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JISC DEVELOPMENT PROGRAMMES Project Document Cover Sheet PROJECT PLAN Project Project Project ID Acronym Project Title Emerge Start Date March 2007 End Date March 2009 Lead Oxford Brookes University Institution Project George Roberts Director Project Marian Samler Manager & Operations Manager Association for Learning Technology contact Gipsy Lane, details Headington, Oxford, OX3 0BP email@example.com Partner University of Essex Institutions Project Web www.JISC.ac.uk/emerge URL Programme Users and Innovation: Programme Support Name (and number) Programme Lawrie Phipps Manager Document Document Title Project Plan Reporting Period Author(s) & project role George Roberts, Director / Lawrie Phipps, Programme Manager Date 22/ 6 / 07 Filename Emerge Project Plan URL Access General dissemination Document History Version Date Comments 1 1/02/07 Initial draft of project plan 1.1 22/06/07 This version . Emerge Project Plan Overview of Project 1. Background Emerge is the support project for the UK Joint Information Systems Committee (JISC) Users and Innovation Programme. The aim of the Emerge Project is to support the JISC's forming of an "effective and sustainable community of practice" (CoP) around the Users and Innovation Development Model (UIDM). The UIDM is seen as an essential component within the JISC e-Framework by providing a standard approach to the development of a new generation of innovative, useful and usable web services. The CoP will play a formative role in owning and refining the approach and providing heuristics on the use of the method. The UIDM is not a prescriptive; it is a guide based on the selected use of user-centred approaches. The Guide will be made available through the e-Framework website to the wider JISC community and other interested parties. On this site we will be building an infrastructure and tool kit for the CoP focused on the needs of the project teams who have applied to the JISC to participate in this programme. The project will support the CoP through specific activities including blended face to face and online community facilitation workshops, seminars and other events. We will be developing UIDM, social software and community tools training events and materials. This activity will be announced through this site. This programme and project are trying to break new ground. Therefore we are taking a research-led approach. The project recognises that consultation is critical, ownership is essential, and an openness to the unexpected is expected. 2. Aims and Objectives 1. To support the JISC’s forming of an effective and sustainable CoP 2. To provide an appropriate infrastructure and tool kit for the CoP 3. To support the CoP through specific activities a. Blended f2f and online community facilitation workshops, seminars and other events b. Social software and community tools training events and materials 4. To support the JISC in developing the next generation of learning, teaching and administration technologies through the use of the UIDM 5. To support the CoP in understanding the value of the UIDM 6. To support project teams in the use of the UIDM 3. Overall Approach The approach implements the Users and Innovation development model, which is based on the experiences of the JISC Virtual Research Environments (VRE) programme and describes design and development principles and good practice that prioritise the needs of users in the implementation of technology and practice. The proposed approach takes elements from established software development methodologies, particularly Participatory Design, and Rapid Application Development. The combination of these represents an evolutionary approach to development where users and developers collaborate closely and share common understanding of the application being developed, thus leading to better quality and fitness-for-purpose of the software produced. The model, shown below, iteratively follows a ‘figure of eight’ cycle of development activities, assigned to stages (and mapping onto phases for the purpose of the Next Generation strand). Broadly these activities move participants through observations of need → generation of solutions (such as brainstorming) → technical development (building) → testing and integration into context → implementation → observation → and so on, iteratively refining the technology or practice development and implementing through piloting exercises. 4. Project Outputs The project is primarily supporting the JISC U&I Programme and therefore aligns with the programme outputs. Outputs will include developments in technology and developments of practice. The former will be grounded in service oriented approaches and support the e-Framework. Developments in technology will be based on the needs of real end-users, and will provide inspiration to evolve practice and influence cultural change (the latter through adoption and embedding next generation technologies in real institutional contexts). Developments in practice will be encouraged by basing approaches around careful consideration of the needs and requirements of multiple stakeholders; individual, departmental and institutional, working in real contexts. 5. Project Outcomes • Contributing to a sustainable e-Learning CoP by o Building CoP specified tool kits and support mechanisms o CoP Hub built on Elgg platform o Reporting insights into the development & sustainability of CoP o Project guides “blogged” through CoP hub and “productised” o Facilitation of blended sessions and seminars with recorded outputs (websites, guides, project documentation) o Scenarios • Adding to e-framework knowledge base: o Usage Guides: Training manuals on UIDM; UIDM Heuristics; and UIDM refinements o Consistent, valid and valuable contributions from Call II and Call III projects 6. Stakeholder Analysis Strate Cont Commerci Techni Financ gic ent al cal ial UK institutions Senior X + X + university + advisors/ policy/decisio n makers End-user Communities End-user + + X Teaching X communities (including subject centres) Research + + X End-user X communities Developer communities + Web 2.0 x + developer communities JISC X X Developer + + communities (projects) JISC JISC X x X programmes + + and services JISC X Committees + Other Funders X X + + Vendor/develo per industry X X X + + + X CoP outputs + 3 e-admin projects / 20-odd post-NGE projects - Tic-TOC; ECPD; Leeds Met 7. Risk Analysis Risk Probability Action Community Organisations Low: the JISC driven Ensure close examination of reticent about imperative will ensure at least organisational needs and wants and 'signing up' weak engagement. what they would want to disperse to Organisations and individuals their members Ensure visibility of UK will sign up, but will they organisations stay? Communities Medium/high: this is the Network will exist to mitigate Increase do not biggest risk. The tradition of the community directed activities such coalesce autonomy in academia and as workshops and events the climate of competitive tendering and resource restriction are factors that may militate against wide communities Personal Medium: the usability of the Use slideshare, delicious, blogs and visibility low portal will be key wikis, YouTube and so on Community is Low: however we wish to Set up “Community 100” community swamped maintain a permeable outer space in Emerge Platform where layer, with increasngly community-only activity goes on; within impermeable walled gardens this space sub clusters can be formed; parallel to Community 100 space, Project Team Space, Steering Group space and others may be set up. Top level open community rights need to be established and implemented. Ideas Medium/high: the call is very Pull together key people for tightly generation widely cast and the focused workshop on issues too wide in community inchoate at scope and present. Academia creates unfocussed diversity and difference. Harnessing and valuing this will be critical Community Medium/high: there are life- Ensure that activities, events and news becomes cycle issues and transition to are well timed static sustainability for all projects. Bidding Medium/high Ensure that the members within the process community are able to indicate and forms a negotiate their expectancies and role barrier to within the community – ‘why did I join’ community Ensure project is not a “bidding club” but formation seen as an ideas factory where other (trust issues) sources of funding are sought Technology Platform is Medium: there are indications If necessary reduce dependence on the not able to that there is dissatisfaction Elgg platform, keeping it as a blog meet with the platform; equally aggregator and announcement expectations there are large installations serviceand move activities to distributed using it enthusiastically Web2.0 tools Minimal Low: most projects now put Make sure every member has access to content input out RSS feeds and content the appropriate Web 2.0 tools for from will largely be aggregated, producing content Build shared artefacts members surfaced and made visible rather than originated User needs Medium: this is an Ensure access to agile programming uncover opportunity as much as a risk support is available feature requirement Platform Medium/low: Elgg has a Investigate alternate hosting options; provider small team and Curverider is Brighton is a possibility unable to a small company taking on a maintain big job. We have faith in them service as suppliers continuity Team Core team Medium: all staff are highly Maintain close relations with CoP member committed but also have a lot members and ALT; keep list of possible unable to of work on consultants to fill breach; maintain open fulfil tasks communication JISC JISC Medium Ensure all deadlines have caveats schedules attached allowing slippage as needed to change; fit with larger organisational rhythms delays in issuing calls 8. Standards Not Applicable 9. Technical Development Not Applicable 10. Intellectual Property Rights The Project is addressing the IPR issues within the Users and Innovation Community, this is currently being further developed with the U&I Programme Manager and the JISC IPR Consultants Project Resources 11. Project Partners The project partners are Oxford Brookes University and the University of Essex. 12. Project Management Structure Project Director (George Roberts) Assistant, Finance (Marje Bolton) CoP Task Manager UIDM Task Manager (Marian Samler) (Chris Fowler) Assistant Assistant (Rebecca Dean) (Alison Lealman) WP1 WP3 (Josie Fraser (ALT Rebecca Dean) Marion Samler) WP5 WP6 WP7 (Michael Gardner) (Isobel Falconer) (Glenaffric) WP4 WP2 (Rhona Sharpe) (Steve Warburton) CoP Project Team: meets monthly & monthly audio w/ director UIDM Project Team: meets monthly & monthly audio w/ director 13. Programme Support This project takes on the programme support role for the JISC U&I Programme. 14. Budget As per proposal Detailed Project Planning 15. Work Packages The figure is adapted below to demonstrate the emerge project workpackages superimposed on to the UIDM. Work packages 1. Community Development 2. User Engagement 3. CoP Administration 4. CoP Study, Assessment & Evaluation 5. UIDM Refinement 6. UIDM Training & Support 7. UIDM Dissemination, Monitoring & Support 16. Evaluation Plan The project and its outcomes will be evaluated continually throughout the project time frame. The Project will use the Programme Evaluation and assist the Programme Manager for U&I to elicit relevant data. Evaluating by work package (These work packages relate to the wider JISC U&I Programe, and represented here as part of the Emerge Project because of the role in supporting the wider programme) Each of the U&I workpackages have associated outputs and outcomes, these provide the basis for the evaluation questions and indicators. The table below gives an indication of the activities, outputs and outcomes to be evaluated. Whilst the table in the full plan gives comprehensive details about the early and later activities and early and later outcomes, this overview as been written in a briefer format for ease of reading. Resources (workpackage) Activities Outputs Outcomes Workpackage 1 Raising awareness of the U&I approach. The September Circular. Healthy number of applicants bidding Pre Call Preparation Scoping of existing practices and Articulation of the U&I model into the U&I Community. 25k literature. DfES Web 2.0 event. Increased awareness of new Programme Team Development of U&I development model. technologies. Consultation with JISC community. Increased awareness of the U&I Working with other Programmes to Community. minimise duplication. Model adopted/adapted. Establishment and running of a Successful Community. Workpackage 2 Develop and issue the ITT 4 Scenario Planning Workshops. Scenario Planning capability within the Phase 1: Scenario Development and refinement of Scenario Planning Toolkit. U&I Team (inc. Support Projects). Planning capacity workshop activities Training Workshop (JISC U&I Team). Awareness of Scenario Planning 25k Development of Toolkit based on techniques. CiBIT consultants workshop feedback and consultation Scenario Planning capability in wider Range of Delegates JISC Development Team. (JISC and JISC Use of Scenario Planning to support Community) individual Projects and Programme Planning. Workpackage 2 Phase 2: Facilitation of Scenario Thinking / Planning activities at F2F / online event(s) for U&I community 23k Workpackage 3 Needs analysis for supporting studies. Peer Review of Preservation and Web Increased cross programme working in Supporting Studies Working with other programmes to 2.0 Report. web 2.0 areas. 175k support their scoping of next generation Studies ITTs that work across other Sponsorship of IPR consultants technology ITTs (e.g. Preservation and programmes workpackage on Web 2.0 Repositories) IPR Consultants web 2.0 study Identification of further Gaps in support Work with IPR consultants on IPR and studies web 2.0 Working with Support projects to conduct further needs analysis Workpackage 4 Draft early competency requirements in ITTs for complimentary work to run Greater capacity for comms related Benefits Realisation conjunction with Comms and Marketing concurrently with support projects activity throughout the programme. 375k plan. Improved sector engagement. (commence Sept 07) Work with Support Projects to identify needs to realise the benefits from the project. Develop Evaluation Mechanisms for the Community of Practice. Identify Benefits from CoP outputs and funded projects. Workpackage 5 Drafting of Circular Activities run in accordance with the Improved quality of funding application. Next Gen Tech and Development of Community Model Support Projects Workplan. More systematic approach to user Practice Defining of Support Competency Matrix Outputs associated with the UIDM, inc. engagement in development cycles. Support Projects overseeing phase 1 paper pilots, user needs analysis, A sustainable community of developers Phase 1: Community community activities stakeholder anaysis and practitioners that support the of Practice Support projects supporting phase 2 Tools and Demonstrators development of practice and technology development activities in accordance Models. using service orientated approaches in a with the UIDM rapid and agile way and to inform further Circular call for Phase 2 development JISC initiatives and programmes. projects Workpackage 5 Wider technology development, Next Gen Tech and implementation and piloting based on Practice U&I Community demonstrated need. This will be enacted by the funding for Phase 2: the development of tools and pilots in Development and line with the U&I development model Implementation Workpackage 6 Drafting of Circular. Activities run in accordance with the More systematic approach to user Personal e-Admin for Development of Community Model. Support Projects Workplan. engagement in development cycles teachers and Defining of Support Competency Matrix. Tools and Demonstrators A sustainable community of developers researchers Support Projects overseeing community Outputs associated with the UIDM at and practitioners that support the activities later stages of maturity development of practice and technology Support projects supporting phase 2 Models. using service orientated approaches in a development activities in accordance rapid and agile way and to inform further with the UIDM. JISC initiatives and programmes. Reduction of administrative overheads on practitioners Workpackage 7 Drafting Circular for Support Projects Evaluation Strategy for Community, Iterative improvements to UIDM. Formative Evaluation Discussions with Support Projects’ UIDM, and Development Programme Iterative improvements to Programme 150k Teams to refine evaluation strategy Outputs Management and Management Best Practice guides Approaches. Case Studies Iterative improvements to management Feed back reports to the U&I Community. Dissemination Copy Improved development project outputs. Improved sustainability strategies. Tailored community and model approaches suitable for cross programme deployment. Improved take-up of development project outputs. Improved user engagement and relevance. Workpackage 8 Appointment of relevant staff. Programme Definition Improved programme management. Programme / Development of Programme definition. Contribution giant programme meeting Improved community engagement. Community Staff Training. (TBC). Improved programme design and Management Liaison with Support Projects to develop Programme Meetings (TBC with Support management practices. 500k programme activities e.g meetings. Projects). Organising the Next Generation Project Visits. Environments Event (100 delegates, Community Member Visits. International Speakers, B’ham). Next Generation Environments Event. Next Generation Environments Report. Workpackage 9 Support projects to assist community Support Project for engagement and benefits realisation Community around the U&I Community development Workpackage 9 Support projects to assist development in Support Project for line with the U&I Development Model Users and Innovation Development Model What questions are being asked and how will we measure the answers? The basis for the U&I Programme evaluation strategy is premised on six broad questions, that will then be unpicked and broken down throughout the lifecycle of the programme. The six broad questions are: 1. How effective is the community approach for members and those it has engaged with? 2. How well did the UIDM fit the JISC community engaged in the Programme? What needed changing and why? 3. What, if anything, would need to be done to the UIDM to make it applicable outside of the U&I programme? 4. How successful as the approach been in widening and deepening engagement? 5. How successful and comprehensive have the project outputs been at each stage in the UIDM (inc. tool and demonstrator deliverables)? 6. How effective is outsourced programme support? How effective is the community approach for members and those it has engaged with? Indicators Baseline Source of information Collection method Schedule Improved applications for Community approach not Literature review currently Feedback and reflection from Summative and Formative further funding. trialed in the JISC, identify being undertaken. community members and evaluators. Better user-relevance for similar approaches from support projects. Programme Manager. project outputs. elsewhere. Analysis of applications against the criteria for funding. Use of project outputs. How well did the UIDM fit the JISC community engaged in the Programme? What needed changing and why? Indicators Baseline Source of information Collection method Schedule Formative evaluation at each UIDM is a new JISC Model, Other Programme definitions . Through focus groups within Summative and Formative stage of the UIDM. this is the first time out. the community. evaluators. Community Feedback. Comparative analysis with Feedback and reflection from Programme Manager. VRE programme and other community members and programme designs. support projects. What, if anything, would need to be done to the UIDM to make it applicable outside of the U&I programme? Indicators Baseline Source of information Collection method Schedule Perceived need / request from Other programme JISC Programme teams, other Reflective analysis of Consultants. other programmes / approaches. ‘sector’ teams. evaluation of community Programme Manager. communities approach to assess suitability Other Programme Managers. with other programmes. How successful as the approach been in widening and deepening engagement? Indicators Baseline Source of information Collection method Schedule Broad range of users within Comms to supply data through Analysis of Community Through focus groups within Summative and Formative the community and ‘watching market research. Participants and Programme the community. evaluators. the community’. engagement. Feedback and reflection from Programme Manager. community members and support projects. How successful and comprehensive have the project outputs been at each stage in the UIDM (inc. tool and demonstrator deliverables)? Indicators Baseline Source of information Collection method Schedule Quality of output at stage n Baseline judged against Other Programmes. Analysis of bids for phase 2. Summative and Formative dependant upon quality of previous perceived success of evaluators. output at stage n-1 similar programmes not using Bids for Personal e-admin Interview techniques. Support Projects. Tools assessed against the model. projects invited into the U&I Programme Manager. software quality continuum for Quality of evidence Community. Support project’s evaluation at the intended audience demonstrated in the personal each stage of the UIDM. Evidence at each stage of the e-admin bids against phase 1 UIDM is evaluated through the of the UIDM. UIDM support project How effective is outsourced programme support? Indicators Baseline Source of information Collection method Schedule Range of activities available to Judged against the capacity of Community. Through focus groups within Summative and Formative community participants. the JISC programme team to the community. evaluators. Quality of service provision. deliver on the scale and Feedback and reflection from Programme Manager. breadth of what is required by community members. the community in order to facilitate successful outcomes from the model. Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Emerge: community presence & user engagement Benefits Realisation Phase: Project Plan Project Emerge Project ID Acronym (it is not an acronym) Project Title Emerge: community presence and user engagement - Benefits Realisation Phase Start Date January 2008 End Date March 2009 Lead Oxford Brookes University Institution Project George Roberts Director Project Marion Samler, Operations Manager Manager & Association for Learning Technology contact Gipsy Lane, Headington, Oxford, OX3 0BP details firstname.lastname@example.org Partner University of Essex, Association for Learning Technology Institutions Project Web http://jiscemerge.org.uk/ URL Programme Users and Innovation: Programme Support Name (and number) Programme Lawrie Phipps Manager Document Document Title Emerge – Benefits Realisation Phase: Project Plan Reporting Period January 2008 to March 2009 Author(s) & Marion Samler, Project Manager / George Roberts, Project project role Director/Chris Fowler, UE task manager Date 24/10/2007 Filename emerge_benefits_realisation_GR_V6.doc URL http://jiscemerge.org.uk/ Access General dissemination Document History Version Date Comments 1&2 16/10/07 Initial draft of project plan – Marion Samler 3 18/10/2007 George reDraft 4 19/10/2007 Marion and George discuss budget, management structure and WPs 5 19/10/2007 Final for discussion 6 24/10/2007 Further to discussion w/ LP and MS Version 2.1 01 April 2008 Further to Paul Bailey joining project Version 2.2 01 May 2008 Templating and waiting for input from Chris Fowler Version 2.3 02 May 2008 Further to management meeting discussion, input from Chris Fowler, Marion Samler, Patsy Clarke Submitted to JISC. Emerge Project Plan 17 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Emerge: community presence & user engagement Benefits Realisation Phase: Project Plan 1 Background: Aims and Objectives The Emerge project was established in January 2007. Emerge is the support project for the JISC Capital Programme, Users and Innovation strand. The wider aims of the U&I programme are for the JISC to receive a pool of high quality bids from which to be able to select for funding those that have the highest chance of producing projects which, • with agile development techniques • and end-user focus, • deliver value for money The specific objective of the Emerge Project is to support the JISC's forming of an effective and sustainable community of practice (CoP) around the Users and Innovation Development Model (UIDM). The UIDM is seen as an essential component within the JISC e-Framework by providing a standard approach to the development of a new generation of innovative, useful and usable web services. The first phase of the project was concerned with the establishment of the community, stimulating collaboration and forming project teams to respond to the Users and Innovation Project Call (JISC 02/07). The community was seeded with £200,000 for community events and other activities. These are reported on elsewhere. The second phase of the project is concerned with realising the benefits of the U&I programme. On 19 September 2007 the JISC Integrated Information Environment Committtee agreed to make £300,000 available to the U&I community for benefits realisation activities. This plan addresses the activities through the second phase of the project associated with the management of the benefits realisation funding. 2 Vision: aims On Tuesday 9 October 2007 a community meeting was held to envisage the future for Emerge. In the future, Emerge (or its successor/inheritor) may be a community of – and a front-end for – people working on cutting-edge educational technology systems integration and development, realising the potential of academically-focused social-networking with a light-weight personal profiling system, a “toolbox”, community map and address book, which becomes an international resource, anticipating standards. To work toward this vision, in the near future the Emerge project (and its platform) will support three inter-related things: • project funding and funded project development, focused, in this stage, on benefits realisation activity: including the “bazaar” (Work Package 1) • blended events of centrally orchestrated, community generated activities on and off line, aimed at building and celebrating community, sharing ideas, disseminating results, exchanging knowledge and artefacts: the “unconference” (Work Package 2) • developing a peer-review culture – critical, appreciative and reflexive, self-awareness of the network of actors and relationships in the CoP through collegial, scholarly, affiliative, and situated knowledge in practice: “the dragons’ den” (Work Packages 3 and 4) Emerge Project Plan 18 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 • making available a range of resources (e.g. tools, guides etc) to support the community in effectively engaging with their users 3 Overall Approach: Project-anchored, community led The approach to Benefits realisation will be anchored in the projects funded by the U&I programme and led by community members. Our approach: the open, learner-centred, appreciative social network is based on four hypotheses of project success: • Developing projects in a context where there is awareness of the wider activity in a field and an understanding of the alignments and gaps in that field will lead to increased success. • Putting the end user at the heart of the development process, eliciting user needs with a coherent set of qualitative methodologies, and adopting iterative, agile development techniques involving users at all stages will lead to increased success. • Taking an evaluation-led appreciative approach will facilitate community development. • Using community development processes and social networking the general quality of educational (learning) technology development projects may be improved, bringing benefits not just to the JISC but more widely to all sectoral funding agencies and stakeholders. 4 Project Outcomes Through the Benefits realisation phase, by providing inspiration to practice and influence on cultural change, Emerge will encouraged developments by basing approaches around careful consideration of the needs and requirements of multiple stakeholders; individual, departmental and institutional, working in real contexts. The project cycle is aligned with the Users and Innovation Development Model, and project outcomes are an expression of the Model, in a community development mode. Users and Innovation Development Model (UIDM) The outcomes of Emerge should be that, initially in the U&I strand and, subsequently more widely, educational technology projects: • are explicitly developed in a context where there is awareness of the wider activity in a field • better understand the alignments and gaps in their field • put the end user at the heart of the development process • elicit user needs through a coherent set of qualitative methodologies • operate with iterative, agile development techniques involving users at all stages. • take an evaluation-led appreciative approach to community development. Emerge Project Plan 19 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 5 Project Outputs The Emerge – Benefits Realisation project, through a coherent programme of seven work packages will: • Manage the benefit realisation programme (Work Package 1) 1 • Undertake specific activities to support the CoP (Work Package 2) anchored in funded projects and led by the community o Blended f2f and online community facilitation workshops, seminars and other events o Social software and community tools training events and materials NOTE: it is not a simple matter to disaggregate the work packages in this project. In particlar WP 1 & 2 are closely related. To a great extend community engagement and benefits realisation are achieved through through specific activities. In a real sense there is iteration and exchange through all the work packages. • Disseminate, communicate and embed project and programme outputs and transfer outputs from the CoP to the wider Educational sector, adding to the e- framework knowledge base (Work Package 3): o Usage Guides on Web2.0, UIDM o Consistent, valid and valuable contributions from Call II and Call III projects • Implement appreciative evaluation led methodology for capturing community development processes and steering the development of the CoP (Work Package 4). • Develop a User Engagement Guide (WP5) • Support the user engagement process (WP6) • Gather evidence of use of User Engagement processes (WP7) o The Benefits Realisation activities Work Packages 1, 2, 3 & 4 will be co- ordinated and articulated with the User Engagement team, UIDM support activities (Work Packages 5, 6, and 7). • Other work packages may be added to this plan to address the management of additional benefits realisation funding and sector intelligence studies. 5.1 Benefits realisation activities (WP1) There are three categories of benefits realisation activity: • synthesis • capacity building • increased uptake. Synthesis The main purpose of this activity is to synthesise the knowledge, experience and outputs from a set of projects within the Emerge Community [informed by external work as well] to form some more generalised outputs that can be used for further benefits realisation. Anticipated Outputs: Tools, guides, strategies for adoption and support mechanisms to promote additional up- take beyond original project plans i.e. wrapping project outputs to create a user guide Collation of scenarios, case studies, narratives, video clips etc. to support institutional cultural development. Additional items maybe created when they can show to be additional project outputs Position papers (for further discussion or consultation), Summary reports (based on a range of materials) that will contribute to programme level benefits realisation outputs to be developed by the Emerge Project. Briefing papers aimed at specific audiences. 1 This work package (WP1) has been extensively revised from the original plan. There is discussion as to whether to mark the original work package 1 as complete and add this as a new work package 8. For consistency with documentation presented to the JISC in October 2007, I retain the numbering, but acknowledge the significant development that has occurred in this area. Emerge Project Plan 20 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Synthesis can be achieved through a wide range of activities and could include cluster group meetings, un-conferences, community workshops etc. Capacity Building The main aims are to raise awareness and share knowledge of projects funded through the U&I programme at practitioner, technical support and managerial levels so that more people and new institutions are able to use U&I project products. This can be achieved through Collaborative workshops and activities that will increase skills/knowledge of participants across the community [or the wider sector]. Technical plug-fests or hands-on workshops (virtual or f2f) aimed at the developer community (which may be supported by the UIDM team). Proposals under this category should look to embed and support the uptake of successful U&I project products or provide “training type activities” in an innovative area to the wider community. This can be achieved through face-to-face or online activities, and where possible these should be aligned with existing programme and Emerge activities. (See Emerge calendar of activities http://elgg.jiscemerge.org.uk/content/Calendar). A proposal under this category must be led by an existing (or completed) project, but could be focussed around a Cluster, Emerge Community or any technical or social grouping and may involve external support bodies such as JISC Advisory Services (e.g. JISC infoNet, Netskills), Subject Centres or CETLs. Anticipated Outputs One or more successful interventions with reusable supporting materials such as “wrapped” products, user guidelines, technical documentation, etc. Increased up-take The main aim is to get more institutions/users successfully using the U&I Programme outputs/products. These institutions may be within the Emerge community or the wider sector. To achieve this, the proposal will need to: Provide freely accessible "wrapped" products Provide tools, guidelines, technical support, etc. Support understanding and awareness of product benefits to institutions. The proposal should provide an opportunity for the supported transfer of its U&I outputs between projects or to other institutions. This activity should supplement the proposer’s U&I project’s existing evaluation plans. Anticipated Outputs A report on the process of implementation in the new institutions. Showing what strategies were used, who was it necessary to engage at an institutional level, what lessons were learned, etc. This may take the form of case studies, structured report, etc. Mechanisms used to support take-up; such as packaged software or toolkits, instructions, guidelines, technical support, user documentation, developer documentation, etc The Emerge Bazaar The idea of the Emerge Bazaar is to have an online “space” within the Emerge Community/Second Life island which would consist of “market stalls” and “side shows” for projects/community members to promote and share their “wares” and offer small services. The primary function should be to support the concept of an “Ideas Forge” that will bring together members of the community to establish new projects and activities that could lead to further funded projects. The Emerge project will establish an online environment to support the idea of a Bazaar and provide mechanisms to facilitate the concept of an “Ideas Forge”: Emerge Project Plan 21 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 • Share/display outputs and products from there projects and activities – these may need to be harvested (manually or RSS feed?) from project web sites, blogs, etc. • Advertise project activities, [online] events or workshops, inviting members to participate. • Offer(free) or sell (££) professional (technical) services to projects from the community e.g. Eye Tracking Lab, Programmer Skills, etc. • Seek partners, where projects want partners to test projects or participate in trials, evaluate systems etc. • Offer services to the community. For example it is envisaged that the “Dragon’s Den” function of feeding back on project ideas could be offered as a side show within the Bazaar. Similar activities could emerge as self sustained services within the community after piloting within the Emerge project. The Emerge Bazaar will highlight the opportunities and needs of the community. This will require pro-active brokering between projects and assisting requests to be met by the community. The community could be asked to come up with further ideas. Funding is available as part of the Benefits Realisation phase of the Emerge Project to • Establish the Emerge Bazaar as a set of online communities or similar within the Emerge Web space and Second Life (working with the Emerge Technical Support) by the 22 April 2008. • Launch the Bazaar to the community as part of the activity weeks in April/May. The suggested date is Thursday 24th April. Format to be a 2 hour (10:00-12:00) simultaneous presentation in Second Life/Emerge Moodle/Illuminate with a breakout session on the afternoon (14:00-16:00) for projects to explore the site. • Provide continued support for the Emerge Bazaar until at least the end of March 2009 by promoting services, collating project outputs, brokering project skills and knowledge, suggesting/developing new services for the communuity. • Seek to make the Emerge Bazaar a self-sustainable service to the community. 5.2 Specific activities to support the CoP (WP2) A range of specific activities are being planned, including: • Online community event • Small project surgeries • The Emerge conference On-line Community Event (21 April – 2 May) The idea is to have a range of on-line activities over a 2 week period that will engage the Emerge community, support the writing of BR small project proposals, launch the Bazaar link with the NG2 Event provide UIDM activity There is some rationale for having these activities happening all at once. The NG2 event may stimulate some ideas for small BR projects. The Bazaar can provide space to sell or find resource for small BR project. The NG2 event will help to engage community members in Emerge and can join up those who manage to attend with those who can’t. Small Project Surgeries This will support ideas for benefits realisation small projects. A separate Community Invitation for these small projects will be released, inviting short expression of interest. A moodle course will be used to allow drafts to be submitted (as an assignment) and then a “panel” of dragons will give feedback. It is suggested that this should be open for the full 2 weeks and that community members should be encouraged to submit ideas that emerge from the on-line activities and NG2 event. It is possible that two synchronous surgeries could be hosted where Emerge Project Plan 22 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 proposals could be discussed with individuals in Second Life or Illuminate (or a tele-conf, online chat etc.). Suggested dates and times would need to be agreed. The Emerge (un)conference The idea is to have a week of focused “activity/discussion” around a “theme” [to be suggested by the community] that would generate a set of outputs relating to that theme. For example IF we asked the MUVE projects then we might expect as series of outputs such as • position papers on MUVEs, • L&T guidelines on MUVEs, • technical notes on using MUVEs etc. Considering the timescale we may wish to “invite” a cluster or another grouping to deliver tjis event in June. BUT we may want to ask for other ideas in the small BR projects that could follow a similar format. Emerging Mondays An informal series of social networking events: “happy hours”, “business breakfasts”, and “long lunches”, for the purpose of sharing project outputs and benefits realisation developments, increasing the social/affective benefits of community participation, and increasing facility with the use of platform tools and environments. Emerging Mondays will be held “in” Elluminate, SecondLife, face-to-face and asynchronously. 5.3 Disseminate, communicate and embed project and programme outputs (WP3) Synthesis and reporting Plans are being developed... Contribute to eFramework. Platform The platform, under the guidance of Creative technical support is to be used to facilitate increasing participation in the Emerge community, exposing the blended, participative communication and interaction, which underlies community development and co-operation, keeping the wider community informed and co-inventing/developing key elements of community participation activities including: • allowing community members to maintain and update their own contact details and help them to keep a record of the work of their sub-community so that the work is documented and made available to the wider community. Monitor the development of Community/Team profiles on the Emerge Web platform. • allow the implementation of dissemination strategies to publicise the work of the Project, focusing on the creation of multi-media elements, publishing and managing project outputs, online and printed, helping with project reporting requirements. • buildiong a bridge between the Emerge web platform and the project presence in SecondLife; helping to coordinate the streaming of media into and out of SL; and helping to support Emerge users moves into SL. The platform will remain based on Elgg for the duration of the project. The Elgg core is enhanced with three key elements: • Moodle for the managing of events and capturing of event-related outputs; appreciative inquiry outputs; and UIDM outputs. • Elluminate for conducting audiographic interactive sessions for online conferences, dragons’ dens and distributed meetings • Second life for immersive and augmentative distributed participation Emerge Project Plan 23 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Other web2.0 tools will be used as required, such as: • Google calendar • WetPaint wiki Projects are required to maintain a project presence on the Elgg platform and to use RSS to syndicate information into the Emerge site from other project sources. 5.4 Implement appreciative evaluation led methodology (WP4) Appreciative Inquiry (AI) is being used to support Emerge in its role of helping the JISC to form an effective and sustainable community of practice around the Users and Innovation Development Model (UIDM). AI is appropriate within the Emerge project because it is explicitly intended to be productive of positive change and acknowledges that the act of research has a transforming effect on the subject of research. AI activities are part of a research process that: • Is iterative and ongoing, • informs the community tasks and operations, • is a tool for positive change, • part of a shared, collective inquiry, and • involves multiple data collection methods and times. The AI evaluation will continue its approach of conducting regular data collection using a variety of methods including participant observation, reporting on these promptly and making summaries of the results and recommendations available to all community members. In addition, the AI team will continue our role in collecting feedback each of the Emerge communities activities (online and f2f events). In light of our experiences to date, the workplan includes two features: • Convening an expanded AI team, including bringing in 4 additional ‘data collectors’ from the community • Employing a researcher to repeat a series of interviews in June and November 2008. The data collectors will be recruited from non-funded members of the community, engaging them and their expertise in the community. The team’s membership will improve ownership of the AI work among the project team and make links with the other evaluators. The team will ensure a smooth process of making recommendations for activity and online design. The AI team will: • Consider each set of data collected and make recommendations for the project team • Contribute to the April online event, explaining AI to new community members and seeking their involvement. • Design of event feedback mechanisms and collation and synthesis of results • Trawl, participate in and observe the community and highlight examples of stories for sharing • Act as investigative journalists in any events, uncovering and publishing participants stories 5.5 User Engagement: Guide Development (WP5) The first year of the project developed a UE guide based around an adaptation of the original UIDM (i.e. a strong development focus). This year is focusing on more general User Engagement issues and linking these with existing JISC (e.g Infokits) and other relevant documentation. Further, the Guide is currently in text format and lacks case studies. This year will therefore also focus on making the representation of the guide more accessible and powerful for the community users by adding case studies and by the use of a knowledge representation system. The main outputs of the WP are a guide that is more: • useful by going beyond a development focus Emerge Project Plan 24 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 • meaningful through the use of relevant case studies and other heuristics • accessible and easier to use by the community members 5.4 User Engagement: Process Support (WP6) Support for the UE process currently takes two forms. The first is general support and awareness and this has been delivered as a central part of the community events (see WP2). The second form is more directed and responsive and deals with specific issues raised either at the project or cluster level. The mechanisms to address this need will be a mix of surgery (visits), workshops and presentations. The main output will be: • Focused and direct community support for the UE process • Better understanding of the application of UE from direct project experiences • An opportunity to identify key case material and heuristics 5.5 User Engagement: Evidence of Use (WP7) WP6 is designed to be reactive or responsive, whereas WP7 is more proactive. It will seek evidence of the uptake of the UE process, identifying success and difficulties and feeding these back into WP4 and WP5. The main outputs are: • A Guide informed through use • Further evaluation evidence to complement the AI approach (WP4). 6 Critical success conditions and criteria The first phases of the project led us to observe a set of conditions for community development success that might be described as being in dynamic tension. These are elaborated elsewhere (see: eFramework: “User centred design and development”, https://e- framework.usq.edu.au/users/wiki/UserCentredDevelopment) but, here, become the maxims for project operations that guide our approach: • Bounded openness • Adaptable model • Heterogeneous homophily • Structured freedom • Mutable stability • Multimodal identity • Sustainable development • Serious fun Success criteria are, of course, multiple. While communities of purpose might share conditions that could increase the likelihood of success, their success criteria will be contextualised and relative to their individual purposes. For Emerge, we suggest that our success, and the success of projects emerging from the U&I programme be determined in respect of these: • Real users are involved in development teams • Projects have visible and verifiable impact in institutions • There is an ongoing, reflexively self-aware, purposeful community of collaborators • Individuals share an affectionate recollection of the work • There is wider adoption - and adaptation - of the model • There are positive return on investment indicators Emerge Project Plan 25 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 7 Project Team The Emerge project Work Packages will be managed by nominated team members. • Work Package 1, Project Director, George Roberts with Project Manager Marion Samler and Benefits Realisation Manager, Paul Bailey: Manage the overall benefit realisation programme, and community liaison; • Work Package 2, Benefits Realisation Manager, Paul Bailey with Emerge Consultants Team (Community Architects) and UIDM Team: Undertake specific activities to support the CoP anchored in funded projects and led by the community o Blended f2f and online community facilitation workshops, seminars and other events including User Engagement workshops o Social software and community tools training events and materials • Work Package 3, Project Director George Roberts, with Emerge Consultants Team (Community Architects), Benefits Realisation Manager, Paul Bailey, AI Team and UIDM: Disseminate, communicate and embed project and programme outputs and transfer outputs from the CoP to the wider Educational sector, adding to the eframework knowledge base (in association with JISC programme level dissemination strategy): o Consistent, valid & valuable syntheses of outcomes from projects outputs o Audience definitions for JISC programme of dissemination o Content developed for JISC programme of dissemination including: o Usage Guides: AI, Social Networking for programme management, UE heuristics & refinements, descriptive grammars of user engagement practice and guides to practice improvement • Work Package 4, Evaluation Lead, Rhona Sharpe: Implement Appreciative inquiry (AI) led methodology for capturing community development processes and steering the development of the CoP • Work Packages 5, UE: Guide Development, Chris Fowler: To develop a guide to support the community engage with users at a number of implementation stages (ie at design, development, evaluation, change management etc) and to understand how the UE process interacts with other higher level issues (e.g. project management; legal and ethical , pedagogical etc). Case studies exemplifying good practice both within and outside the community will be identified and appropriately embedded in the UE guide. Finally, there will be an activity led by Nik Bessis to populate a knowledge Emerge Project Plan 26 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 representation system in order to provide the community with easy and powerful access to the UE material. This WP will work closely with WP3. • Work Package 6: UE: Support, Isobel Falconer. WP6 aims to provide specific support for the UE process. This support will be offered as part of the WP2 events as well as the provision of more dedicated and focused workshops/surgeries to address specific cluster or project needs. • Work package 7: UE: Evidence of Use; Veronica Adamson. WP7 aims to collect evidence of the impact of UE process on the project. The evidence will be used by WP5 as a formative input to the Guide’s development, and WP4 as part of the overall evaluation of the community’s development processes. In addition to the named managers responsible for the Work Packages, the team has other key members. Creative technical support/Technical Lead/Platform Development (Joe Rosa) The Technical Lead will • advise on the development of the platform, advise on appropriate applications to support the project Work Packages, undertake user needs analysis with Community members and support the platform accordingly; • work with the core project team to facilitate increasing participation in the Emerge community: co-inventing and developing key elements of community participation activities Community architects: Communication, networking, events and dissemination team The Community Architects are a group of consultants, who work with the project on an occasional basis under a common framework agreement at the request of the Project Manager. The membership of the group is not fixed and an invitation may be given to the community seeking expressions of interest to join the group. The Community Architects may, at the request of the Project Manager • assist with the design, structure and organisation of scheduled face to face and online events • drawing on emerging project ideas, facilitate community use of the social networking platform • contribute to the emerging appreciative inquiry research into the development of successful communities • create podcasts or other communication channels • undertake other project activities as may be requested by the Project Manager. 8 Stakeholder Analysis Strategic Content Commercial Technical Financial UK institutions Senior X + X + university + advisors/ policy/decisio n makers End-user Emerge Project Plan 27 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Communities End-user + + X Teaching X communities (including subject centres) Research + + X End-user X communities Developer communities + Web 2.0 x + developer communities JISC X X Developer + + communities (projects) JISC JISC X x X programmes + + and services JISC X Committees + Other Funders X X + + Vendor/develo per industry X X X + + + X CoP outputs + 3 e-admin projects / 20-odd post-NGE projects - Tic-TOC; ECPD; Leeds Met 9 Project risks Risk Comment/Action Community User-centred ethos for Team retreat to strengthen the UE process in the Emerge support community development is project practice superceded by a more, directed approach Emerge Project Plan 28 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 Organisations reticent about At present this does not appear to be a risk. People and teams 'signing up' are participating willingly; new participants need friendly guides on the side Communities do not Communities need pruning. Clusters will facilitate. Sub- coalesce communities are starting to form within the wider community around multi-user virtual environments and the use of design patterns as well as more prosaically around the enhancement of the VLE with blogs, wikis and other Web2.0 applications. Integration of UIDM and CoP is critical Personal visibility low This is a risk as certain bloggers become dominant on the homepage and many only post once or twice; moderate and guide to avoid excessive presence. Community is swamped The problem is not one of being swamped by numbers but by the absence of guidelines and clear pointers to direction on the Elgg site. The site needs greater structure Ideas generation too wide in Shape focus through benefits realisation programme scope and unfocussed Community becomes static Ensure that activities, events and news are well timed; key role for new staff member Bidding process forms a Raise the focus on “community generated activity. Ensure that the barrier to community members within the community are able to indicate and negotiate formation (trust issues) their expectancies and role within the community – ‘why did I join’ Ensure project is not a “bidding club” but seen as an ideas factory where other sources of funding are sought Project clusters fail to Joe Rosa to create community sites: facilitate feeding in of achieve presence community information Appreciative inquiry Put AI back at the heart of the project; cluster facilitators/critical approach, impeded friends should have an explicit AI role. Write-up and report AI work. Technology Platform is not able to meet There is a tricky balancing act between focussing on the platform expectations and focussing on the community Minimal content input from Make sure every member has access to the appropriate Web 2.0 members tools for producing content Build shared artefacts User needs uncover feature Ensure access to agile programming support is available requirement Platform provider unable to Investigate alternate hosting options; Brighton is a possibility, maintain service continuity University of Manchester is also a possibility Team Failure to recruit new team Re-evaluating Paul Bailey’s role. Paul cannot commit any more members time, but he is undertaking some of the duties envisaged for the R&D manager Increasing the use of external consultants. We are considering the model used by Sara Knight on the JISC e-Learning Programme Core team member unable Tightening the scope of Marion Samler’s role to be explicitly to fulfill tasks concerned with financial management of the Emerge project budget and the Benefits Realisation activity budget; management of the ALT events management team supporting Emerge events. Re-evaluating Joe Rosa’s role to take on the management of some project documentation management for reporting and work- flow as well as community liaison for non-project community participants. Emerge Project Plan 29 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 JISC JISC schedules change; Ensure all deadlines have caveats attached allowing slippage as delays in issuing calls needed to fit with larger organisational rhythms Programme level evaluation The multiple levels on which the programme evaluators are exerts steering effect on operating could be problematic. Through their position in the project project team, the evaluators might have an unintended steering effect upon it. Perceived over-evaluation Consider single point of contact for cluster facilitation 10 Technical Development Although this is not, strictly speaking a technical development project, we are making extensive use of Web2.0 technologies. The platform is hosted externally to the HE network and managed by the Project Creative Technical Lead. Elgg The core application, Elgg is being continually developed for the use of the project. The development is version-controlled controlled using Subversion (http://subversion.tigris.org). Every change that has been made since January 1st, 2008 has been under revision control management (Subversion). Having the SVN all patches applied to ELGG 0.9 can be traced using a Changeset/Revision system. There is web access http://jiscemergelab.org.uk/WebSVN . Choose development or production and you'll see all files of the source code that belongs to that specific revision (the latest one), and the best part, if you click on 'View Log' you can see every change done to the code. Choosing a revision number you'll see the modified files in the left column, and if you click in 'Compare with Previous' you'll see what have changed, added or deleted. The ELGG that is in 'production' has the changes that you can see in ELGG 0.9 [production], features, designs, configs, and updates after the code has been released. This unhides the coding process, and gives the management (you) documentation and control over the development process. And there is more. Because there is a versioning system in place, I was able to install TRAC - it is a project management environment, the same used in elgg.org (Issue Tracker) - can be accessed http://trac.jiscemergelab.org.uk and there you have the milestone/roadmap setup. Moodle Moodle is hosted in the same environment Elluminate The 'headache free' way to a stable Elluminate platform that can be managed by a non- technical person through a remote desktop connection is through Windows hosting - and that is what Elluminate implicitly recommends. Elluminate could be hosted in a Redhat box based distribution, however not through the GUI - Graphical User Interface, and that is standard in a Windows ernvironment. Windows installation is trouble-free. Therefore we have chosen to go with FastHosts for unlimited bandwidth in a 12Mbs pipe. Emerge Project Plan 30 of 31 George Roberts Emerge Project Benefit Realisation Plan (2.3) 02 May 2008 11 Intellectual Property Rights We claim no IPR over conent posted to the Emerge sites. All project material is licensed through appropriate Creative Commons licenses: • Attribution-Noncommercial-Share Alike 3.0 Unported: http://creativecommons.org/licenses/by-nc-sa/3.0/ The Project is addressing the IPR issues within the Users and Innovation Community, this is currently being further developed with the U&I Programme Manager and the JISC IPR Consultants. Licenses Elgg GNU Public License, version 2. http://elgg.org/mod/mediawiki/wiki/index.php/License Moodle GNU Public Licwnse, version 2 http://docs.moodle.org/en/License Elluminate Awaiting detail of licensing agreement. Ends George Roberts 02/05/2008 Emerge Project Plan 31 of 31 George Roberts
"Emerge Project Plan - JISC"