Articles: July/August 2015
Six individual trajectories of digital technology are enabling the ambitious goal of a responsive, personalized digital learning environment for higher education.
The next generation of learning spaces will take all the characteristics of an active learning environment—flexibility, collaboration, team-based, project-based—and add the capability of creating and making.
Today’s LMS needs to be supplemented with (and perhaps later replaced by) a new digital architecture and new learning components—the NGDLE—to enable current transitions in higher education.
Excerpts from an interview with John O’Brien, the incoming president and CEO of EDUCAUSE.
Two university-wide surveys about students' mobile technology shows high and increasing ownership and positive changes in mobile learning practices given continuous support and targeted training resources.
Learner-centered education requires instructors to have insight into their students, which the Student Profile Report can provide. Surveyed instructors found the report useful, and analysis found it introduced no bias in letter grade assignment.
The role of chief data officer meets two urgent needs on campus: leading data administration efforts and building analytics capacity to drive decisions with data.
Academic innovation requires a suite of skills, including flexibility and the ability to "build your own desk."
Like its corporate counterpart, a higher education product manager is responsible for the entire service offering lifecycle, serving as a user advocate and single point of contact.
Moving some IT applications to the public cloud can benefit even small colleges, providing economies of scale not otherwise possible.
The innovation leader's role requires an entrepreneurial attitude with skills in management and negotiation, along with deep domain knowledge in technology and education; elements of cognitive and behavioral psychology and economics; and a healthy amount of pragmatism, expectation setting, optimism, communication — and evangelizing.
CIOs have foundational knowledge they can apply quickly to a new operational role, and some campuses have begun transitioning them to become leaders of enrollment functions.
Because in-house labor expenses can consume more than half of the IT budget, it is essential for IT leaders to understand labor's cost, productivity, and impact.
- EDUCAUSE Labs
- In print edition