Open ed14 - Creativity with Control
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Short presentation about blending traditional and agile methodologies to delivery OER educational research projects
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Open ed14 - Creativity with Control
- 1. CC-BY 4.0 Bea de los Arcos Beck Pitt CC-BY
- 2. OpenEd14: Achieving the Potential of Open Creativity with Control: Improving the quality of open education research through a blended project management environment Gary Elliott-Cirigottis Claire Walker
- 3. How do you create the right project environment to • accommodate the CREATIVITY required to discover brilliance But • also provide the CONTROL that delivers what was requested?
- 6. Keyword Hypothesis Our Hypotheses Performance OER improve student performance/satisfaction Openness People use OER differently from other online materials Access OER widen participation in education Retention OER can help at-risk learners to finish their studies Reflection OER use leads educators to reflect on their practice Finance OER adoption brings financial benefits for students/institutions Indicators Informal learners use a variety of indicators when selecting OER Support Informal learners develop their own forms of study support Transition OER support informal learners in moving to formal study Policy OER use encourages institutions to change their policies Assessment Informal assessments motivate learners using OER
- 7. Project Management Challenge 1 This is research – you don’t know what you’re going to find Traditional waterfall/planned approach – assumes events are predictable and activities well-understood, follows sequential flow, phases once complete won’t be re-visited.
- 9. Project Management Challenge 2 • Distributed collaboration model • Researchers assigned to specific sector and collaborations • This nature of model had risk of lack of PM oversight of what project was delivering.
- 10. OER Impact Map http://oermap.org
- 11. Project Management Challenge 3 • Need for all researchers to work together to produce some of the project products and deliverables • Risk of project having multiple perspectives and voices rather than one voice for some of the overarching deliverables
- 13. Project Management Challenge 4 • Global Research Remit • Size, scope and open approach means possibility of researchers following tangential ideas putting coherence of research at risk
- 15. Blended Methodology Agile Principles Traditional Project Management Gary Elliott-Cirigottis CC-BY Gary Elliott-Cirigottis CC-BY
- 16. Agile = iterative, incremental approach, So what's learning Agile? from each cycle, dynamically adjusts to changing requirements.
- 17. 4 Principles of agile (Beck et al, 2001): 1. individuals and interactions over process and tools 2. working software over comprehensive documentation 3. customer collaboration over contract negotiation 4. responding to change over following a plan
- 18. Agile Scrum & Sprint Cycle Sprint Backlog Daily Scrum Meeting 24 Hours Product Backlog As prioritized by Product Owner 30 days Product Increment Backlog tasks Sprint Cycle
- 21. Initiation Stage 1 Stage 2 Stage 3 Stage 4 Project Close Traditional Project Management Methodology
- 22. Stage 1
- 23. So what did we learn?
- 24. • We need the foundation of the traditional method • Easier to change focus in agile • We delivered better quality via blended • Clearer perception of project status in agile
- 25. Questions?
- 26. Thank you for Listening! http://oerresearchhub.org http://oermap.org Twitter: @OER_Hub
- 27. in service of The Open University
- 28. in service of The Open University
Hinweis der Redaktion
- Morning Everybody, Isn’t great to be at Open Ed? Well this was my view this morning whilst I was out taking in the sites.
- Intro Yourself. This is is un-ashambly a presentation given my a project manager. Quick Show of hands before we get started. Who in the room is a Project Managers/Administrator/manager/ and who is an academic or teacher? Hoping this presentation will help you with some of the challenges that you all have in your work in delivering your Open Education Projects. Value: A robust and professional Project management environment will give you the best possible chance of a success project outcome and I like to get successful outcomes and create an environment that allows our researchers to undertaken the best possible research, that has the best possible impact. We are exploring what it means to be open and the impact or open, and that has had an effect on how we have managed this project. Different project prospective – get an idea of the difficulties of the doing things in this way These are some of the challenges of working in the open that we have encountered and this is our response from a project management prospective. So here we go! I’m going to give an overview of the why but I hope because I want to spend time of what we did.
- The OER Research hub had set of Project management challenges The more Open we are the less control we have: Other Presentations: We could be in a herding cats situation.
- This is how we normally do it.
- Delivery and Control Include: Gants etc from project control: The foundation of the project are these more traditional project management methodologies. Portfolio, Programme and Project Management is a key factor in the success Institute of Educations. We have a dedicated professional team and a successful delivery. We have been set a task my our funder, we need to deliver what we said we would deliver. EU funders even worse. Change happens when you’re in a project, its about how you deal with it.
- Reemphasis that this project is doing something new. Randome sprawl, Openness and working in the open,. The an assumption of the project that these will be investigated openly. What ever we want to take from that.
- ----- Meeting Notes (18/11/14 23:10) -----
- ----- Meeting Notes (18/11/14 23:10) ----- 17 collaborations we're working with Global : K12, Community College, Higher Ed and Informal learners
- ----- Meeting Notes (18/11/14 23:10) ----- Distrubted - Global - Assigned to each Sector - Been successful Great for them - Not so great for me as a PM, trying to keep tabs on whathas been delivered.
- ----- Meeting Notes (18/11/14 23:10) ----- We have a software element to the delivery
- ----- Meeting Notes (18/11/14 23:10) ----- We're going to need them to come together to produce things But they all out there doing their own think in different areas around the world working Openly. Finding what they can fine. That's a problem!
- Picture form Beck:: Less, planned out, less unity in the these, different areas of expertise and needs then they don’t over lap with the hypothesis
- Draw this out in terms of familiarity to the audenice and how this feels. So we needed to do something. Tell Future Learn Story here. Software platform development. Change happens when you’re in a project, its about how you deal with it. ----- Meeting Notes (18/11/14 23:10) ----- How do you make that fit this! We all know change happens within a project but how you deal with it.
- Research is creative process – this blended approach gives you the opportunity to keep control but allow that creative process to happen. Its repeatable, etc et c
- Agile Team Traditional – product based
- Traditional Sprint. Scrum. We were experimenting/playing 1 day – 1 week How we blended here
- May be include the map: You this to fit where we have evidence or not? Empty Hypothisis Slide 5 – Our blended approach Project began as planned staged approach (PRINCE 2 methodology) and we maintained this approach for the overall project, there were the elements of the research and the project delivery that we implemented the Scrum approach for – the hypothesis synthesis was an area that leant itself to the iterative short burst cycles Process: Product Backlog Refinement (product owner and scrum master) Sprint Planning meeting – determine sprint backlog from product backlog and initial sprint tasks Daily scrum – stand-up max 15 mins, tasks done, tasks to do in next day, issues/impediments to completing tasks (further discussion/questions etc can happen outside the scrum)
- This us working on an example: Hypothesis Review: Evidence gathers around each review – Sprint review meeting – review of products produced (outstanding or incomplete return to product backlog for next sprint) Sprint retrospective meeting – reflection on sprint process (actions to adapt for future sprints) Pairs work – worked well with hypothesis review – researchers initial draft, read/feedback, re-draft, pairs writing and reviewing of other collaborations Visual control – used google doc Co-located – had difficulties when trying to use the method virtually Adaptive control – PM as facilitator/leader not “control/task master” Collaborative development – feedback and improvement Feature-driven development – focus on one feature at a time Cycles of Hypothesis review - 11 Hypothesis going on all time. Judge whether it was positive or negative.- is the evidence complete. Does the evidence support or refute the Hypothesis. Moving the project to fine what was missing. Included the fellows/collaborations in that process, so that we could be confident that the evidence that we do have is useful. Impact Map -
- Delivery and Control Good project management starts during the proposal development. Successful delivery is built into the project from the beginning (we learn from each project that we complete, OLNET) This is a complex project, which is pushing at the edges of what’s possible in field. Hypothsis, collaborations process, fellowships, We’re Building a sustainable mobile. We’re preparing for the what next and how support the expanding of the work of research, so that their ambitions that be realised. WP- Structure – Clear Roles Keeping the research discussion separate from the monitoring of the original proposal. Never lost sight of what we set out to achieve for Hewlett We actively built in the capacity to give us flexibility to deal with change – Staff Changes, collaboration changes. Allowing the research to guide the activity but still focus on delivery.
- Planned Sprints – for specific events
- You need to know and understand art music before you can abstrct it, Jazz etc Catherdral; Structural, horzontal power structures: bizzare : Flat structure – more open.