CETL Study Set
Sharable Content Object Reference Model (SCORM) - content interoperability standard
Collection of standards and specifications for web-based e-learning. Defines communications between client side content and a host system called the run-time environment, commonly supported by a learning management system (LMS).
Project Tomorrow
Conducts annual Speak Up survey of students, educators and parent focusing on trends in educational technology and student needs, interests, and attitudes regarding emerging technologies.
Preparedness
Considering worst-case scenarios and establishing a comprehensive plan for coordinated and effective responses to any crisis, such as formatting the disaster recovery plan, securing restoring data and developing a staged shutdown.
Preparedness
Considering worst-case scenarios and establishing a comprehensive plan for coordinated and effective responses to any given disaster.
Alignment - Baldrige def.
Consistency of plans, processes, information, resource decisions, actions, results and analyses to support key organization-wide goals.
Outsourcing
Contracting to an individual or organization outside the district for any task, operation, job, or process that could be performed by a district employee.
Unified Communications (UC)
Convergence of real-time and non real-time communication services in an integrated set of products that provide a consistent user interface on multiple devices and with various mediums.
Being flexible and adaptable
Core value - CTOs must be flexible, adaptable, and also credible in their performance of work.
Being results-oriented
Core value - CTOs must be results-oriented, focusing on measurement of results and continuous improvement, in both organizational and personal learning.
Exhibiting courage
Core value - CTOs must be willing to have the difficult conversations, promoting effective technology solutions, even when it is uncomfortable for the organization, and also pulling back when technology solutions are requested that do not address the real need.
Being an effective communicator
Core value - CTOs must communicate directly, honestly, and respectfully. They must effectively communicate in all forms of speaking, writing, and presenting, using emerging technologies and aligning the message to the stakeholder.
Being an innovator
Core value - CTOs must lead and manage for innovation, modeling the behaviors others are encouraged to adopt.
Virtualization - data center
Cousin to cloud computing. Several virtual servers phsycially running on one server, located in the district or school data center, server is actually at a remote facility and shared by multiple institutions.
Data Integration
Critical for increasing productivity and improving business efficiences, and reducing costs. Begins with data connectivity but includes data translation, standard data output format, and other transformation services to make the data usable by each individual application.
Response
Execution of the preparedness plan and overall management and handling of a disaster, where the effectiveness of the response is a result of the soundness of the plan.
Formula grants - federal funds
Formula grants - formula to allocate funds to districts or local education agencies (LEAs); e.g. Title I, Title II Teacher Quality and IDEA Special Education
Common Cartridge - content interoperability standard
Framework including Content Packaging, Question & Test Interoperability, IMS Tools Interoperability Guidelines, IEEE Learning Object Metadata, SCORM v1.2
Competitive grants - federal funds
Funds allocated by USDOE to eligible organizations and entities, including primarily SEAs and LEAs; e.g. charter schools, magnet schools and AP programs
Formula/competitive grants - federal funds
Funds allocated by the U.S. Department of Education (USDOE) by formula to state education agencies (SEAs) and then competitively to LEAs; e.g. Reading First and 21st Century After School
What is ROI?
Gain from investment - Cost of investment ------------------------------------------------------ Cost of investment Positive or negitive results. refers to the monetary benefits resulting from having spent money on developing or revising a system.
Cultural context of change
Goes beyond a generalized understanding of the environment to include underlying elements of the culture that can be expected to impact any attempts to change it.
Histogram - quality tool
Graph that shows vertical bars representing frequency distributions, useful for revealing patterns.
Strategic Planning Def.
Have a high level view across the school system and work with instructional and technical teams to identify steps needed to transform the tech vision into a long-range plan, complete with specific goals, objectives, action plans.
What is IDEA?
Individuals with Disabilities Education Act: is the law that outlines rights and regulations for students with disabilities in the U.S. who require special education.
XML for Analysis (XMLA) - data connectivity standards
Industry standard for data access in analytical systems, e.g. OLAP and data mining. Based on other industry standards like XML, SOAP, and HTTP.
What is ITIL?
Information Technology Infrastructure Library: is a set of good practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business
Leveraging knowledge of relevant and innovative technologies - first wave
Infrastructure - wiring, outlets, networks, input devices, hardware, bandwidth (all essential, but just a starting point)
Identity Management
Integrated system of business processes, policies and technologies that enable organizations to facilitate and control their users' access to online applications and resources while protecting confidential personal business information from unauthorized users.
Instructional Leadership
Intentional efforts at all levels of an educational system to guide, direct, or support teachers as they seek to increase their repertoire of skills, gain professional knowledge, and ultimately improve their students' success.
Best practice
Knowledge that can inform action and that includes evidence for anticipated outcomes.
Relational leadership - competencies
Leading employees, interpersonal savvy, work team orientation, conflict management, managing change in others, effectively confronting problem employees
Cloud Computing - usage teaching and learning
1) Collaborative tools facilitate research, virtual classes, social learning, collective intelligence beyond typical classroom boundaries 2) Collaborative environments for principals and teachers 3) Anytime, anywhere access to computing resources from any device 4) Efficient sharing of documents, communication and collaboration in real time
Data-driven decision making (DDDM or D3M) - 3 functional areas
1) Collection, integration, and dissemination of data 2) Analysis and reporting of data 3) Process and procedures for acting on the data
Ethics and Policies
1) Communicating and enforcing compliance with policies and programs 2) Aligning technology planning and implementation to district goals 3) Ensuring access for all and addressing diverse needs
Response - key tasks
1) Communication 2) Cellular technology; 3) Communication Issues 4) Communicating during a disaster 5) Incident Command System (ICS) 6) Emergency Operations Center (EOC) 7) National Incident Management System (NIMS) 8) Practice! 9) Test the plan
Virtualization - application
Local computer/operating system believes application is running on the client computer, but actually being streamed from a remote machine. Benefits - improved portability, management, and compatibility of applications, centralized application management - install, update, and troubleshoot on server rather than desktop level, potential reduced licensing fees.
Value of Investment (VOI)
Looks at anticipated costs and related benefits of specifics proposed technology projects. VOI benefits include dollar savings, efficiencies, or additional revenue generation but also qualitative benefits that relate directly to school mission, goals, and mandates.
CTO technology leadership - 4 key areas
1) Position yourself as the key point person - master both technical and educational aspects of technology 2) Support your superintendent and district leadership team in developing a vision for Web 2.0 use in your district 3) Align your Web 2.0 strategies and tactics to your district's goals 4) Increase your personal and team capacity
Selecting 3rd party solution vendors
1) Product comprehensiveness 2) Production-proven 3) Technical support 4) Technical leadership 5) Corporate focus and strength
School district objectives - during a disaster
1) Protect safety and welfare of all students and staff 2) Protect district's property and facilities 3) Maintain services for as long as possible, shutting down least critical services first 4) Restore services, critical ones first, in the shortest amount of time possible
Data-drive decision making utilization - key elements for student acheivement
1) Publicly stated and shared goals 2) Understanding of and adaptability to change 3) A clear sense of what needs to be done, progress made, and what remains to be addressed 4) Free exchange of information 5) Openness and trust that allows for valuable feedback
Backup plan - key features
1) Review the plan and identify what files are most critical and how often each should be backed up 2) Protect student data and other vital records (have redundant data center or other option, as possible) 3) Consider offsite data storage - automated backups, remote data replication, etc. 4) Duplicate copies of at least vital records, offsite 5) Test backup plans 6) Review offsite facility to ensure data is safe and secure 7) Critical records and information should be available in printed form, readily available onsite and stored offsite 8) Review items you feel need to be within reach when electronic communications are down
Data integrity and data loss management - privacy concerns
1) Safety and legality concerns require schools to be careful to verify people's identity before granting access data 2) Review privacy concerns related to migration from print to digital data, ensure restrictions on access to data are reviewed 3) Educate parents about the meaning of the data. 4) Stakeholders need to be educated on use of data and guidelines surrounding privacy of student information and releasing information (SAT scores, etc.). 5) Use of various Web 2.0 tools by teachers to communicate increases difficulty of monitoring information. 6) Schools need procedures in place to transfer ownership of data from parents to student when the student turns 18.
Baldrige
Malcolm Baldrige Criteria for Performance Excellence - identify criteria reflecting best thinking on organizational practice and focus on a systemic process for helping organizations achieve systematic change. The education version of the criteria services as a framework for understanding and improving school performance and for continuous improvement.
Business Mgmt: Def
Manage the budget and serve as a strong business leader who uides purchasing decisions, determines the return on investment for all technology implementations, and fosters good relationships with vendors, potencial funders, and other key groups.
Ethics & Policy: definition
Manage the creation, implementation, and enforcement of policies and educational programs relating to the social, legal, and ethical issues related to technology use throughout the district and modeling responsible decision-making
What are human metrics?
Measurements used to determine the value and effectiveness of communication strategies.
Return on investment (ROI)
Monetary benefits resulting from having spent money on developing or revising a system.
Web Services for Remote Portlets (WSRP) - portal interoperability standards
A specification that defines a web service interface for interacting with presentation-oriented web services.
Stratification - quality tool
A technique to separate data gathered from a avariety of sources so patterns can be seen.
Flowchart - quality tool (sometimes replaces Stratification)
A tool that uses symbols and connecting lines to map the sequence and relationships among actitivities in a particular process, helpful in illustrating the big picture and analyzing problems and making decisions.
SWOT analysis
A tool useful in the needs assessment process for identifying and analyzing internal strength and weaknesses and external opportunities and treats for achieving a specific objective.
Authentic Learning for Teachers - serve students and teachers
Allow students to learn in a meaningful way, professional development will only be effective if teachers have an authentic reason to learn technology.
Single sign-on authentication (SSO)
Allows users to login once for access to multiple applications for a specific time period without having to re-login each time. SSO is a subset of federated identity and access management (IAM).
Public Switched Telephone Network (PSTN)
Also called POTS (Plain Old Telephone Service) - the worldwide public voice telephone network.
Control chart - quality tool
Also called a C chart, a graph used to study how a process changes over time or to visually compare actual performance to pre-determined control limits.
Registration
Also known as a credentialing; the process whereby users are given electronic credentials, leeraging the identification process to ensure they are coupled with the correct electronic identity information.
Cause and effect diagram - quality tool
Also known as a fishbone diagram, pinpoint specific causes of a problem; useful as a problem analysis tool when a team is trying to arrive.at the cause(s) of a problem.
Virtualization - server
Most popular form - multiple logical servers (easily created and moved across physical and virtual machines) residing on a single physical server. Allows for optimal use of servers and storage, scheduling applications on servers that have the capacity to run them, efficient. Benefits - reduced server costs, less need for physical space, reduced technical support (potentially), opportunity for failover functionality.
Disaster Recovery Planning (DRP)
Must be fully prepared for the unexpected. Involves ability to respond to a disaster or disruption by executing a plan to restore critical operations and services.
Project RED (Revolutionizing Education)
National initiative that aims to prove that when properly implemented, investing in technology can boost student achievement and will result in monetary savings for schools and local governments, and that the principal's ability to lead change is critical.
NCIPA
Neighborhood CIPA - Addresses broader issues of electronic messaging, disclosure of personal information of minors and unlawful online activities.
Virtualization - network
One physical network infrastructure looks and acts as two or more separate ones.
Disaster Recovery Planning (DRP)
Ongoing process that requires detailed planning and preparation prior to an event and then setting the groundwork for understanding the process of responding and recovery.
Web 2.0
Online application that uses the World Wide Web as a platform and allows for participatory involvement, collaboration, and interactions among users. Web 2.0 is also characterized by the creation and sharing of intellectual and social resources by end users.
Schools Interoperability Framework (SIF)
Open specification for K-12 institutions that enables dierse applications to interact and share data.
Vital Services
Operations, and Records,Those that are irreplaceable and/or require the most immediate access and availability as a well as those that are critical for legal, regulatory, or operational reasons.
Knowledge worker
People who work with knowledge; they research, identify problems, find possible solutions, apply knowledge they find, and share it with others.
Emergency Operations Center (EOC)
Physical location identified for coordination of information and resources to support incident management activities.
Manage Tech & Support: Name all in the list
Plan all tasks (tech sys. infra,tech device) Implement all tasks (tech sys. infra,tech device) Sustain all tasks (tech sys. infra,tech device) Evaluate all tasks Evaluate all tasks ("","","") Assess all tasks (tech sys. infra,tech device) Direct, coord, implement all tasks Develop, collect, interpret reports for aspects Develop and implement DR
Practice is Important - serve students and teachers
Practice, deliverate and precise practice - provide time for teachers to work together, discuss videos of themselves and collaborate on changes.
Policies
Principles or rules intended to shape decisions and actions and that provide the framework for the functioning of the organization. Policies are expressed in broad terms and answer what? and why?
Voice of the customer (VOC)
Proactive process for obtaining stakeholder feedback and related information - surveys, focus groups, gathering blog comments, social media data, sampling, interviews and others.
Identification
Process by which informaiton about a person is gathered and used to provide some level of assurance that the person is who they claim to be.
Education service agencies (ESAs) - support resources
Provide services to schools and support a district's technology-related needs. Vary in size, structure and purpose, depending on location - provide professional development, trend and funding information, coorperative purchasing, business needs - district payroll, HR and financial records.
Federated Identity and Access Management (IAM)
Provides a sophisticated yet simple infrastructure for managing a person's multiple logins to access local and remote resources; it streamlines the administration of online resources for authenticated, authorized users.
Response
Putting the entire plan into action and managing and handling the disaster, as the response's success is a result of a thorough and well-coordinated, well-rehearsed strategy - from having a detailed communication plan to fostering a culture of preparedness.
Service providers
Questions - 1) Privacy? 2) Who owns the data? 3) What standards will be required to ensure protection of credentials? *there are other questions*
National Incident Management System (NIMS)
System that guides government agencies, the private sector and nongovernmental organizations to work in an integrated and organized fashion to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents.
Growing Master Moments - serve students and teachers
Teacher able to see something in us that we might not have seen in ourselves.
Scalability
The ability of a system or network to adapt to growing amounts of work and demand and be easily expanded or upgraded as needed.
Business Continuity Planning (BCP)
The process of ensuring that all important operations, services, processes, and facilities continue to run in the event of a disaster.
Risk Assessment
The process of identifying and minimizing the exposure of the specific threats and related consequences to the organization, its people, its facilities, and its systems.
Stakeholders
The range of influencers and end users in a school system - the Board, all departments, administrators, teachers, students, parents, and the community.
Leadership
The shared work and commitments that shape the direction of a school or district and their learning improvement agendas and that engage effort and energy in pursuit of those agendas.
Strategic Planning
The systematic process of translating the district's vision into specific goals and objectives and a sequence of steps required to achieve them.
Vital Services, Operations, and Records
Those that are those that are irreplacement and/or require the most immediate access and availability as a well as those that are critical for legal, regulatory, or operational reasons.
Leadership and Vision
Work closely with the executive team and stakeholders to develop a shared vision with long-term, big-picture perspectives on district goals to plan for meaningful and effective uses of technology; provide leadership when creating a vision of how technology will help meet district goals.
Security Assertion Markup Language (SAML) - identity management standards
XML-based open standard data format for exchanging authentication and authorization data between parties, in particular, between an identity provider and a service provider
What is a cross functional team?
a group of employees from various functional areas of the organization - curriculum and instruction, assessment, operations, finance, facilities, transportation, security, food service, human resources, etc.- who are focused on a specific objective or task and who must work as a team to resolve issues and produce results.
What is Qualitative Data?
is data that is difficult to count or measure in numerical terms, e.g., text, audio, video, case studies, focus groups, and similar types of data.
What are 21st Century Skills ?
students must also learn the essential skills for success in today's world, such as critical thinking, problem solving, communication and collaboration.
What is SDLC?
(System Development Life Cycle) is the process of developing information systems through investigation, analysis, design, implementation, and maintenance. It represents a systems approach to problem solving.
UC capabilities
1) Access to voicemail and e-mail on a smart phone 2) Access to voicemail messages via e-mail 3) Videoconferencing to allow for "face-to-face" communication between two or more people without going to another office, attending a meeting, or traveling 4) Ability to broadcast a message to a group of stakeholders via e-mail or telephone 5) Integration of audio conferencing, videoconferencing, and web conferencing 6) Ability to send and receive instant messages
StandardsCompliant Applications - benefits
1) Accesses existing data versus time and expenses of re-entering it 2) Reduces incorrect or inconsistent (dirty) data 3) Eliminates wasteful redundancy 4) Trend analysis frrom data from various sources for optimal learning for all students
CTO data questions - required
1) Approval - what policies, regulations, or procedures for approval are there? 2) Transmission - are there technical specifications for security? 3) Processing - is the method of how the data is used and processed understood? 4) Reporting - what guarantee is there for accuracy and validity? 5) Exporting - is sharing a two-way street? 6) Deleting - when can the data sharing stop and remove all related access/data from external systems?
IAM enables a resource to answer 3 questions
1) Are you who you claim to be? (Authentication, asserted by IAM based on the users' login at their home institution) 2) What is known about you? (IAM can provide to the resource the user's name, org. role, or other defining attributes, as negotiated by prior agreement) 3) What are you allowed to access or do? (Authorization determined by the resource holder, based on a some combination of attributes provided by IAM)
Tell the technology story - examples
1) Articulate with internal and external stakeholders in a systemic vision where the district is headed 2) Connect with the media 3) Use an array of district communication vehicles 4) Plan for surprises and have a crisis management/preparedness plan 5) Inviting parents and community into schools 6) Keep legislative partners and policy makers informed
Outsourcing - reasons for IT to do it
1) Attracting and keeping additional qualified IT personnel 2) Improving service levels 3) Freeing faculty and staff to focus on core mission 4) Acquiring expertise to exploit new information technologies
Supporting school safety and parent notification with UC
1) Automate daily attendance calls 2) Automated and immediate messages to a phone, e-mail account, website, fax or social media 3) Multiple languages
High-performance learning
1) Autonomous performance 2) Active soliciting of input and feedback 3) Future orientation 4) Self-directed development 5) Agile alignment 6) Linking learning and practical experience 7) Active collaboration
Cloud Computing - technical considerations
1) Bandwidth - network capacity remains an issue, schools need enough to access the cloud on a large scale 2) Security - securing data is a premier concern, safeguard students from inappropriate content 3) Reliability - no control over infrastructure, how well it is built or maintained 4) Redundancy - if network circuits fail, school/district productivity will be reduced if not halted completely if multiple services are consolidated onto a single vendor, schools/districts may feel the need to maintain multiple cloud vendors and redundant network connections (costs money, resources)
Metrics - examples
1) Bandwidth utilization 2) Up time statistics 3) Equity 4) Technicians to students or devices 5) Mean-time-to-repair
Foster trust - examples
1) Be reliable - respond to requests for help 2) Planning team will include teachers and other instructional leaders, not just IT people 3) Listen, get feedback and changing based on what is learned 4) Be human and responsive 5) It's not "us vs. them"
Stakeholder communication - example of tools
1) Blogs 2) Tritter - micro blogging 3) Facebook - social networking 4) Podcasts 5) YouTube - videos 6) RSS - web-based content delivery
Stakeholder groups - examples
1) Business manager 2) Board members 3) Media specialists 4) Community 5) Students 6) District administrators 7) Teachers 8) Principals and/or assistance principals 9) Parents
Technology procurement - considerations
1) Business partner prospect understand and support district's mission and goals? 2) What role can the partner prospect service in supporting or advancing the district mission and goals? 3) Does the partner prospect have initiatives that align with the district's mission, goals and plan? 4) What level of involvement would the partner prospect likely want? 5) Are there are existing local or regional consortia or networking groups of business leaders and educational leaders to partner?
Successful and effective teams - 12 Cs
1) Clear expectations 2) Content 3) Commitment 4) Competence 5) Charter 6) Control 7) Collaboration 8) Communication 9) Creative Innovation 10) Consequences 11) Coordination 12) Cultural Change
Addressing diverse needs - CTO/Special Ed leaders
1) Need to comply with myriad of needs and regulations, coordinate efforts to provide technology to fill the gap 2) Know technology needs and existing built-in options to address these needs 3) Coordination between areas can create collaborative acquisition of technology to avoid costly mistakes
Communication systems tasks
1) Conducting needs assessments and obtaining feedback from stakeholder groups regarding communication needs 2) Aligning resources to the district's strategic goals and needs 3) Ensuring technology-based tools are updated, compliant, and operational 4) Complying with guidelines and regulations 5) Creating, communicating, and enforcing policies and procedures 6) Promoting and supporting stakeholder collaboration and teamwork 7) Engaging in public relations activities to communicate and promote the district technology plan 8) Using Web 2.0 tools for communication with stakeholders 9) Establishing professional learning communities (PLCs) 10) Understanding IT interoperability standards 11) Planning for scalability 12) Staying abreast of emerging technologies and best practices 13) Staying abreast of funding sources to support specific technology solutions 14) Providing training in use of technology-based tools 15) Tracking and understanding costs 16) Identifying and implementing cost-saving technologies 17) Working with business partners 18) Using web analytics and other data for informed decision making
Data management - industry standards and best practices
1) Content standards (SCORM) 2) Data connectiity and integration standards
21st century education for students - 6 key elements
1) Core subjects - English, reading, or language arts; mathematics; science; foreign languages, civics; government; economics; arts; history; and geography 2) 21st century content - global awareness; financial, economic, business, and entrepreneurial literacy; civic literacy; health and wellness awareness; and environmental literacy 3) Learning and thinking skills - critical thinking and problem-solving skills; communication skills; creativity and innovation skills; collaboration skills; information and media literacy skills; and contextual learning skills 4) ICT (Information and Communications Technology) literacy - the ability to use technology to develop 21st century content knowledge and skills in support of 21st century teaching and learning 5) Life skills - leadership, ethics, accountability, adaptability, personal productivity, personal responsibility, people skills, self directions, and social responsibility 6) 21st century assessments - assessments that measure the results indicated above and that use modern technologies to increase efficiency and timelines
Video conferencing benefits
1) Cost effectiveness 2) Easy access by anyone with a computer and Internet connection 3) Ability to support impromptu communications 4) Convenience
Successful team management - strategies
1) Defining and setting a clear purpose (vision/intent understood and shared) 2) Identifying objectives (clear and visible, guiding all meetings and decisions) 3) Identifying who needs to be involved (appropriate stakeholder groups included) 4) Ensuring team members are clear about expectations and individual roles (attendance, meeting structure, personal time, etc.) 5) Resources to deliver on the team's purpose 6) Provide a framework for decision making 7) Coordinate meetings and establish clear agendas 8) Identify targets and ways to measure progress (milestones) 9) Hold team and team member accountable for performance (monitor, accountability and follow-through) 10) Coordinating communications (who/what/when/where/how communications, agenda, meeting summaries) 11) Ensure all team members have opportunity for input 12) Gather feedback and monitor process, progress, and results
Strategic Planning Process
1) Defining the shared mission of the district 2) Assessing the current environment 3) Setting goals 4) Establishing measurable objectives 5) Determining the action plan 6) Implementing the plan 7) Evaluating and monitoring progress
Cloud Computing - benefits
1) Device independence/interoperability 2) Reduced ongoing capital expenditures, physical space requirements, and utility costs 3) Reduced burden on technical support staff 4) Reliability
CTO skills - budgets
1) District budget cycle and fiscal year 2) Differentiating between recurring resources and one-time funding 3) Capital and operational expenses and funding 4) Fixed vs. variable expenses 5) Unit costa vs. extended costs 6) Budgeted costs vs. actual costs 7) Item budgeting vs. categorical budgeting
Recovery - key tasks
1) Document carefully during response and recovery 2) Prepare for recovery 3) Review the Technology Disaster Recovery Checklist
Effective stakeholder communication
1) E-mail - online newsletters, various email communicaitons 2) Websites - dynamic content, updated and relevant 3) Web content and learning management networks - online grades, homework assignments, campus calendars, emergency alerts 4) Improved telephone communication systems 5) Videoconferencing 6) Unified communications
Profesional Competency Continuum - 3 stages
1) Entry - educators, students, and community are aware of the possibilities, yet learning, teaching, and the system remain relatively unchanged 2) Adaptation - technology is thoroughly integrated into existing practice 3) Transformation - technology is a catalyst for changes in learning practice
Value of Investment (VOI) assessment - steps
1) Estimate project costs (estimate TCO) 2) Calculate anticipated savings and revenues 3) Measure (score) qualitative benefits 4) Assess risk 5) Evaluate results
Strategic collaboration between K12 curriculum leaders and the CTO - Barriers
1) Fast day-to-day pace at which district leaders work 2) Lack of district vision centralizing each department's work on student success 3) Silo approach that has each department narrowly focused on doing "their own" work 4) Lack of a common language around effective research-based teaching and learning strategies and how appropriate technology tools can enable them
Building principals' confidence - examples
1) Find what they want to learn/gain and help them get there 2) Leave them capable of continuing on their own, not reliant on technology experts 3) Invest in support and manpower and making sure teachers and principals know how to get help 4) Find several people in each building willing to serve as experts and mentors
eContent - technical and educational issues
1) Not all devices support all the functionality of eContent 2) Digital content is not necessarily good or appropriate instructional material 3) Districts need to sort through options to incorporate digital content; 4) eContent apps and vendors can capture valuable data about student learning 5) Ensuring compliance with federal regulations, data security, and easy access to eContent could be burdensome 6) Infrastructure and interoperability are also access issues 7) Readily available digital content on the Internet poses legal and copyright issues 8) Professional development - always needed
Professional Learning experiences - examples
1) Focus groups for principals and building leaders focused on PD for leadership around technology 2) Encourage daily usage, allow technology to become invisible (like oxygen) 3) Identify principals who really "get it" and have them coach their peers 4) Plan a 21st century summit and other PD opportunities driven by teachers and students 5) Establish model classrooms, demo schools and have them serve as a showcase 6) Schedule regular visits to classrooms where principals can see technology in action 7) Create authentic learning experiences for principals - not just for students 8) Include principal and other building-level administrators in PD activities offered to teachers 9) Tap professional development networks geared towards administrators - CoSN and ISTE
IT systems management - 21st century skills
1) Forget the IT you know today 2) Get ready to outsource IT 3) Let go of the desire to control 4) Blow the lid off storage limits
Public relations considerations
1) Get your facts together 2) Anticipate the hard questions, be prepared to respond 3) Respond quickly with what you know and only what you know 4) Say most important things first 5) Be sure everyone in district understands procedures and knows who is the identified spokesperson
Technology procurement - various options
1) Grants 2) Title I 3) E-Rate 4) Volume purchases 5) Competitive purchase - RFP/bid processes
Compelling learning environments
1) Have high expectations for all students 2) Have different expectations for all students 3) Focus on research-based practices 4) Engage and motivate students 5) Make learning relevant in a digital world
District stakeholder data review - guiding questions
1) How are we doing compared to the standard? 2) How are we doing compared to ourselves? 3) How are we doing compared to others?
TCO - technology items to review
1) IT asset management 2) Help Desk and centralized support tools 3) Computer refresh cycle 4) Direct and indirect labor 5) Computer, server, and network consolidation 6) Number of supported operating systems and applications 7) Printing 8) Electrical power usage 9) Service contracts
Authentication policy elements
1) Identification 2) Electronic Credentials 3) Registration 4) Service providers
Develop collaborative working relationships - strategies
1) Identify and promote ways in which technology can support educational best practices, address diverse needs of students, and maximize student learning 2) Create cross-functional teams for appropriate aspects of the district's technology program 3) Lay the groundwork by discussing why collaboration is important, aiming for consensus, and agreeing to honor the decisions you make together 4) Sit down together to talk about your vision and then get out together into the schools to see what that looks like 5) Build an environment that encourages team member communication 6) Collaborate with stakeholders to create a vision for how technology will support the district's strategic goals 7) Build an environment of trust through communication and transparency about decisions and how they are made 8) Make time to stop and listen to each other, which includes sharing one another's calendars 9) Agree to have flexibility on both sides; you won't be able to say "yes" or "no" to everything 10) Be sure to honor differences and commit to a common purpose.
Communicating report metrics
1) Identify most important and then measure them on a regular basis 2) Take action based on metrics 3) Compile worthwhile measurements 4) Report progress to stakeholders
Needs assessment
1) Identify what should be the desired condition 2) Determine what data should be collected and how it will be collected (e.g. reports, test scores, surveys, focus groups) 3) Collect the data 4) Analyze the data to quantify the scope of the need - where's the gap? 5) Prioritize needs.
Project RED (Revolutionizing Education) - key findings
1) Implemented technology can provide immediate short-term savings at all levels 2) Daily technology use is one of 5 indicators of better discipline, better attendance and increased college attendance.
Next generation learning systems - technical Qs
1) Interoperability 2) Commercial vs. open source - open source "free", but requires IT expertise to install and maintain 3) Server-based vs. cloud computing - consider privacy, security and data integrity 4) Functionality - 3rd party plug-ins may require subscription or licensing fees 5) Web 2.0 and social networking features - supportive of innovation and participatory culture 6) Bandwidth - needs to be robust 7) Staff capacity - training and professional development required to take advantage 8) Accessibility - ensuring equity and access to all students (low-income/disability included)
What are the essential skills?
1) L & V 2) Strat Plan 3) Ethics & Policy 4) Instr. focus & PD 5) Team building & Staff 6) Stakeholder Focus 7) Info Tech Mgmt. 8) Commo sys. mgmt 9) Bus Mgmt 10 Data Mgmt
District security - building understanding
1) Lay the groundwork - openly discuss with the superintendent and cabinet how technology is critical to operations 2) Understand the dangers - discuss role of security in keeping everything functioning, rely examples of how things could go wrong 3) Do a reality check - conduct serious assessment of current status, document existing security 4) Get down to details - review all information, deal with critical vulnerabilities and develop process for continuously updating
What are the three primary professional catagories?
1) Leadership & Vision 2) Understanding Education Environment 3) Managing Technology & Support Resources
Key Skill areas
1) Leadership and Management 2) Fiscal Management 3) Organization and Culture Skills 4) Tech Skills 5) Business Skills
Standards for Professional Learning
1) Learning Communities 2) Leadership 3) Resources 4) Data 5) Learning Designs 6) Implementation 7) Outcomes
Buget organization - types
1) Line-item budgeting 2) Function/object budgeting 3) Zero-based budgeting (ZBB) 4) Program-planning-budgeting systems (PPBS) 5) Site-based (school site) budgeting (SBB)
Data cycle
1) Look at baseline 2) Look at resource alignment 3) Look at programs and practices 4) Look at student outcomes
Crisis Preparedness Leadership - four components
1) Mitigation and Prevention 2) Preparedness 3) Response 4) Recovery
Stakeholders - gathing feedback for PD
1) School district technology committees 2) Staff and community focus groups 3) Staff, student, and community surveys (collected in writing, by telephone, via email, or in online surveys) 4) Surveys of staff members' jobs and tasks (collected from records, staff surveys, or observation) 5) Existing records from the school district, community organization, educational agencies, and instructions (especially the state department of education) 6) Lists of job tasks and related competencies from professional societies
Data-driven decision making (DDDM or D3M) - potential barriers
1) Schools do not have enough qualified staff to properly analyze data. 2) Data may not be uniformly collected among organizations or over time. 3) Some school district leaders have not embraced or made a commitment to continuous improvement. 4) There may be outdated technology, which is not effectively used. 5) Data collection and analysis is too often not clearly tied to the district's vision and strategic plan, goals, and objectives. 6) Stakeholders may not be able to trust the data collected or how it will be used.
Cross-functional teams - what they do
1) Serve as the voice for their department or functional area and bring information from their department to the discussion 2) Bring information back to their department or functional area from team discussions, activities, and decisions
Strategic Planning
1) Strategic planning process 2) Understanding funding sources 3) Aligning technology-based solutions to needs 4) Advocating for a systems security plan 5) Advocating for disaster recovery and business continuity planning
Technology investments/expenditures - prioritize student outcomes
1) Student outcomes first 2) Invest in what works, not in what doesn't 3) Share ideas and learn from success 4) Work collaboratively with stakeholders 5) Avoid short-sighted cost-butting 6) Leverage alternative sources of funding 7) Leverage local partnerships and resources 8) Pay for success - incentives 9) Provide shared services 10) Align incentives 11) Review efficiency of separate funding streams 12) Utilize federal flexibility 13) Invest in meaningful data system 14) Invest in evidence-based practices like positive behavioral interventions and supports (PBIS)
CTO data usage shared responsibility - all stakeholders
1) Superintendent - leadership/vision, accountabiity, communication 2) Research and assessment personnel - analysis for data to help principals and teachers use data and develop asseessment tools 3) Curriculum and instruction personnel - development of data system includes assessment and evaluation reports aligned to standards 4) Principals - ensure data is a critical part of instruction and teachers are trained to use/implement best use of data 5) Instructional and Technology specialists - assist principals and teachers with data mining and analysis 6) Teachers - use data effectively to individualize instruction
Criteria for Performance Excellence - Baldrige
1) The need for ethical behavior 2) All legal, regulatory, and accreditation requirements 3) Risk factors
Decisions made by data reports - examples
1) Track student achievement for diagnosis and placement 2) Help create individualized learning plans 3) Track and guide profesisonal development 4) Link student interventions to results 5) Assess progress on schools improvement plans 6) Allocate district resources 7) Decide what to change 8) Determine if goals are being met 9) Identify root causes of problems 10) Align instruction to standards 11) Meet accoutability requirements 12) Keep stakeholders informed
TCO - use to support directive educational goals
1) Track tech support - minimize technology downtime 2) Inadequate professional development - seamless technology, preparing staff to use 3) Pros and cons of implementations and support
Security problems - common
1) Unclear division of responsibility for maintaining security 2) Unclear policies and procedures that overlook or create vulnerabilities 3) Holes in perimeter defenses, or lack of regular testing 4) Problems with wireless access, mobile laptops, and dial-in accounts 5) Internal problems around data access controls 6) Lack of user awareness or compliance 7) Unclear protocols for dealing with crises
CTO support of professional development - competencies
1) Understand and be able to develop or support content knowledge and 21st century skills 2) Practice new pedagogical strategies in a supportive environment 3) Learn to both use and model new technologies 4) Develop a culture of collaboration and professional learning
Data Management - new opportunities in schools
1) Use data to transform teaching, learning, and adminsitration 2) Inform decisions about everything from class schedules to textbook reading levels to professional development budgets 3) Provide a rationale for becisions that parents, teachers, taxpayers, and students can understand
Major financial functions in education - 3 main items
1) Various types of budget organization 2) Accounting system 3) Internal and external audits
Next generation learning systems - needs analysis Qs
1) Who and why needs? 2) How many students/staff need? 3) What activities do leaders want to support? 4) Is portal integration needed - security or ease of use - single log-in? 5) Access outside the school needed? 6) Budget?
Tech Novices to buidling-level champions - barriers
1) increasing demands on on building leaders taking from other duties 2) principals are already under pressure for test scores, doubtful of additional effort in technology 3) principals skeptical about project-based, constructivist approach many technology champions advocate 4) education world often critical of digital natives (i.e. technology is "making us dumb", giving students shorter attention spans 5) building leaders are not technology literate, so hesitant to take on this role in the building 6) lack of alignment between the instructional framework of the school or district and how technology is used (leads to "one more thing to do") 7) Transforming schools is difficult - time in schedules is an effort 8) Feelings that investment is new items is a risk, go with what is proven 9) PD opportunities for principals, especially technology, are rare 10) lack of support from above - district leaders must encourage innovation 11) Few models from university schools of education 12) School and district culture doesn't value technology as integral to what happens on a daily basis
How many essential skills are there?
10
Data Management
10A - Establish systems and tools for gathering, warehousing, mining, integrating and reporting data in usable and meaningful ways 10B - Maintain systems and tools for gathering, warehousing, mining, integrating, and reporting data in usable and meaning ways 10C - Make decisions based on data and related processes in support of stakeholders 10D - Administer data and databases following industry standards (e.g. SIF and SCORM) 10E- Assess and respond to information reporting requirements related to goverment mandates
Leadership and Vision
1A Super Cabinet 1B Establish and lead committees 1C Facilitate priority setting to support goals 1D Lead infusion of innovation into all education 1E Leverage opportunities for new tech in education 1F Understand core business and culture 1G Employ tech within interdependent env. of asses,cur, ins 1H Facilitate change 1I Promote communication and marketing 1J Collaborate with business and instruction 1K Commuicate effectiveness (model. demo, inform)
Strategic Planning
2A - Work with key system leaders, people networks and/or learning communities (e.g. math teachers) and departments to identify steps needed to meet strategic goals 2B - Work with key system leaders, people networks (e.g. math teachers), and departments to identify budget and funding mechanisms needed to meet strategic goals 2C - Align technology team activities with the school district goals 2D - Promote and lead the implementation of industry best practice methodologies, tools, and programs (e.g. TCO, ITEL, SDLC, Baldrige) in support of technology 2E - Articulate and fully leverage the value of investment (VOI) in technology to ensure effective delivery of services aligned to the district vision and goals 2F - Provide leadership in strategic alignment of technology with all district systems (e.g., instruction, assessment, finance, facilities, transportation, security, food service) 2G - Integrate technology with curriculum and instruction to provide an appropriate teaching and learning environment 2H - Develop sound practice that guide, articulate, and inform the organization of risk management strategies and risk mitigation in support of business and instructional initiatives 2I - Monitor, evaluate, and report on district's educational technology plan Knowledge of: metrics, data on goals, strategies, and budget to support the technology plan, reports that are meaningful to stakeholders (applicable to education) 2J - Advocate for district-wide disaster recovery and business continuity planning 2K - Plan and implement the district's goals and objectives by leading innovation and strategy
Ethics and Policies
3A - Model and ensure adherence to state and federal laws 3B - Demonstrate high standards of integrity and professional conduct with consideration for fairness and honesty 3C - Communicate to stakeholders the appropriate ethical and professional behavior for technology use in the district 3D - Model and ensure awareness about pertinent laws and legal issues related to implementation and use of technology in a district (e.g. copyright, privacy and compliance) 3E - Maintain safety of students and staff 3F - Demonstrate commitment to responsible environment protection and energy-saving practices 3G - Collaborate with others in the policy development process by ensuring that policies support a high-performing learning environment 3H - Facilitate equitable access to technology resources for all stakeholders
Instructional Focus ad Professional Development
4A - Plan for and coordinate ongoing, purposeful professional development 4B - Identify and promote how technology can support educational best practices through communication and collaboration with the district instructional leadership 4C - Empower staff to reach a proficient level to meet the ongoing demands of their jobs 4D - Promote standards for innovative teaching and learning that develop student proficiency in 21st century skills 4E - Stay abreast of state and national standards, benchmarks, and frameworks for technology literacy 4F - Promote the application of technology to address the diverse needs of students and maximize student learning
Team Building and Staffing
5A - Create cross-functional teams for appropriate aspects of the district's technology program 5B - Support cross- functional teams for appropriate aspects of district's technology program 5C - Manage diverse, cross-functional teams that work and perform well 5D - Mentor and empower others to assume leadership roles; set clear objectives and measures; monitor process, progress and results 5E - Build an environment of trust through communication and transparency about decisions and how they are made 5F - Use tools (e.g. quality improvement) for decision making to support effective teamwork 5G - Build and environment that encourages team member communication 5H - Analyze and identify on an ongoing basis individual and team strengths, required areas of growth, and how teams and their members are being deployed and redeployed 5I - Make effective hiring decisions using quantitative and qualitative data 5J - Provide feedback to individuals and teams on a regular basis regarding areas of strength and required growth, using quantitative and qualitative data 5K - Analyze the structure and organizational chart of the team relative to its ability to address the district strategic plan 5L - Deploy staff to best address the district strategic plan and meet its goals
How many hours of continuing education must be completed within three years to keep certification?
60 hours based on a 1-1 basis. (1 hour conf. sesson = 1 CEA hour)
Stakeholder Focus
6A - Build buy-in for the vision for the district's technology program 6B - Build relationships with stakeholders 6C - Collaborate with stakeholders to create a vision for how technology will support the district's strategic goals 6D - Build and leverage effective partnerships with organizations that benefit district stakeholders 6E -Effectively communicate using emerging technologies to reach stakeholders 6F - Assess and respond to needs and concerns of all knowledge workers and stakeholders
Information Technology Management
7A - Plan all tasks related to technical systems, network infrastructure, and technology device management 7B - Implement all tasks related to technical systems, network infrastructure, and technology device management 7C - Sustain all tasks related to technical systems, network infrastructure, and technology device management 7D - Evaluate all tasks related to technical systems, network infrastructure, and technology device management 7E - Assess all tasks related to technical systems, network infrastructure, and technology device management 7F - Direct, coordinate, and ensure implementation of all tasks related to the integration of technology into every facet of operations 7G - Develop, collect, interpret, and report metrics for all aspects of the IT system 7H - Develop and implement disaster recovery and business continuity plans that are an integral part of the district's technology program
Communication Systems Management
8A - Direct and coordinate use of e-mail, district websites, web tools, voice systems, and other forms of communication 8B - Use various communication tools and techniques 8C - Accomodate technical issues related to implementation of various communication tools 8D - Resolve design, accessibility, and compliance issues related to keeping district, school, and teacher websites and other communication tools updated and operational 8E - Enhance communication by keeping up to date on emerging technologies 8F - Maintain communication systems by ensuring that they are updated, compliant, and operational
Business Management
9A - Identify funding sources available to the district and leverage them to meet district and programmatic goals 9B - Develop and manage budgets, both annually and long-range 9C - Develop accurate pricing estimates for technology initiatives by using TCO and VOI 9D - Make effective purchasing decisions following relevant laws, policies, and guidelines 9E - Manage district funds by following basic financial and accounting principles and processes and all regulatory guidelines 9F - Direct, manage, and negotiate with vendors and business partners 9G - Direct, coordinate, and ensure implementation of all tasks related to seleciton and purchasing (e.g. RFPs, purchasing guidelines) 9H - Budget for ongoing, purposeful professional development for all staff using new technologies
Shibboleth - identity management standards
A 'single-sign in', or logging-in system for computer networks and the internet. It allows people to sign in, using just one 'identity', to various systems run by 'federations' of different organizations or institutions. The federations are often universities or public service organizations.
Total Cost of Ownership (TCO)
A balanced view of all costs, both direct and indirect, required to support district technology. These include equipment and software, direct lobar, and user overhead.
Pareto chart - quality tool
A bar graph that ranks causes or other factors from the most significant to the least significant.
Data Warehouse
A central storage area where data can be integrated from multiple data sources, merged and cleaned up.
Flipped Classroom
A classroom in which more traditional teaching methods and the delivery of instruction happen outside the classroom and online, while traditional homework and delving into and applying concepts learned is moved into the classroom and facilitated by the teacher.
Voice over Internet Protocol (VoIP)
A digital telehpone service that uses the Internet and private backbones for delivery of voice communications and multimedia sessions without incurring fees charged by traditional telephone service.
What is the Baldrige Criteria?
A framework for understanding and improving school performance and for continuous improvement. The categories and core values/best practices help organizations assess how well they are doing and are practical and useful for school improvement planning.
Business Continuity Planning (BCP)
A general term referring to the process of ensuring that all important operations, services, processes and facilities continue to run in the event of a disaster.
Scatter diagram - quality tool
A graph that displays the relationship between two variables.
Cross-functional teams - defined
A group of employees from various functional areas of the district who are focused on a specific objective or task and who must work as a team to resolve issues and produce results.
CIPA
A law requiring K12 schools and libraries in the U.S. that receive federal funds use Internet filters and other measures to protect children from harmful online content.
Learning Forward
A non-profit professional association devoted to staff development and school improvement.
Data-driven decision making (DDDM or D3M)
A process of making choices based on appropriate analysis of relevant information.
Acceptable Use Policy (AUP)
A written agreement signed by teachers, administrators, students, and/or parents that outlines terms of Internet use, how it will be used, online etiquette, privacy policies, how any access will be restricted and sanctions if the AUP agreement is broken.
Object Linking and Embedding, Database (OLE DB) - data connectivity standards
API designed by Microsoft allowing access to data from a variety of sources in a uniform manner. Originally meant as a successor to ODBC.
Java-based data access technology (JDBC) - data connectivity standards
API for the Java programming language defining how a client may access a database, methods for querying and updating data, oriented towards relational databases.
Disaster Recovery
Ability of an organization to respond to a disaster or disruption by executing a disaster recovery plan to restore critical operations and services.
Mitigation and Prevention
Actions taken to identify preventable and unavoidable disasters and to address what can be done to eliminate or reduce the likelihood of a disaster and/or the accompanying risks.
Mitigation and Prevention
Actions that should be taken to eliminate or reduce the accompanying risks of a potential disaster, includes ensuring the safety and welfare of students and staff, pinpointing the types of disasters common in the area and performing risk assessments.
System security planning
Advocate for systems security plan, due to criticality and how central technology is to the learning process and business operations. CTO must continuously evolving technology security risks faced by students, staff and administrators to prevent accidental or deliverate intrusion.
Lightweight Directory Access Protocol (LDAP) - identity management standards
An application protocol for accessing and maintaining distributed directory information services over an Internet Protocol (IP) network.
Credential
An object that is verified when presented to a verifier in the authentication transaction, such as a paired user ID and password.
Open ID - identity management standards
An open standard that allows users to be authenticated by certain co-operating sites (known as Relying Parties or RP) using a third party service, eliminating the need for webmasters to provide their own ad hoc systems and allowing users to consolidate their digital identities.
Disaster
Any event that creates the inability of the organization to maintain operations and provide key business operations and services for some period of time.
Quality Tool
Any print or electornic chart, software application, or technique that supports quality management efforts.
Metric
Any type of measurement used to quantify results - measurements of process elements (inputs, activities, and outputs) in relation to an explicit benchmark or specified level of performance.
What is Business Continuity Planning?
BCP, as it is sometimes referred to, is a general and overarching term referring to the process of ensuring all important operations, services, processes, and facilities continue to run in the event of a disaster.
Professional Learning Community (PLC)
Broadly, a forum for educators grouped or oranized in some way, e.g. job role or function, who are committed to working
Stakeholder Focus: definition
Build relationships with all stakeholders groups, taking a close look at how the district determine requirements, expectations, and preferences. Understand the key factors that lead to stakeholder satisfaction, focusing on how the district seeks knowledge, satisfaction, and loyality of students and other stakeholders.
Chief Technology Officer (CTO)
CoSN often uses the title of Chief Technology Officer but recognizes that district technology leaders have a range of titles, e.g. CTO, CIO, Director of Technology and others that those in the position of technology leadership come from a variety of backgrounds, among them education, technology, and business.
How does CoSN's Framework relate to ISTE's NETS standards?
CoSN works in partnership with ISTE on policy and respects its work. Many of the competencies in CoSN's Framework will support and allow ISTE NETS standards to be carried out.
School Interoperability Framework (SIF) - data integration standards
Data sharing open specification for academic institutions K-12. Composed of XML specification for modeling educational data, and a Service-Oriented Architecture (SOA) specification for sharing that data between institutions.
Quantitative Data - tool for assessing staff candidates
Data that can be counted, measured or indentified on a numerical scale, e.g. quantities, percentages, and statistics.
Qualitative Data - tool for assessing staff candidates
Data that is difficult to count or measure in numerical terms, e.g. text, audio, video, interview responses, inteviewee references, and similar types of data.
Commo Systems: Name all in the list
Direct e-mail, web, voice, and other Use various commo tools Accomodate tech issues related to implementation Resolve issues to all tools Enhance commo by keeping up-to-date Maintain all commo systems
Electronic Product Environmental Assessment Tool (EPEAT)
Easy-to use online tool that provides a comprehensive environmental rating to help identify greener computers and other electronic equipment for your district and schools.
What are the core values and skills?
Effective communicator and Innovator Exhibiting Courage Flexible & Adaptable Results Oriented
Deconstruction is Key - serve students and teachers
Effective teachers are ones who articulate why they do what they do and how it impacts student learning.
Recovery
Efficiently and in a timely manner restoring mission-critical operations and processes, including access to vital data and information, a stable environment for teaching and learning and other district-identified priorities.
Recovery
Efficiently and in a timely manner restoring mission-critical operations and processes, including access to vital data and information, a stable environment for teaching tne learning and other district-identified priorities.
IT systems management
Ensure systems are standardized and compatible with one another and stay on top of security issues, tools and processes needed to prevent breaches of network security. CTO must stay abreast of new technologies and efficiencies, be an active learner and network with colleagues and apply lessons learned by others.
Virtualization - desktop
Entire desktop environment runs on a remote desktop or server (e.g. "thin clients" - low-powered computers stripped of most applications that are connected to a server or cluster of servers). Benefits - reduced hardware costs, reduced energy costs, lower TCO, simplified technical support.
Data Management: Name all in list
Establish data gathering tools Maintain data tools Make decisions based on data Administer data following (SIF, SCORM) Assess and report to govt. mandates
Governmental Accounting Standards Board (GASB)
Establishes and improves standards of accounting and financial reporting for U.S. state and local governments. Defines required processes and offers inexpensive user guides for budget development and adherence to regulations.
Relational leadership - strengths
Having organizational and time-management skills, actively listening and asking questions to solicit best ideas, understanding how to build consensus, using effective power-sharing techniques, employing constructive conflict management, using data to help people draw conclusions, building camaraderie to ensure success, using a variety of print and online marketing collateral, being comfortable with public speaking and storytelling as part of describing the vision and opportunities for effective use of technology
What is VOI?
How something 's value to the community or district is measured or it's perceived value.
ITIL
IT Infrastructure Library - approach to IT service management. Cohesive set of best practices, drawn from the public and private sectors internationally. Advocates that IT services must be aligned to the needs of the business and underpin of the core business processes.
Business Mgmt. Name all in list
Identify funding sources Develop and manage budgets Develop accurate pricing estimates Make effective purchasing decisions Manage funds Direct, manage, and negotiate with vendors Direct coord, ensure implementation Budget for PD
Procedures
Identify how the organization implements policies. Procedures are expressed in specific behavioral or operational terms and answer how? and who? and when?
Transformational leaders - behaviors
Identifying and articulating an organizational vision, fostering acceptance of group goals, having high performance expectations, providing appropriate models, providing intellectual stimulation, developing a strong school culture
Technology-enabled district communication - benefits
Improved communication - 1) Teachers and parents 2) Teachers and students 3) Students to students 4) District administrators and communications 5) District and community/other stakeholders
Virtualization
Refers to the creation of a virtual (rather than actual) version of a device or resource, such as a workstation, server, application, operating system, storage device, network, or data center.
What is the difference between SIF and SCORM?
SIF = SIFA -School Interoperabilty Framwork SCORM = ADL - Advanced Distributed Learning Both are standards sif = infrastructure SCORM = suite of e-learning capabilities
ActiveX Data Objects .NET (ADO.NET) - data connectivity standards
Set of computer software components programmers use to access data and data services, based on disconnected DataSets and XML. Part of the base class library included with the Microsoft .NET Framework - used by programmers to access and modify data stored in relational database systems, but can access data in non-relational sources.
Virtualization - storage
Single storage device or storage area network (SAN), works with servers or other devices, but each server appears to be accessing local storage.
Leveraging knowledge of relevant and innovative technologies - second wave
Supportive and Enabling Applications - automate processes, make education more effective and efficient, improve access to content (essential, but doesn't change traditional paradigms)
Chart of accounts
System of accounting records aligned to the district's business that includes ledger account names and accompanying numbers showing classifications and sub-classifications.
Enterprise Service Bus (ESB) - data integration standards
Software architecture model used for designing and implementing the interaction and communication between mutually interacting software applications in service-oriented architecture (SOA).
Check sheet - quality tool
Sometimes called a matrix, a structured form of collecting and analyzing data, useful for a wide variety of purposes.
SMART goals
Specific - goals that explain exactly what your district wants to do, how it will do it, and by when Measurable - goals described in ways that indicate how they will be measured or assessed, ideally in quantifiable terms Attainable - goals that can be achieved, pushing for improvement but within a range that won't prove impossible or frustrating Realistic - goals that can be accomplished, given where the district is Timely - goals that include a targeted timeline for reaching them
Redundancies - vital piece of DCP, examples
Staff, power and capabilities, computer and storage options (offsite), network communications, facilities, records and files, communication methods
Open Database Connectivity (ODBC) - data connectivity standards
Standard C programming language middleware API for accessing database management systems (DBMS). Designed to be independent of database systems and operating systems.
Incident Command System (ICS)
Standardized, on-scene, emergency management system designed to provide an integrated organizational structure that eneables effective incident management. ICS is used by firefighters, emergency medical teams, and others.
Transformational leaders - action and mind sets
Strong sense of moral purpose, understanding of dynamics of change, emotional of the dynamics of change, emotional intelligence as they build relationships, commitment to developing and sharing knowledge, capacity for coherences making (enough coherence on the edge of chaos to still be creative)
Data Connectivity
Support the transfer of data from a variety of platforms (e.g. SIS, data warehouses, LMS) using a standard set of commands in an efficient and cost-effective way.
Universal Design
The concept of designing and delivering mainstream products and services that are usable by people with the widest possible range of functional capabilities.
Java Specification Requests (JSR) 168 and 286 - portal interoperability standards
The formal documents that describe proposed specifications and technologies for adding to the Java platform. Documents 168 and 286 surround portlet specifications.
Knowldge Management
The integration of data and information into the daily activities of decision makers.
Anytime, Anyplace, Anywhere Access
The norm in students' daily lives outside of school, for technology (ultra-mobile PCs, cell phones, and other devices).
Value of Investment (VOI)
Total benefit toward mission or goals vs. anticipated costs of a project.
What is TCO?
Total cost of ownership calculation.
Leveraging knowledge of relevant and innovative technologies - third wave
Transformative Applications - fully integrating technology into every aspect of education - standards, curriculum, pedagogy, professional development, leadership, administration, communications, and assessments (vital to improving student achievement and modernizing education)
What is UDL?
Universal Design for Learning: is an educational framework based on research in the learning sciences, including cognitive neuroscience, that guides the development of flexible learning environments that can accommodate individual learning differences
Communication system: Def.
Use technology to improve communication,directing and coordinating the use of e-mail, district websites, web tools, voice mail systems, and other forms of commo. to facilitate decision-making and to enhance effective coom with key stakeholders.
Sampling
Used to gather information by studying representative portion of a group or population to learn more about that group on a larger basis. Sampling can prove more cost-effective than surveying an entire group, and if the sample is truly representative of the group, reasonble assumptions can be made about the group as a whole.
Cloud Computing
Virtual servers on the Internet that provide hosted services and applications and that allow for increased capacity and capabilities for shared, on-demand computing resources delivered as free or pay-as-you-go services. Helps increase CTO's capacity and capability to provide IT services on an as-needed basis without investing in infrastructure, training, and licensing fees.
What other frameworks and standards are some of the essential skills mapped to to?
■The Baldridge Education Criteria for Performance Excellence ■Microsoft's Professional Leadership Competency Wheel ■Bill Rust, Gartner ■ISTE NETS standards ■Research by Maurice Green (CIO competence) and others
