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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?
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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.