173,465 research outputs found
Integrating Project Management and Change Management in an IS Curriculum
Because many new information systems (IS) projects involve business process reengineering, project managers need the necessary skills to manage development projects and organizational change. These concepts are inter-related. The MIS 2000 curriculum calls for them to be taught as a single course. The purpose of this paper is review the fundamental principles of project management and change management and show how these concepts can be integrated and taught in this IS course. The paper first presents a broad overview of current project management and change management trends and practices and then provides guidance for developing an integrated IS project and change management course
Cracking the shell of White fragility: Priming employees for anti-oppressive/anti-racist learning
Despite the adoption of AO/AR practice frameworks by most human service organizations, consistently integrating the practical elements of AR work into professional interactions continues to challenge many organizations (deFinney, 2011; Saraceno, 2012). This OiP considers the barriers to AO/AR praxis for staff in a crisis shelter, drawing from relevant leadership theory, CRT, change management research, and education research to develop a comprehensive plan aimed at building capacity among employees. With a focus on diminishing the impulse to deny or refute the impacts of systems of oppression on racialized and equity seeking groups, this project uses Kolb and Frohmanâs model for planned change, and integrates Deszca et al.âs (2020) change path model with Gentileâs (2010) giving voice to values curriculum, to offer an adaptable, agile solution to the PoP.
The desire to identify and address this problem is rooted in a transformational leadership approach that emphasizes the critical role of trusting and vulnerable leader-employee relationships. The social justice orientation and focus on research that is apparent in this project leverages elements of the transformative leadership approach in formulating a solution. Finally, the situational leadership approach supports the requisite adaptability and agility in engaging with this solution. In this OiP, these three leadership approaches are woven together to develop a comprehensive, AR, guided learning program. Through ongoing PDSA cycles, pre- and post-training evaluation, and observational feedback, the iterative program will be tailored to support the specific needs of the partner organization
A Framework for Integrating Oncology Palliative Care in Doctor of Nursing Practice (DNP) Education
Doctor of Nursing Practice (DNP) faculty play a critical role in preparing students to meet the complex needs of the nation as the number of cancer rates and survivors rise (National Cancer Institute, 2018) and as an unprecedented number of older Americans enter into the healthcare system with complicated comorbidities (Whitehead, 2016). Palliative care has dramatically expanded over the past decade and has been increasingly accepted as a standard of care for people with cancer and other serious, chronic, or life-limiting illnesses. Advanced practice registered nurses (APRNs) are recognized as important providers of palliative care (Walling et al., 2017). A 2-day course was held with support from the National Cancer Institute to enhance integration of palliative oncology care into DNP curriculum. The course participants (NâŻ=âŻ183), consisting of DNP faculty or deans, practicing DNP clinicians, and students, received detailed annotated slides, case studies, and suggested activities to increase student engagement with the learning process. Course content was developed and delivered by palliative care experts and DNP faculty skilled in curriculum design. Participants were required to develop goals on how to enhance their school\u27s DNP curriculum with the course content. They provided updates regarding their progress at integrating the content into their school\u27s curriculum at 6, 12, and 18âŻmonths post course. Results demonstrated an increase in incorporating oncology palliative care in DNP scholarly projects and clinical opportunities. Challenges to inclusion of this content in DNP curricula included lack of: perceived time in curriculum; faculty educated in palliative care; and available clinical sites
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A programme management approach for ensuring coherence in IS (higher) education
This paper examines IS higher education, concentrating on issues of âcoherenceâ in IS curricula. While curriculum coherence can be jeopardized by poor curriculum design, misalignment between module content and/or misalignment between module or course aims can cause serious coherence issues over time. Misalignment of this type is exacerbated by the traditional processes of curriculum (re)design, which rely heavily on the (singular) interpretation of highly abstract documents, such as module syllabi and course specifications â often produced by curriculum designers in isolation. To improve curriculum coherence, this paper examines the use of a programme management framework as a means of (a) âhumanizingâ the abstract aims and goals of curricula schemes and (b) managing the delivery and evolution of curricula in relation to the stakeholders in the process of delivery. The practical use of the framework is examined in the context of a Masters-level course in âInformation Systems Managementâ. An action research approach is used to demonstrate the practical utility of the framework in terms of (a) improving communication of curricula, (b) improving the coherence between modules and between modules and course and (c) removing content redundancy. Guidelines are presented that generalize the findings in order that key practices may be adopted by others
Collaborative multidisciplinary learning : quantity surveying studentsâ perspectives
The construction industry is highly fragmented and is known for its adversarial culture, culminating
in poor quality projects not completed on time or within budget. The aim of this study is thus to
guide the design of QS programme curricula in order to help students develop the requisite
knowledge and skills to work more collaboratively in their multi-disciplinary future workplaces.
A qualitative approach was considered appropriate as the authors were concerned with gathering an
initial understanding of what students think of multi-disciplinary learning. The data collection
method used was a questionnaire which was developed by the Behaviours4Collaboration (B4C)
team.
Knowledge gaps were still found across all the key areas where a future QS practitioner needs to be
collaborative (either as a project contributor or as a project leader) despite the need for change
instigated by the multi-disciplinary (BIM) education revolution.
The study concludes that universities will need to be selective in teaching, and innovative in
reorienting, QS education so that a collaborative BIM education can be effected in stages, increasing
in complexity as the studentsâ technical knowledge grows. This will help students to build the
competencies needed to make them future leaders. It will also support programme currency and
delivery
BIMing the architectural curricula: integrating Building Information Modelling (BIM) in architectural education
Building Information Modelling (BIM) reflects the current heightened transformation within the Architectural, Engineering and Construction (AEC) Industry and the Facilities and Management (FM) sector, offering a host of benefits from increased efficiency, accuracy, speed, co-ordination, consistency, energy analysis, project cost reduction etc to various stake holders from owners to architects, engineers, contractors and other built environment professionals. Many countries around the world are responding to this paradigm shift including the United Kingdom (UK). The Cabinet office took the decision in 2011 to make the use of collaborative 3D BIM technology mandatory for all public sector construction contracts by 2016 (Cabinet Office, 2011). According to Smith and Tardif, despite certain myths and misconceptions surrounding BIM, its rate of implementation has been much faster in comparison to the availability of professionals skilled in use of BIM, thus creating a skill gap in the design and construction industry (Smith and Tardif, cited in Barison and Santos, 2010a).
This article aims at bridging the gap between the graduate skill sets and the changing needs of the profession. The research methodology adopted consists of thoroughly reviewing the existing literature in this subject area coupled with carrying out a survey of accredited Schools of Architecture in the UK. The analysis of the survey questionnaire results shows the extent to which BIM is currently being taught and identifies the barriers where its implementation has either been slow or not yet started. The paper highlights the fact that there has been considerable delay in the successful integration of BIM in the Schools of Architecture in the UK, thus emphasising the need for expeditiously training and preparing students in the use of BIM making them ready to effectively perform in a BIM enabled work arena
Addressing challenges to teach traditional and agile project management in academia
In order to prepare students for a professional IT career, most universities attempt to provide a current
educational curriculum in the Project Management (PM) area to their students. This is usually based on
the most promising methodologies used by the software industry. As instructors, we need to balance
traditional methodologies focused on proven project planning and control processes leveraging widely
accepted methods and tools along with the newer agile methodologies. Such new frameworks
emphasize that software delivery should be done in a flexible and iterative manner and with significant
collaboration with product owners and customers. In our experience agile methodologies have
witnessed an exponential growth in many diverse software organizations, and the various agile PM tools
and techniques will continue to see an increase in adoption in the software development sector.
Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development â the widely used
ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum
framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM
course for a Computer Science and Information systems curricula. Based on our teaching experience
in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip
Learning from design creativity: translating processes from practice to education
Paper submitted as part of the 2nd International Conference on Design Creativity, Glasgow 2012. This paper is made available with permission of the Design Society, who own the copyright.This paper develops reflections on design creativity as a cross-curriculum tool in mainstream formal education at primary/elementary level. Evidence comes from a contemporary UK case study of a series of workshops whereby architectural design professionals introduced design creativity into mainstream primary teaching and learning situations, developed through the UK Creative Partnershipsâ programme. This programme, which until recently was funded through central government, introduced principles of collaborative creativity through targeted programmes of change and enquiry involving pupils, teachers and creative practitioners. Following the processes of designing and delivering a programme to embed creative exploration through design tasks which focus on the learning environment, the authors, both architectural practitioners and educators, undertake further reflection back to the architectural profession and the societal role of collaborative creative design. We propose a hybrid practice in which architects might swap skills with teachers, pupils, teaching assistants and school management. This process reveals new creative concepts to pupils and staff, and unearths latent abilities within pupils as they work collaboratively to develop and provide design services for the built fabric or spatial use of school spaces
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