell gradually outsourcing different components to AsusTek until they didn't exist.
Disruption is always a great opportunity before it becomes a threat because it competes with non consumption
Remember modularity. Where you make the money in the future isn't where you make the money in the last.
Higher Education needs to look at different models for delivering teaching. Don't go head to head with traditional models.
- Posted using BlogPress from my iPad
Huge aircraft hanger like space for this talk, 7300 attendees is a lot! From over 50 countries, it's becoming a much more international conference.
Opening keynote is on Disruptive Innovation and the Future of Higher Education and is delivered by Clayton Christenen from Harvard Business School. Following post, like most of them from here, will be in note form as I jot down the key messages.
Decentralisation is disruptive and is hard to catch.
Services and products have to improve to stay competitive. The trajectory of innovation and technology improvements is almost always outstrips the customers ability to use the improvements.
Disruptive innovation transforms a complicated expensive product into something affordable and accessible so that large populations have access to use it. Makes things more affordable. Small companies often win with disruptive innovation. Better products are dominated by existing players, disruptive ones by young entrants. Often not seen by people running existing companies.
Good example of rise of personal computers in 90s and effect it had on big mainframe companies. Just thought they could keep making better mainframes.
Successful disruptive innovators compete against non consumption. ie don't go for better products for people already using them, but a product that is better than nothing! Go for product that will get non users using it.
So, for good new services, try to go for non consumers.
Will electric cars disrupt gasoline cars?
Tesla competing head on against big car companies. To make the cars competitive, have to have really good technology, so are really expensive.
Would be better competing at bottom of market. Golf carts, industrial cars, small cars. ie competing against non consumption. Eventually will reach the top.
On line learning. Harvard business school safe from it because need interactive discussions guided by professors on cases which can't be done on line. Or can it? Yes it can with appropriate technology. Remote discussion can be orchestrated by skilled teachers on line. Lovely picture of an iPad on a robot, complete with bow tie running a course remotely.
Higher education historically has acted using the visible hand of managerial capitalism. I was so entranced by the explanation of this I forget to make notes. Google it :-)
In the future, will move to the invisible hand of informed capitalism.
Modularity will make HE less integrated.
Has happened in technology, you can compete on functionality and reliability by using a propriety independent architecture.
To compete on speed, responsiveness and and customisation need a modular, open architecture,
Good examples from smartphone. Eg Palm vs RIM early on, pAlm were modular but RIM won because v closed therefore more reliable. Too early for open.
Then Apple vs RIM, Apple won, half way between propriety and open.
The android, completely modular.
So many tech companies gone, eg Silicon graphics, SUN, DEC, Wang. All made better and better products, that no-one wanted.
The companies that win are the ones that differentiate their products, eg Apple.
In Higher Education, same thing happening.
Historically how courses interact with each other is unfashionable, but little by little standards are starting to emerge for on line course. Accreditations are being established. Moving towards a module architecture.
Outsourcing often sets in motion disruptive business model liquidation.
Example of Dell gradually outsourcing different components to AsusTek until they didn't exist.
Disruption is always a great opportunity before it becomes a threat because it competes with non consumption
Remember modularity. Where you make the money in the future isn't where you make the money in the last.
Higher Education needs to look at different models for delivering teaching. Don't go head to head with traditional models.
- Posted using BlogPress from my iPad
Friday, 26 September 2014
Quick round up before EDUCAUSE
Quick round up before going off to EDUCAUSE at the weekend. On Monday myself and the Assistant Directors went on a visit to another University to look at how they organise themselves to deliver services. We talked a lot about service management, service portfolios and IT support structures. Always good to learn from others.
I've also been to Oxford for a conference organising meeting, and we're getting very close to having a full programme. In fact, by biggest worry now is that we'll have too many speakers.
Another meeting was looking at the resources we'll need to run the new Diamond building, which is coming on apace. Great to see the cladding going on it now.
Finally a meeting about our review of our student system, where we spent some time discussing the relative merits of buying a package, or writing our own. Writing our own comes in many flavours, ranging from starting again from scratch, redeveloping the one we've got, working with a consortium such as Kuali, or implementing a hybrid solution where we use modules from suppliers and integrate with in-house modules.
Now I'm off to EDUCAUSE for the annual conference - will try and blog about as many sessions as possible!
I've also been to Oxford for a conference organising meeting, and we're getting very close to having a full programme. In fact, by biggest worry now is that we'll have too many speakers.
Another meeting was looking at the resources we'll need to run the new Diamond building, which is coming on apace. Great to see the cladding going on it now.
Finally a meeting about our review of our student system, where we spent some time discussing the relative merits of buying a package, or writing our own. Writing our own comes in many flavours, ranging from starting again from scratch, redeveloping the one we've got, working with a consortium such as Kuali, or implementing a hybrid solution where we use modules from suppliers and integrate with in-house modules.
Now I'm off to EDUCAUSE for the annual conference - will try and blog about as many sessions as possible!
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