1. A Mixed Learning Strategy
for Pervasive Learning
Systems at Workplace
A. Bouzeghoub, S. Garlatti,
K. Ngoc Do, C. Pham Nguyen

2. Outline
• Introduction
Pervasive Learning Network Project
• Learning at Workplace
• Situation-based Learning Strategy
• Activity-based Learning Strategy
• A Mixed Strategy
• Conclusion / Perspectives
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3. Introduction
page 3In Proceedings of mLearn201020-22/10/2010

4. Pervasive Learning Network Project
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Postal Services Company
E-retail group
National Research Agency

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-Deliver mail
- Answer to a customer
- Etc.
Working Activities
- Continue to revise knowledge, products,
procedures,
- Reflect on past problems
- Etc.
Learning Activities
Postman’s
Round
With a customer
Deal with problems
Postman at Office
« just-in-time »
« just-in-case »
P-Learnet Project
- Information retrieval on a customer or
an address
- Seeking help / advice from colleagues
- Search for problems and their solutions
- etc.
Learning Activities

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John in shop
Products
1) John with a customer
- Answer to a customer
- Doing a demo
- Presenting products in a tabular
form for a comparison
- Etc.
Working activities
- Continue to revise knowledge, products,
procedures,
- Reflect on past problems
- Explore knowledge on a new product
- Etc.
Learning activities
2) John, alone
« just-in-time »
« just-in-case »
P-Learnet Project
- Information retrieval on a product
- Seeking help or advice from colleagues
- Search for problems and their solutions
- Etc.
Learning activities

7. Learning at Workplace
page 7In Proceedings of mLearn201020-22/10/2010

8. Learning at Workplace
• Features
– Enhance business performance and quality
• Focused on working activities: situated Learning
– Acquire new knowledge, meta-knowledge and skills
– Reflect on business processes
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9. Proposal
• A Mixed Learning Strategy based
on
– A Situation-based Learning Strategy
– An Activity-based Learning Strategy
• To ensure learning in context, across
contexts and seamless learning
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10. Situation-Based
Strategy
page 10In Proceedings of mLearn201020-22/10/2010

11. Th
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The Process

12. Seamless Learning at Two Levels
• At learning object level
– New situation : the system enables an employee to
continue his/her activity with the same entity or an
equivalent one.
• At domain concept level
– New situation : an employee may go on to acquire the
same knowledge and / or concepts.
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13. Advantages/Drawbacks
• Advantages
– Push and pull modes
• Employee oriented and system oriented
learning according to the current situation
– Recommendations
• Drawbacks
– Do not guarantee learning consistency
– Unknown employee intention
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14. Activity-Based
Strategy
page 1420-22/10/2010 In Proceedings of mLearn2010

15. The Process
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16. Activity / Tasks
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Abstract Tasks
Atomic tasks
Atomic tasks
Atomic tasks
Abstract Tasks
Structured Activities
Non Structured Activities
Semi-Structured Activities

17. Seamless Learning
• A structured activity organises and coordinates a
set of sub activities
– Meaning, consistency, etc.
• From situation history, the states of pairs (Task,
Method) (which have been interrupted) are used
to provide the relevant ones
• For structured activities, a competence model is
used to provide the next relevant way to achieve
a task
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18. Advantages / Drawbacks
 Advantages
 Employee intention is well known
 Precise situations
 Global consistency of activities and sub-activities
 Drawbacks
 All activities cannot be structured
 All activities cannot be pre-defined
 As a pre-defined activity is well known selection
criteria are more constrained
 Sometimes, no activity at all is proposed
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19. Mixed Strategy
page 19In Proceedings of mLearn201020-22/10/2010

20. A Mixed Strategy
• Situation-based and Activity-based Strategies are
interweaved
– To « suppress » some drawbacks
– To deal with more situations and activities
• Pre-defined or not
– To enhance seamless learning and working
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22. Situation-based vs Activity-based
• Activity-based  Situation-based
– No activity proposed, too many constraints
– Recommendation of entities (automatically)
• Situation-based is less constrained
• Situation-based  Activity-based
– Manually in push and pull mode
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23. Conclusion
Perspectives
page 23In Proceedings of mLearn201020-22/10/2010

24. Conclusion
 Advantages
 Push and pull modes
 Employee oriented and system oriented learning
according the current situation
 Recommendations
 Employee intention, well known
 Precise situations
 Global consistency of activities and sub-activities
 Management of competences
 Learning and working consistency
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25. Perspectives
 Seamless Learning
 Enhance the proposed strategies
 Design a prototype supporting the mixed
strategy
 System Evaluation based on
 Performance and quality
 Collaborative learning
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