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Fine-tuning the Instructional Design System for Distance Learning

Fine-tuning the Instructional Design System for Distance Learning. Lawrence C. Ragan and Rick Shearer Penn State’s World Campus. Describe the early days. 1996- University-wide study team Late summer 1997--go ahead for “virtual university” 4 months to put 4 courses online

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Fine-tuning the Instructional Design System for Distance Learning

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  1. Fine-tuning the Instructional Design System for Distance Learning Lawrence C. Ragan and Rick Shearer Penn State’s World Campus

  2. Describe the early days • 1996- University-wide study team • Late summer 1997--go ahead for “virtual university” • 4 months to put 4 courses online • First delivery in January ‘98 • Built upon existing DE system but integrated into mainstream

  3. How We Did It • “What it takes” approach • “Make it up as you go” • No repeatable experiences • Creativity and innovation rule • Lots of fun but . . . high stress

  4. Pressure Points • Mass exodus of 1999-2000 • Increased number of programs • Push for more, faster, cheaper • Awareness of need for systemization • Integration issues with mainstream (selection of University-wide LMS) • Integration of product lines

  5. Attempts to Systemize First steps

  6. Strategic Questions • How much does it cost? • How long does it take? • How should the system work? • How does the system work? • How does the system NOT work?

  7. STRATEGIC ANSWER I don’t know!

  8. Strategic Steps • Process analysis • “Systems Design/Approach” • Task analysis • Budgeting and management steps • Roles and responsibilities

  9. Process Analysis • Look at production process from beginning to end • Look at interactions between units involved • Identify stress points

  10. “Systems Design/Approach” • Defined common design template (format) • Content model (relationship to LMS) • Standardization of ID system Faculty Intake Form Timeline and management processes • Content Asset Storage Environment (CASE) • Interval Development Cycle • Launch Meeting • Design Definition Documents • New Program Meetings (WC-wide)

  11. Task Analysis • Roles and Responsibilities • More clearly defined need for project leadership • Delineated job tasks

  12. Budget and Management Steps • Constructed system for tracking time-on-projects (billable hours) • Assigned defined number of hours to tasks • Defined role of IDs to manage projects • Established role of Resource Managers

  13. Roles and Responsibilities • Clear(er) definition of who does what and when • How to hold people accountable for task completion • Provide for personal growth and professional development

  14. Current Directions/Stress Points • Modular approach for multiple delivery • Blended and hybrid programming • Further integration with mainstream University • Content management scheme

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