New Collaboration Forms in Site-specific Blended Courses Abroad: Lessons Learned in the ADRIART.net Curriculum Development Project

2016 ◽  
Vol 11 (3) ◽  
pp. 35-48 ◽  
Author(s):  
Peter Purg ◽  
Daniela Brasil
Keyword(s):  
Curriculum Development ◽  
Development Project ◽  
Lessons Learned ◽  
Site Specific ◽  
Blended Courses

Excerpt from Tuning in, a Curriculum Development Project

1992 ◽  
Vol 83 (4) ◽  
pp. 183-183 ◽  
Author(s):  
Gerald A. Danzer ◽  
Mark Newman
Keyword(s):  
Curriculum Development ◽  
Development Project

scholarly journals Development on Indigenous Homelands and the Need to Get Back to Basics with Scoping: Is there Still "Unceded" Land in Northern Ontario, Canada, with Respect to Treaty No. 9 and its Adhesions?

2021 ◽  
Vol 12 (1) ◽  
pp. 1-49
Author(s):  
Leonard Tsuji ◽  
Stephen Tsuji
Keyword(s):  
Literature Search ◽  
Development Project ◽  
Lessons Learned ◽  
Development Projects ◽  
Northern Ontario ◽  
Starting Point ◽  
Library And Archives Canada ◽  
Bare Minimum ◽  
Comprehensive Literature Search

Scoping includes the establishment of unambiguous spatial boundaries for a proposed development project (e.g., a treaty) and is especially important with respect to development on Indigenous homelands. Improper scoping leads to a flawed product, such as a flawed treaty or environmental impact assessment, by excluding stakeholders from the process. A comprehensive literature search was conducted to gather (and collate) printed and online material in relation to Treaty No. 9 and its Adhesions, as well as the Line-AB. We searched academic databases as well as the Library and Archives Canada. The examination of Treaty No. 9 and its Adhesions revealed that there is unceded land in each of four separate scenarios, which are related to the Line-AB and/or emergent land in Northern Ontario, Canada. Lastly, we present lessons learned from our case study. However, since each development initiative and each Indigenous Nation is unique, these suggestions should be taken as a bare minimum or starting point for the scoping process in relation to development projects on Indigenous homelands.

Action-research in community development

1973 ◽  
Vol 2 (3) ◽  
pp. 239-248 ◽  
Author(s):  
Ray Lees
Keyword(s):  
Action Research ◽  
Local Government ◽  
Community Development ◽  
Local Community ◽  
Development Project ◽  
Lessons Learned ◽  
Voluntary Organizations ◽  
The Social ◽  
Research Experiment ◽  
The Government

At the end of 1971 the Government designated the extention of the Community Development Project to the planned total of twelve areas. The project was then described as ‘a national action-research experiment’ carried out in selected urban localities in order to discover ‘how far the social problems experienced by people in a local community can be better understood and resolved through closer co-ordination of all agencies in the social welfare field – central and local government and the voluntary organizations – together with the local people themselves’. There was a special emphasis placed on the importance of ‘citizen involvement and community self-help’, together with the expectation that ‘the lessons learned can be fed back into social policy, planning and administration, both at central and local government level’.

Making Agile Development and Offshoring Practice Successful on Global Software Development Project

2013 ◽  
pp. 107-119
Author(s):  
Edward Chen
Keyword(s):  
Software Development ◽  
Development Project ◽  
Lessons Learned ◽  
Global Software Development ◽  
Agile Development ◽  
Business Practices ◽  
Global Business ◽  
Software Development Project ◽  
Business Applications ◽  
Develop Software

Two significant trends have been gaining momentum in software development: the utilization of Agile development methodologies, and the continuing trend of companies to outsource development work offshore. These two trends have changed the way companies develop software and business applications. This chapter seeks to evaluate how a company can successfully manage both trends in conjunction with each other on global business. The primary question addressed is whether the benefits derived from Agile development methodologies and the savings from outsourced software development efforts cancel each other out when applied together, or whether they create a synergy greater than the sum of the parts. In order to answer this question, this chapter intends to examine several relevant business practices and industry experiences. From lessons learned, we identify factors which seem to influence a successful combination of Agile methodology and offshoring in global software development projects.

A Dream Project Turns Nightmare

2011 ◽  
pp. 98-111 ◽  
Author(s):  
Vital Roy ◽  
Benoit A. Aubert
Keyword(s):  
Strategic Alliance ◽  
Credit Unions ◽  
Development Project ◽  
Lessons Learned ◽  
Banking Business ◽  
Micro Level ◽  
Is Integration ◽  
Complex Project ◽  
Canadian Banking

It was in 1996 that Integra1, a large Canadian life insurance institution, launched its Banking and Loan Insurance Software System (BLISS) development project with the aim of gaining access to the loan insurance market in small Credit Unions (CUs) across Canada. The company was ready to provide the system free of charge to the Credit Unions on the provision that they commercialize exclusively Integras loan insurance products. To achieve this goal, Integra entered into a partnership with Intex Consulting, the Canadian subsidiary of a large international information system (IS) integration firm who wanted to gain a foothold in the Canadian banking business. After 1.3 million dollars of investment from each partner and twelve months of intensive efforts, the project came to an abrupt stop. The lessons learned in this case study include: (1) the importance of understanding requirements beyond micro-level user needs, (2) the need to get the enlightened involvement of each interested party in a large complex project, (3) the importance of appraising the specific contribution of each partner in a strategic alliance, and (4) the obstacles faced when entering an unfamiliar market with a new, unproven IS product.

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