Project Initiation Document

Tangible Benefits of e-Learning (CAMEL)

Project Initiation Document

Using the CAMEL Approach to identify
Tangible Benefits of e-Learning

Document Control

File Name / CAMEL Tangible Benefits of e-LearningProject Initiation Document
Original Author(s) / Gill Ferrell
Current Revision Author(s) / Gill Ferrell
Version / Date / Author(s) / Notes on Revisions
d1a / 4/5/07 / Gill Ferrell / Outline Framework
d1b / 9/5/07 / Rhonda Riachi / Adding details to all sections
D1c / 9/5/07 / Gill Ferrell / Adding details to all sections
D1d / 14/5/07 / Rhonda Riachi / Amending following 10 May meeting
D1e / 16/5/07 / Gill Ferrell/Megan Quentin-Baxter / Rewrite following 10 May meeting
i1 / Above version issued to all partners
D2a / 21/05/07 / Jacquie Kelly / Amendment following 17 May Start-up meeting
i2 / 22/05/07 / Jacquie Kelly / Issued for signing
d3a / 30/05/07 / Jacquie Kelly / D1e used in error for amendment
i3 / 30/05/07 / Jacquie Kelly / Issued – loaded onto wiki

Table of Contents

1.Introduction

2.PROJECT objectives

2.1.Goals and Objectives

2.2.Critical Success Factors

2.3.Related Projects

3.Scope

3.1Organisational Scope

3.2Logical Scope

3.3Temporal Scope/Phasing

4.RISKS, constraints and ASSUMPTIONS

4.1Risk Management Approach

4.2Risks

4.4Assumptions

5.PROJECT ORGANISATION

5.1Project Structure

5.2Roles & Responsibilities

5.2Roles & Responsibilities

6.Project Control

6.1Issue Control

6.2Change Control

6.3Quality Assurance

6.4Financial Control

6.5Information Management

7.reporting

7.1Reporting within the Project Team

7.2Management Reporting

7.3external Reporting

8.STAKEHOLDERS

8.1Identification and Analysis

8.2Communication

9.planning

9.1Approach

9.2Milestone Plan

10.budget

10.1outline budget

11.Agreement

Appendix A Risk Assessment and Management Plan

Appendix B Stakeholder Analysis and Communication Plan

J:\JISC InfoNet\Projects\CAMEL III Tangible benefits of e-Learning\CAMEL III Project Management\CAMEL_BeLT_Project_Initiation_Document i1.doc 1

Project Initiation Document

Tangible Benefits of e-Learning (CAMEL)

1.Introduction

The JISC Learning and Teaching Committee (JLT) has tasked JISC infoNet, working in partnership with ALT and the Higher Education Academy, to provide some case studies giving evidence of the Tangible Benefits and Real Value of e-Learning.

For example, these could be e-learning activities that show:

  1. Actual savings in cost, time or resource for an institution;
  2. Significant improvements in student learning (e.g. assessment performance, pass rates);
  3. Significant improvement in student satisfaction with the learning process;
  4. Significant improvement in retention rates of an institution;
  5. Significant improvement in staff satisfaction with, and enthusiasm for, teaching;
  6. Significant improvement in staff’s ability to deliver learning;
  7. Significant improvement in staff performance more generally;
  8. Increased performance towards institutional strategic targets (e.g. recruitment, retention, widening participation targets, space usage, computer availability, room allocation etc.) through the use of ICT.

In order to illustrate the benefits JLT is particularly interested in topics relevant to the JISC strategy which include:

  • e-administration
  • e-assessment
  • e-portfolios
  • Learning & teaching resources and activities
  • Technology Enhanced Learning Environments

The project aims to collate and share the tangible and real benefits to staff, learners and institutions of e-learning, through a discipline and academic department focus by using an approach based on the CAMEL model devised by the Association for Learning Technology (ALT) and JISCinfoNet.

Differing approaches to establishing good practice in this area will be ‘showcased’, initially in a wiki, and discussed in a range of workshops.

Project Participants who have evidence of tangible benefits to showcase will be identified via groupings of HE Academy Subject Centres.

The final output of the project will be a set of case studies produced collaboratively by the participants using a wiki.

The ethos of the project can be summarised as an open and candid commitment to share and work together, with trust being an important factor.

The project began in April 2007 and is scheduled to complete by 31st July 2007.

The project is funded by the JISC Learning and Teaching Committee.

2.PROJECT objectives

2.1.Goals and Objectives

Goals / Objectives
To use the a variant of the CAMELexchange method amongst managers, lecturers and learning technology practitioners to assess evidence of tangible benefits of e-learning across a range of institutions and subject disciplines /
  • To facilitate workshops in order to share practice and issues
  • To foster an open, trusting relationship between institutions
  • To use readily available technology to facilitate a sharing culture
  • To identify tangible benefits that could be applicable across a range of contexts and subject disciplines
  • To show how developments at subject level support the institutional strategy
  • To identify tangible benefits that will inform the development of future strategy and policy
  • To complement the work of the institutional Benchmarking and Pathfinder Projects

To disseminate good practice in the development of e-learning /
  • To produce case studies to inform the wider community about the benefits of e-learning identified
  • To address topics of interest to the sector and of relevance to the JISC strategy
  • To present papers to a range of national conferences
  • Participants gain value from the visits
  • Participants take action/change practice as a result of the project

To develop a Community of Practice with an awareness of the CAMEL methodology that exists beyond the life of the project /
  • Participants gain lasting value from the links made as a result of the project
  • The CAMEL model used for this project is made available to help others organise similar initiatives
  • CAMEL is used as a model by other Communities of Practice
  • The project strengthens the JISC/HE Academy partnership and enhances appreciation of a subject-based approach within the JISC.

2.2.Critical Success Factors

Objective / Performance Indicator
Participants gain value from the workshops and collaborative case studies /
  • All workshops take place as planned with appropriate attendance
  • Participants contribute to a range of case studies
  • Objectives relating to openness and trust are met

Participants take action/change practice as a result of the project /
  • Participants disseminate findings from the case studies within their own institution.
  • Participants gain knowledge that helps them solve problems/avoid past mistakes.
  • Participants make use of e-learning resources provide by the JISC, HE Academy, ALT and JISC infoNet

Outcomes are of general interest to subject communities, the sector and to the funding bodies /
  • Benefits identified are tangible, measurable and potentially applicable in a range of contexts
  • Participants exemplify how institutional strategy relates to subject level
  • Use of the project outputs
  • Positive feedback on project outputs

2.3.Related Projects

List any related projects (if any) with details of expected completion dates and any potential for overlap of requirements for support resource – as this could have ‘knock-on’ effects re timescales, etc. Also flag any other potential impacts and identify, where possible, any requirement for output from the other projects.

Projects / Expected Completion
  • HE Academy annual conference will take up staff time
/ July 2007
  • Participants may be involved in examination processes (this has been built into the schedule)
/ June 2007
  • Subject Centre annual planning and reporting.
/ June 2007
  • Some of the participating universities may be involved in Benchmarking and Pathfinder projects. It is envisaged that this project will complement that activity.

  • Whilst there are no known conflicting projects within JISC infoNet at the time of writing, it is a project-oriented organisation and future developments should be evaluated for any possible impact.

3.Scope

3.1Organisational Scope

The following organisations are collaborating on the management of the project:

  • JISC infoNet
  • ALT
  • The Higher EducationAcademy

The project structure is shown in section 5. The Higher Education Academy is managing its input via 3 groupings of Subject Centres with Megan Quentin-Baxter (MEDEV), Cary McMahon (HCA) and Steve Probert (BMAF)in a co-ordinating role.

  1. Centre for Sociology, Anthropology and Politics(C-SAP);Health Sciences and Practice (HSAP);Social Policy and Social Work (SWAP) led by Medicine, Dentistry and Veterinary Medicine (MEDEV)
  2. Business, Management, Accountancy and Finance(BMAF);Hospitality, Leisure, Sport and Tourism (HLST) and Economics
  3. History, Classics and Archaeology (HCA) and Philosophical and Religious Studies (PRS)

The Higher Education Academy put out a call for expressions of interest from subject centres and their university partners wishing to participate and the following were selected:

Group 1 / University of Newcastle
SheffieldHallamUniversity
University of Warwick
+ 5 others TBC
Group 2 / University of Derby
University of Glamorgan
University of Wales Institute Cardiff
LeedsMetropolitanUniversity
University of Exeter
Universities of Birmingham and Coventry (joint participation)
Group 3 / University of Glasgow
University of Wolverhampton
University of Wales

The managing organisations and the universities are referred to collectively as the Project Partners in the remainder of this document except where differences are identified between the roles of Subject Centres and participating universities.

The project affects a relatively small number of individuals in each of the Project Partners but organisational/institutional commitment is essential to the success of the project. Selection of participants for the project is on the basis of them being good examples of how the institutional strategy is being applied at subject level.

3.2Logical Scope

The logical scope of the studies is the tangible benefits of e-learning to learners, staff and the institution and the metrics used to define these benefits. This is based on a snapshot of a variety of inputs from particular subject areas.

3.3Temporal Scope/Phasing

The project plan is relatively simple but for the sake of clarity is divided into phases:

Phase / Description / End Date
Phase 1 / Project Definition and Start-up / 18th May 2007
Phase 2 / Showcase preparation, workshop planning, building an online community of practice, case study drafting / End June 2007
Phase 3 / Workshops / Mid July 2007
Phase 4 / Collaborative development of case studies / 31st July 2007

4.RISKS, constraints and ASSUMPTIONS

4.1Risk Management Approach

Risk Management has been considered as part of the project definition and approaches to manage each of the identified risks agreed. A risk log will be maintained by the Project Co-ordinator using the JISC infoNet Project Controls Database template.

4.2Risks

See Appendix A.

4.3CONSTRAINTS

Project Constraints
  • The project must complete by 31st July 2007

  • Funding for the project is fixed and the project must operate within the agreed budget

4.4Assumptions

Project Assumptions
  • All Partners will meet the strict deadlines set out in this PID.

  • The Project will be prioritised at the appropriate level in relation to other workload e.g the related projects outlined in section 2.3.

  • ALT and JISC infoNet will provide professional and effective support to the project and foster a spirit of collaboration.

  • The Subject Centres will operate as an entity (as if the consultancy was being carried out by a single person) ensuring consistency and coherence across the activities and fostering a spirit of collaboration.

  • The University Partners will commit appropriate staff to participate in a workshop to the required timescale.

  • The University Partners are committed to contributing fully to the development of the case study outputs to the required timescale.

  • Participation in the project will be characterised by candour and openness and subject to a non-disclosure agreement as outlined in 6.5.1.

  • Each of the Project Partners has the right of veto on material to be used in any publication. Consent to disclose issues of wider significance will not be unreasonably withheld where the issues are dealt with in a sensitive and non attributable manner.

  • Authors’ contributions to the wiki remain their intellectual property subject to the final outputs being published by JISC infoNet under a Creative Commons License.

5.PROJECT ORGANISATION

5.1Project Structure

5.2Roles & Responsibilities

Name / Role
Gill Ferrell / Project Leader
Responsibilities
  • Accountable for correct use of project funds
  • Accountable for project deliverables and final report
  • Contribute to the project evaluation
  • Overall responsibility for final outputs

Name / Role
Rhonda Riachi / Project Manager
Responsibilities
  • Manage project admin staff
  • Manage co-ordination of the partners
  • Detailed project planning and control including:
- Developing and maintaining project plan
- Managing project deliverables in line with the project plan
- Recording and managing project issues and escalating where necessary
- Managing project scope and change control
  • Manage and contribute to post project review
  • Contribute to the final outputs

Name / Role
Teresa Prochazka / Project Administrator
Responsibilities
  • Maintenance of the CAMEL Mailing list.
  • Hold all documents pertaining to CAMEL (Project Library).
  • Circulate documents for information/approval via Mailing list
  • Support the Project Partners in the organisation of the workshops e.g.
-Confirm delegate names and special requirements
-Prepare delegate packs and name badges
-Send delegates confirmation and travel details
-Organise overnight accommodation
-Organise evening meal
  • General support for the project manager.

Name / Role
Jacquie Kelly / Project Co-ordinator
Responsibilities
  • Additional role to assist and deputise for Project Manager
  • Maintain Project Controls Database

Name / Role
Subject Centre Consultants / Consultants
Responsibilities
  • Attend and contribute to the workshops
  • Assist in the organisation of the workshops (e.g. contribute to development of programme, supply speakers,)
  • Assist in the facilitation of workshops
  • Assist in the recording of workshop outcomes
  • Assist university partners in writing case studies and some editorial of final copy
  • Contribute to the post project review
  • Synthesis across case studies in relation to key themes of interest
  • The SC Consultants have agreed to lead on the co-ordination of input to the case studies and production of final outputs

Name / Role
Project Participants / University Partners
Responsibilities
  • Obtain agreement of own institution to participate
  • Prepare showcase material in advance of workshop and participate in online community of practice and development of online case studies
  • Provide speakers for workshops
  • Contribute to the workshop reflecting own constituent group’s interests and ensuring wider relevance of topics
  • Write own case study using the wiki
  • Contribute to the post project review
  • Contribute to the final outputs
  • Feed outcomes into own institution’s development plans as appropriate

Name / Role
e-Learning Programme Journalist/editor
Responsibilities
  • Assist with synthesis across case studies in relation to key themes of interest

Name / Role
Steering Group Members / Steering Group
Responsibilities
  • Agree project scope and definition
  • Approve changes to PID (change control)
  • Ensure relevance of outputs to JLT requirements
Membership:
Project Leader, Project Manager, Project Co-ordinator, HE Academy rep (Lawrence Hamburg or deputy), Subject Centre Consultants (Megan Quintin-Baxter, Cary McMahon, Steve Probert), JISC Programme Management rep (Tish Roberts of Deputy), JISC e-Learning Programme Journalist/Editor (Sarah Holyfield/Christina Smart = job share)

6.Project Control

6.1Issue Control

Project issues will be identified, prioritised and dealt with swiftly to ensure that project deliverables are not affected. An issues log will be maintained by the Project Co-ordinator using the JISC infoNet Project Controls Database template.

6.2Change Control

Should any of the Project Partners propose a modification to the scope or planned outputs of the project this will be logged and discussed/agreed by the Project Partners. The Project Steering group will have the final decision on any changes. A Change Control log will be maintained by the Project Co-ordinator using the JISC infoNet Project Controls Database template.

6.3Quality Assurance

The project will be subject to a reflective review once the outputs are complete.

6.4Financial Control

The project budget is included in section 10. The Project Leader is accountable to JLT for the use of project funds.

Once agreed this PID will form the basis of a commitment between the Project Partners. Failure to meet the commitments as outlined here will result in recovery of an appropriate portion of the allocated project funds.

6.5Information Management

The Project Co-ordinator will maintain the Project Controls Database as a toolto assist the day to day running of the project. The responsibility of maintaining a Project Library of all other core documentation will rest withthe Project Administrator at ALT.

6.5.1Non-Disclosure

The Project Partners have agreed to be bound by a non-disclosure agreement in order to ensure we derive the benefit of full and open discussion. The terms of this agreement are as follows:

  • All discussion is treated as confidential and all published output from the project is to be agreed by the Project Partners.
  • The project will endeavour to disseminate information about issues and lessons learned in a way that is useful to the wider community but with due regard to the need for sensitivity, anonymity relating to the private views of individuals, and confidentiality. No institution or person shall be named in any published output without their express approval.
  • Since the CAMEL project is primarily concerned with collaborative approaches and with dissemination, group work and ‘toolkit’ methods to facilitate communities of practice, the partners will endeavour jointly to ensure no unnecessarily restrictive or complex non-disclosure issues are raised which may detract from or undermine the project.

7.reporting

7.1Reporting within the Project Team

As the project is using collaboration and communication software to develop its outputs formal reporting will be kept to a minimum.

There is a JISCmail list available for the project and all Project Partners are encouraged to share updates and thoughts via this list or the wiki.

Preparation of the project outputs will be a collaborative effort using the project wiki at:

The Subject Centre Consultants are responsible for monitoring progress with phases 2-4 and keeping the Project Manager and Steering Board informed of progress.

7.2Management Reporting

The Project Manager will issue progress reports to the Steering Board at milestone points and on demand. The final outputs will be completed by 31st July.

7.3external Reporting

The project outcomes will be published in a report to the JISC Learning and Teaching Committee.

The Project wiki (or an alternative web-based version of it) will be publicly available following sign-off from the partners.

8.STAKEHOLDERS

8.1Identification and Analysis

See Appendix B

8.2Communication