Due to ever-evolving requirements and subjectivity in LampD projects it is important to understand how we should manage a scope creep Fortunately there are time-tested processes you can follow Here are five tactics for managing additions and changes to your next LampD deliverablenbsp
“Panta rhei”, everything flows! Already 2500 years ago greek philosophers argued that change is the only constant in the universe. In our rapidly changing modern economy, this notion is more true than ever.
The Learning Analytics Enriched Rubric (LA e-Rubric) is an advanced grading method used for criteria-based assessment. As a rubric, it consists of a set of criteria. For each criterion, several descriptive levels are provided. A numerical grade is assigned to each of these levels.
An enriched rubric contains some criteria and related grading levels that are associated to data from the analysis of learners’ interaction and learning behavior in a Moodle course, such as number of post messages, times of accessing learning material, assignments grades and so on.
Using learning analytics from log data that concern collaborative interactions, past grading performance and inquiries of course resources, the LA e-Rubric can automatically calculate the score of the various levels per criterion. The total rubric score is calculated as a sum of the scores per each criterion.
There has been considerable discussion of Bloom’s Taxonomy (a classic tool for instructional design) in the last two decades. Here is an alternative that may simplify the problem of coming up with appropriate instruction and assessment.
It was not a pretty story. A large energy company, striving to overhaul support functions and reduce costs, was having a very tough time. The management team leaders had launched what they thought were the right change initiatives, and they believed they were off to a good start.
They were wrong. It soon became obvious that employees, less than engaged, were more likely to roll their eyes than roll up their sleeves when the new change requirements were explained to them. “Change fatigue” was ubiquitous. After all, the current effort was just the latest in a long string of change efforts—few of which had succeeded.
Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.
Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture that just keeps moving all the time.”
Any time we hear the words change management, the majority of us think, “Oh no, what’s up now?” We get an uneasy feeling that change will move us out of our comfort zone and into the unknown. It is human nature for us to become set in our ways.
Business leaders or organizational heads who have “employee advocacy” on their to-do lists for 2015 have no right to expect their people to welcome these initiatives with open arms. Effective change management is essential for success; people need to be convinced of the benefits before they commit to participating, and that means senior management setting the example.
Today's successful leaders must be able to communicate organizational change to their employees. Dale Carnegie Training's Change Management Guide provides a process for managers to communicate organizational change effectively.
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