©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.

Tony FranklinSolutions Specialist @ School of the FutureMicrosoft Innovation and Business Development Team

MS Institute Series

WHERE TO START

TONY FRANKLIN

Solutions Specialist, Microsoft Innovation and Business Development

Philadelphia ContextGrade 9 – 12 Public High School with 750 Students opened Sept. 2006Neighborhood High School with comprehensive curriculum, not special admit3 Year project funded by the School District of Philadelphia with a standard budget allocationMicrosoft’s contribution primarily human capital, partnership development support and MCS resourcing and is part of our US Partners in Learning portfolioNew construction in West Philadelphia (163K Sq. Ft.)Best practices and outcomes to be leveraged worldwide. Building not required. Resources available at www.microsoft.com/education/sof

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Step 1: Principles of the OrganizationWhat's important to you as a team?

5

6 Essential Questions

What are you trying to create?8

Establishing the Learning Environment Principles

1 where learning is not dependent on time and place

3 where instruction adapts to the needs of the individual student

2 where content, curriculum and tools are current and relevant

Who are you creating it for9

• Motivations• Obstacles• Trends• Interests• Values• EnvironmentM

OTI

VE

6i Development Process©

introspection investigation inclusion innovation implementation introspection

STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6

EstablishPedagogy

MethodologyCulture

Success MetricsBenchmarks

Indentify and Review

Best Practice Innovation Research 

Advisory Board SWOT Process

EngageCommunityKey LeadersGovernmentPartners

DeterminePersonnelCurriculumBuilding

IT Architecture

ActTrainingReadinessLaunch

ReflectReviewAdjust

The 6i Development Process

The Role of Introspection

stage 1stage 1

IntrospectionEstablishPedagogy 

Methodology Culture  Success Metrics 

Benchmarks

Desired Outcomes:•Establish Development Principles

•Create common language describing desired culture,

vision and mission

•Gain a general consensus of identified stakeholders

in the areas of instructional pedagogy and

methodology for the organization being developed or

re-engineered

•Identify initial metrics for success and potential

benchmarking opportunities

Essential Questions• What are you trying to create?• Who are you creating it for?

The Role of Investigation

Desired Outcomes:•Identify and research best practice

•Formulate an advisory board that brings different

perspective: Global/Industry/Higher Education

•Identify Critical Success Factors

•Conduct SWOT analysis

InvestigationReview and Identify

Best Practice Innovation Research Advisory Board SWOT Process

Essential Questions• What are you trying to create?• How will you organize your work?• What are your critical success factors?• What assets are required?

Implications

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Schedule, Calendar, Contracts, Information Access

Professional Development, Instruction, Tools, Systems, Partnerships

Tools, Assessment Models, Space, Customer Awareness

What will be your scope?In order to achieve your desired outcome, where must you innovate?

The Building Begins…Identifying Critical Success Factors

What is a critical success factor?

Identifies those factors that are required for your organization to deliver on its

learning vision

States that the organization will devote time and resource to the factor

Why are they important?

Creates common language for an organization, stating clearly what is important

Limits the possibility of scope creep and misaligned initiatives

How many should we have?

Everything can’t be critical

5 – 7 factors broad enough to encompass multiple considerations, narrow

enough to manage

The Building Begins…Our Critical Success Factors

The Building Begins…Identifying Critical Success FactorsInvestigation

Success Factor 2: Proficient and inviting curriculum‐driven setting

The physical setting must support and be conducive to the continuous and 

changing  needs  of  the  learning  community.  The  technical  infrastructure 

must support current and future mobile and fixed technical equipment and 

should enable the sharing of all data types. All learning spaces must provide 

the necessary elements  that allow  for  instruction and  learning at all  times 

and  be mobile  and  flexible  to  adapt  to  changes  in  teaching  and  learning 

activities.

The Building Begins…The SWOT Analysis

What is a SWOT Analysis

A strategic planning tool used to gain better

understanding of an organization

When analyzing a critical success factor, a

SWOT Analysis documents an organization’s

Strengths, Weaknesses, Threats, and

Opportunities as they relate to that factor

Provides a method to determine what assets

and strategies need to be created in order to

address the critical success factors and

achieve an organizations vision or goals

Investigation

Strength: what elements of your

organization can be considered a

strength in helping to address the

critical success factor

Weakness: what elements of your

organization are considered to be a

weakness

Opportunity: If you successful address the

critical success factor, what additional

opportunities can be created for your

organization

Threat: What external factors could be seen

as a threat to address the critical

success factor

Strength: what elements of your

organization can be considered a

strength in helping to address the

critical success factor

Weakness: what elements of your

organization are considered to be a

weakness

Opportunity: If you successful address the

critical success factor, what additional

opportunities can be created for your

organization

Threat: What external factors could be seen

as a threat to address the critical

success factor

Success Factor: Proficient and inviting curriculum–driven setting

The physical setting must support and be conducive to the continuous and changing needs of the learning community. The technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing of all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times and be mobile and flexible to adapt to changes in teaching and learning activities. The physical setting must also act as a motivating element for members of the learning community and support the mission and vision of the school.

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

•Wireless infrastructure•1:1 access•Glass‐enriched, flexible and moveable learning spaces•Prepares students for the technology rich workplace and society they will live and work in•Provides a model for school design and construction

•Teachers need to rethink the way they design and deliver content•Teachers must learn to mentor and engage students and community members in teaching and learning process.•Difficult to plan for future needs of physical space

•Have real observable societal impact•Prepare learners who are able to adapt to changing, technology rich society and workplace•Prepare all learners for jobs yet to be identified•Drive architectural design•Develop integrated spaces for collaboration and team projects•Ability to extend beyond school day to meet the needs of the community•Motivate all members of the community to learn, grow and be involved 

•Maintaining currency of infrastructure and technology tools•Not maximizing use of facility to achieve cost effectiveness•Administrators and staff have not been selected

Community Inclusion

Creation of Advisory CouncilsNeighborhood CouncilCity-wide CouncilLearner / Educator Council

RoleProvide PerspectiveProject AdvocacyCritical Friend

ResponsibilitiesQuarterly MeetingsMonthly UpdatesParticipation in development meetings as appropriate

Inclusion

With Every Question Asked…. Consider

Innovationin·no·va·tion [ ìnnə váysh'n ] (plural in·no·va·tions)

Definition: 1. origination: the act or process of inventing or introducing something new

2. new idea or method: a new invention or way of doing something

Ex. suspicious of fax machines and other technological innovations

The goal of innovation is positive change, to make someone or something better

Stage 4: Innovation

Desired Outcome:•Build assets, aligned to

critical success factors,

delivering on vision, within

scope of project and

budget

InnovationDetermine       Personnel Building IT ArchitectureCurriculumProfessional Development 

Plan 

• Identify partners who:– Demonstrate an understanding of 

the vision

– Demonstrate the ability to be self critical

– Demonstrate the ability to listen

• Leverage the Community– Curriculum Summit

– Hiring Process

– Building Design

• Remember Your Critical Success Factors

– Hard choices become easier

– Consistent decision making process

Success Factor Asset

Professional LeadershipCompetency Wheel

Professional Leadership Development Model

Proficient and inviting curriculum-driven setting Learning Space Matrix

Cross-Curricula Integration of R&D R&D Integration Framework

Involved and Connected Learning Community

Device Strategy

Community Inclusion Plan

School Procurement System

Time Reporting and Payroll Management

Home/School Broadband Connection

Community Information Portal and Content Repository

Space and Time Management Solution

InfoPath Form Development

Virtual Library / Virtual Teaching Assistant

Food Service Management Control

Flexible and sustainable learning environment Assessment Dashboard

InnovationWhat assets will you need?

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Successful Learning

Organization

Copyright © 1992, 1996, 2001‐2003 by Robert W. Eichinger and Michael M. Lombardo.  ALL RIGHTS RESERVED.This work is derived from the LEADERSHIP ARCHITECT® Competency Library developed and copyrighted by Robert W. Eichinger and Michael M. Lombardo for Lominger Limited, Inc.

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Potential RoadblocksInherent Vertical Challenges

Minimal organizational capacity to initiate systemic reform strategiesMinimal organizational capacity and resources to support non-essential programs of which technology is considered in many instancesPrevailing culture of fear of failure. If not permitted to fail, innovation is impossibleIntricacies of political webs embedded deep within institutions that outlive any innovative leadershipPolicy and practice that reinforce the status quoBasic lack of fundamental acumens for all community stakeholders; parents, learners, educators, district leadershipNeed for immediate satisfaction/proof of concept/validation of new educational approaches long before they can realistically be expected

Microsoft LessonsWe make it too hardCapture and Analyze the Whole StudentEmphasis on Support

©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.

MS Institute

Technology Background

380 Learner Laptops 24 Educator Laptops = approx. 425 laptops

Meru Wireless Network 230 radio switches

1000 Mbps point-to-point Ethernet linkage between the School of the Future and Drexel University, who is currently hosting and managing the application and LAN servers for the school.

In House Help Desk – 1 Staff Tech 1 System Engineer

Approx 50% of learners have internet access at home

Consistent Design Elements

Consistent Design Elements

Learning Continuum

Instructional Implication

Smart CardsAudio EnhancementWireless Projectors

ICT Skills via MSDNAA & IT Academy

Microsoft Competency WheelSOTF Portal – Built on MOSS 2007OneNote 2007 Learner Handbooks

Virtual ResourcesMicrosoft Student 2009

Live Services: Sky Drive, Mesh, Virtual EarthAnytime, Anywhere Learning

Meru Wireless Network/InfrastructureParent/Educator/Learner Extranet Access

Vista BusinessMicrosoft Steady StateMicrosoft Office 2007

Microsoft Learning EssentialsOnline Assignment Submission

through MOSS 2007

1st Year – Apex Online Math1st Year – Criterion Online Reading

1st Year – Rosetta Stone Online Foreign Language

Innovative Teachers ForumInnovative SchoolsDifferentiated PD

MSDN BlogsVirtual Tours

Online Club activitiesOnline 

Community Events

Online Assessment   through MOSS 2007InfoPath Forms

Online Grade Books

Building from Learning Out… Not Technology In

Implementation Lessons

Technology is easy, training is hard

There is never enough time

Money and technology are great but people are better

©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.

MS Institute

Less is MoreComprehensive list of Solutions

Gateway M275/M100DELL Laptops and DELL Latitude XT Tablet Panasonic Wireless ProjectorsAudio EnhancementSmart CardsApex CriterionRosetta Stone

3rd Party Microsoft Specific VistaOffice 2007 with Learning Essentials and OneNote 2007Microsoft Student with Microsoft MathMicrosoft Office SharePoint Server 2007 (MOSS 2007) with SLKWindows and Exchange Server (Hosted by Drexel University)Live Services – Skydrive, Virtual Earth, Spaces, Shared ViewSteadyState Smart PhonesZuneMicrosoft Surface

Invest for success

What’s Important to Them?“I don’t care about the content, I’ve got enough content, there’s nothing more important than classroom engagement, OneNote helps me do that, what do you have?”

Math and Technology Educator, School of the Future

©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.

MS Institute

ISTE Standards Aligned

http://www.iste.org/Content/NavigationMenu/NETS/ForTeachers/2008Standards/NETS_T_Standards_Final.pdf

Demonstration

Resources

Upcoming and Recorded Webcastshttp://www.microsoft.com/education/events/microsoftinstitute.aspx

Microsoft Institutes Near Youhttp://www.microsoft.com/education/uspil/institute/overview.aspx

Innovative Teachers Networkhttp://secure.us.innovativeteachers.us/Pages/Welcome.aspx

©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.

Potential RoadblocksInherent Vertical Challenges

Minimal organizational capacity to initiate systemic reform strategiesMinimal organizational capacity and resources to support non-essential programs of which technology is considered in many instancesPrevailing culture of fear of failure. If not permitted to fail, innovation is impossibleIntricacies of political webs embedded deep within institutions that outlive any innovative leadershipPolicy and practice that reinforce the status quoBasic lack of fundamental acumens for all community stakeholders; parents, learners, educators, district leadershipNeed for immediate satisfaction/proof of concept/validation of new educational approaches long before they can realistically be expected

Microsoft LessonsWe make it too hardCapture and Analyze the Whole StudentEmphasis on Support

©© 2009 2009 Microsoft Corporation. All rights reserved.Microsoft Corporation. All rights reserved.This This content is content is for informational purposes only. Microsoft makes no warranties, for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.express or implied, in this summary.