E-Learning and Virtual Campus Development

2011 ◽  
pp. 115-125
Author(s):  
Irene le Roux ◽  
Karen Lazenby ◽  
Dolf Jordaan
Keyword(s):  
Management Training ◽  
Virtual Campus ◽  
Campus Environment ◽  
Information Technology Services ◽  
Technology Services ◽  
E Learning ◽  
Student Information ◽  
User Frustration ◽  
Technology Strategies ◽  
The University

The University of Pretoria (UP) implemented a virtual campus in 1999. The measure in which and rate at which the virtual campus environment was adopted in the institution, was substantial. To accommodate the expected growth the University decided in 2004 to upgrade the learning management system in order to provide more stability and better integration with the student information system. However, the more complex integrated environment resulted in more points of failure and a less stable environment. Higher user frustration levels led to a decline in the number of users. The chapter discusses four key variables that influence growth and sustainability in an e-learning environment: Management, Training and Support, Measurement, and Technology strategies. We argue that additional resources required in Information Technology Services (ITS) were not adequately provided for. We give suggestions for future directions.

E-Learning and Virtual Campus Development

2011 ◽  
pp. 1379-1389
Author(s):  
Irene le Roux ◽  
Karen Lazenby ◽  
Dolf Jordaan
Keyword(s):  
Management Training ◽  
Virtual Campus ◽  
Campus Environment ◽  
Information Technology Services ◽  
Technology Services ◽  
E Learning ◽  
Student Information ◽  
User Frustration ◽  
Technology Strategies ◽  
The University

The University of Pretoria (UP) implemented a virtual campus in 1999. The measure in which and rate at which the virtual campus environment was adopted in the institution, was substantial. To accommodate the expected growth the University decided in 2004 to upgrade the learning management system in order to provide more stability and better integration with the student information system. However, the more complex integrated environment resulted in more points of failure and a less stable environment. Higher user frustration levels led to a decline in the number of users. The chapter discusses four key variables that influence growth and sustainability in an e-learning environment: Management, Training and Support, Measurement, and Technology strategies. We argue that additional resources required in Information Technology Services (ITS) were not adequately provided for. We give suggestions for future directions.

ETHWorld - Implementation of a Virtual Campus Infrastructure and E-Learning at ETH Zurich

2003 ◽  
pp. 1-18
Author(s):  
Anders Hagstrom ◽  
Walter Schaufelberger
Keyword(s):  
Technological Development ◽  
Building Blocks ◽  
Academic Planning ◽  
Virtual Campus ◽  
Federal Institute ◽  
E Learning ◽  
Institute Of Technology ◽  
Teaching Learning ◽  
The University ◽  
And Control

ETH World is a strategic initiative for establishing a new virtual campus at the Swiss Federal Institute of Technology (ETH) Zurich. ETH World will provide services in the areas of research, teaching, learning and infrastructure for the established disciplines in technology and natural science at ETH. The initiative aims to develop the excellence of ETH Zurich, making use of the new facilities and infrastructure instruments and methods that technological development offers. It is an integral part of the university, supporting its academic planning, infrastructure and financing processes. In its first part this paper describes the background of ETH World and an international conceptual competition organized in 2000 to seek ideas for the “infostructure” of this new academic environment. Some results of the competition are presented along with other projects that have been launched as building blocks of ETH World. The second part looks in some detail at e-learning as one of the focal points of ETH World, presenting two cases studies in architecture and control engineering education.

Reorganizing Information Technology Services in an Academic Environment

2000 ◽  
pp. 214-232
Author(s):  
Marcy Kittner ◽  
Craig Van Slyke
Keyword(s):  
Information Technology ◽  
Private University ◽  
Organizational Restructuring ◽  
Chief Academic Officer ◽  
Advantages And Disadvantages ◽  
Information Technology Services ◽  
Technology Services ◽  
It Support ◽  
Available Technology ◽  
The University

Primarily due to ongoing changes in available technology and financial constraints at a four-year, private university, the Information Technology Department has gone through several iterations of organizational restructuring over the last ten years. The need for IT support for both the academic side of the University and the administrative side has been met by two different structures during this time. At times, the technology needs for the entire University have been supported by one common department that reports directly to the President. At other times, the support has been provided by two separate departments-the academic side reporting to the Chief Academic Officer (CAO) and the administrative side reporting to the CFO. Because of advantages and disadvantages of each of these structures and turnover of the President, CFO and CAO positions, the use of these two structures has alternated several times. The most recent president has emphasized a technology-friendly and up-to-date campus as one of his primary goals. This emphasis precipitated an analysis of the existing systems with recognition of the need to keep IS strategies in line whether supported by one department or two.

scholarly journals Comparative Study Of Platforms For E-Learning In The Higher Education

2008 ◽  
Vol 4 (8) ◽  
pp. 15-26
Author(s):  
Jose Mondejar-Jimenez ◽  
Juan-Antonio Mondejar-Jimenez ◽  
Manuel Vargas-Vargas ◽  
Maria-Leticia Meseguer-Santamaria
Keyword(s):  
Higher Education ◽  
Comparative Study ◽  
Virtual Environments ◽  
Integrated Management ◽  
The Internet ◽  
Virtual Campus ◽  
University Environment ◽  
La Mancha ◽  
E Learning ◽  
The University

Castilla-La Mancha University has decided to implement two tools: WebCT and Moodle, Virtual Campus has emerged: www.campusvirtual.ulcm.es. This paper is dedicated to the analysis of said tool as a primary mode of e-learning expansion in the university environment. It can be used to carry out standard educational university activities in accordance with the guidelines set out by the new European Space for Higher Education. New needs continue to present themselves, not only with regard to the exchange of information and documents, but the complete and integrated management of teaching which is carried out using virtual environments and the Internet: e-learning.

scholarly journals Evaluation of Green IT services with Fuzzy Screening approach

2017 ◽  
Vol 21 ◽  
Author(s):  
Sajjad Shokouhyar‎ ◽  
Alireza Noorbakhsh ◽  
Armin Aalirezaei
Keyword(s):  
Information Technology ◽  
Synthesis Method ◽  
Cost Effective ◽  
It Services ◽  
Green It ◽  
Analytic Hierarchy ◽  
Statistical Population ◽  
Information Technology Services ◽  
Technology Services ◽  
Technology Strategies

Regarding development of Information Technology, the world of industry has inordinately benefited, albeit that has some losses. Unless the losses are considered, advanced losses will be seen after progress with which is more difficult to cope. Neglecting the future and the risk involved in the industry, not to mention the lack of knowledge in dealing with sudden alterations, compel irrecoverable loss. In this context, information technology services in organizations are aimed to be cost-effective and have minimum environmental impact, according to green information technology strategies. Concerning significance of the issue, purpose of this research is assessment of information technology services with respect to greenness level in a general contractor organization by combination of Fuzzy Analytic Hierarchy Process and Fuzzy Screening Procedure to enhance the greenness level of IT services. The effectiveness of using this approach is including qualitative, quantitative, and uncertainty nature of the problem. In this paper, to consider the Green IT services criteria, literatures have been studied by meta-synthesis method, then the importance of the criteria has been determined by questionnaires so as to rank Green IT criteria. Eventually, the organization level has been concluded in terms of the greenness level of IT services. As a case study, IT experts and managers of KAYSON Inc. organization are considered as statistical population of this research. The reduction had the highest weight among other criteria- recycling and reusing - in KAYSON Inc. organization. Finally, the organization greenness level was determined moderate in terms of IT services.

Developing and Managing an Effective Virtual Campus

2011 ◽  
pp. 254-268
Author(s):  
Luca Botturi ◽  
Lorenzo Cantoni ◽  
Benedetto Lepori ◽  
Stefano Tardini
Keyword(s):  
Applied Sciences ◽  
General Strategy ◽  
Learning Support ◽  
Virtual Campus ◽  
Service Unit ◽  
University Of Applied Sciences ◽  
E Learning ◽  
Control Procedures ◽  
Definition Of ◽  
The University

This chapter presents a successful Swiss experience in developing and effectively managing virtual campus projects: eLab, the eLearning Laboratory of the University of Lugano and the University of Applied Sciences of Italian Switzerland. eLab activities are presented at two distinct moments in time. We first describe the context of e-learning in Swiss higher education institutions, focusing in particular on the Swiss Virtual Campus programme. During that programme, eLab emerged as one of the best performing e-learning support centres in Switzerland, thanks to three main elements: the establishment of a clear prototype-based design and development model, the definition of quality control procedures, and the implementation of a consistent and institution-wide online learning environment. After the end of the programme, eLab had to switch from a project-oriented laboratory towards a service unit. The general strategy that drove this change and the concrete tools and practices that made it possible are presented in this chapter.

Brave new world: The challenges in transforming information technology services

2021 ◽  
pp. 204388692199481
Author(s):  
Ilan Oshri ◽  
Tim Jaffray
Keyword(s):  
Information Technology ◽  
External Support ◽  
It Services ◽  
Call To Action ◽  
Internal Resources ◽  
Information Technology Services ◽  
The Status ◽  
Technology Services ◽  
The University ◽  
The City

The Chief Digital Officer for the University of Auckland, Stephen Whiteside, was deep in thought. It was mid-2014, and he contemplated the strategic significance of IT services to the organisation and the importance of its role in ‘determining the future’, as well as the gravity of decision making that would essentially pave the way to more effective and efficient support services. His office overlooked Albert Park, situated on the remains of Ranipuke, a volcanic cone in the centre of the city. The picturesque setting symbolised a 140-year-old, time-honoured sanctuary for Aucklanders. As he surveyed the manicured lawns and flower beds – with the elaborate fountain (1882) in view – he was struck by the serenity and permanence of the setting. For a moment, he considered maintaining the status quo within Information Technology Services. It had, after all, successfully delivered an organisational-wide service for decades. Albert Park had also been home to military barracks in the mid 1800s, where troops had been stationed for more than 20 years. Perhaps, a call to action would be better: to mobilise internal resources and embark on transformation. As he mulled over these alternatives, a third option came to mind: sourcing external support in this endeavour. He was still undecided as he gazed out of the window. He wondered which of these alternatives would deliver the best results and critically, which of them would stand the test of time.

Reorganizing Information Technology Services in an Academic Environment

2000 ◽  
pp. 124-147
Author(s):  
Marcy Kittner ◽  
Craig Van Slyke
Keyword(s):  
Information Technology ◽  
Private University ◽  
Organizational Restructuring ◽  
Chief Academic Officer ◽  
Advantages And Disadvantages ◽  
Information Technology Services ◽  
Technology Services ◽  
It Support ◽  
Available Technology ◽  
The University

Primarily due to ongoing changes in available technology and financial constraints at a four-year, private university, the Information Technology Department has gone through several iterations of organizational restructuring over the last ten years. The need for IT support for both the academic side of the University and the administrative side has been met by two different structures during this time. At times, the technology needs for the entire University have been supported by one common department that reports directly to the President. At other times, the support has been provided by two separate departments-the academic side reporting to the Chief Academic Officer (CAO) and the administrative side reporting to the CFO. Because of advantages and disadvantages of each of these structures and turnover of the President, CFO and CAO positions, the use of these two structures has alternated several times. The most recent president has emphasized a technology-friendly and upto- date campus as one of his primary goals. This emphasis precipitated an analysis of the existing systems with recognition of the need to keep IS strategies in line whether supported by one department or two.

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