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A brief overview of the deployment of Sakai at Unisa as the new “myUnisa” Deon van der Merwe

A brief overview of the deployment of Sakai at Unisa as the new “myUnisa” Deon van der Merwe. Introducing Unisa. Vision. Towards the African university in the service of humanity. CvV. Introducing Unisa.

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A brief overview of the deployment of Sakai at Unisa as the new “myUnisa” Deon van der Merwe

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  1. A brief overview of the deployment of Sakai at Unisa as the new “myUnisa” Deon van der Merwe

  2. Introducing Unisa

  3. Vision Towards the African university in the service of humanity

  4. CvV

  5. Introducing Unisa • University of South Africa is a comprehensive, open learning and distance education institution. • On 1 January 2004, the former Unisa, Technikon Southern Africa (TSA) and Vista-Vudec merged. • The new comprehensive institution currently (1st registration) has 205 962 students and is classed as a mega-university in global terms. • Qualifications are internationally accredited. • Currently more than 93 000 student have joined our Virtual Campus called “myUnisa”. • 10724 courses have been created on myUnisa

  6. Unisa Students in Africa 2005

  7. International Students

  8. Race (2005) 0.3% 6.1% 27.1% 10% 56.6% TSA Cool Unisa

  9. Gender (2005) 45.3% 54.7% TSA Cool Unisa

  10. History of CMS • Each institution had own in-house developed system: • Former Unisa had SOL/LOL • Former Technikon SA had TSA COOL • Disparate technologies • Stable but outdated systems • Very little institutional support • Approximately 134 000 students were using combined systems

  11. ThemyUnisa Project

  12. The myUnisa Team

  13. The myUnisa Team

  14. Terms of Reference • Mandate by Vice Principal: Prof. Alwyn Louw • To provide Unisa with a single integrated “Virtual Campus” System • To introduce Enterprise Portal technology to the institution, using selected academic systems as proof of concept. • To have above systems operational by January 2006

  15. Virtual Campus Brief • The new virtual campus solution will incorporate all the functionalities of both the legacy systems (TSA COOL and UNISA SOL/LOL). • New system will support modern ODL principles and needs. • New system & architecture must comply with international and local computing standards and best practices. • New system will be modular and flexible to allow new functionality and features to be added at any time. • The new system must be robust and scalable enough to accommodate existing and envisaged user volumes (staff and students). Cont…

  16. Virtual Campus Brief • Content in the system will comply with recognised international metadata packaging standards. • The new virtual campus system will be integrated with legacy student andadministrative systems, but will be able to integrate with any new systems due to the open architecture and computing standards used in its design. • Content and information will be presented via the an enterprise portal. • 24/7 availability (redundancy) • MIS Enabled (Tracking system) • DR

  17. What had done? • Sell the concept • Deploy Sakai • Design & implement hardware infrastructure • Implement ID Vault • Customize Sakai and brand as “myUnisa” • Train developers in Java and Struts • Develop 19 new tools • Integrate Sakai with legacy systems • Integrate legacy tools (services) into Sakai • Migrate data & courseware • QA, change management, train users, etc…………….

  18. Why Sakai? • In-house research and architecture development. • The Sakai Project was introduced to Unisa by a visiting Gartner consultant. • Virtually 100% match between the architecture adopted by Sakai and the online architecture envisaged for Unisa.

  19. On 12/11/2004 the ICT ManCom and on 24/05/2005Unisa ManComapproved the deployment of Sakai and uPortal. This will form part of the core systems in Strategic Objectives 4.3 & 4.4 of ICT Strategic Plan. Approval

  20. Why use Open Source Software? • The ability to provide and infrastructure that will fit organizational needs and control over our destiny. • Getting the best of three worlds: OSS, In-house development and commercial software. • Zero Licensing fees, relatively low cost of deployment and low long term cost of ownership. Cont…

  21. Why use Open Source Software? • Saving in thousands of man-hours of in-house development and programming. • Access to an international community with some of the world’s best developers, programmers and ITC technicians. • The Government and DoE’s positive stance on OSS. Cont…

  22. Why use Open Source Software? • Research done by staff (Current and in past). • Unisa’s vision of partnerships and community outreach. • Developing cutting edge technology skill locally. • Global trends in OSS. • Large ICT vendors’ stance on OSS.

  23. Why use Open Source Software? • Risks of staff attrition and acquisition of skilled staff. • Gartner’s introduction to Sakai • Deliberations with other tertiary institutions investigating OSS.

  24. Sakai • Unisa has deployed Version 2.01 and is busy adapting it for our unique circumstances. • Regular communication with Sakai/SEPP partners using collaborative tools, teleconferencing and attending user groups. • First meeting of local universities hosted by Unisa on 14/15 September 2005, follow up meetings on 25 October 2005 in Cape Town and 14/15 March 2006 in Bloemfontein. The following universities attend: University of Cape Town, North-West University, University of the Freestate and Central University of Technology.

  25. What made it possible? Strategy used to introduce “myUnisa” “Recipes for success” “Lessons learnt”

  26. What made it possible? • Attitude & Passion • “No problems, only challenges” • Willingness to take risks (calculated, but “bold”) • Dedication of the Team: • Nothing is too much effort • Prepared to work long hours • 24/7 availability (voluntary) • Resilience, perseverance and patience • Turning a bad situation into an opportunity • Use every opportunity to “brag” Cont…

  27. What made it possible? • Common goal • A vision of belonging to something larger than any one person or institution and to be part of a global community of like-minded people aspiring to produce a enterprise system for all. • Team spirit – participative environment, common goals and team building. • Merger – Threat or opportunity (more of the same (play it safe) or take a chance and do something new). Cont…

  28. What made it possible? • Influencing and aligning with university vision & goals: • Organizational mission and strategic objectives, Institutional Goals, 2015 plan, Teaching and Learning Model, ICT Strategic plan • Top management approval & support • Restructuring ICT to accommodate a Academic Solutions Directorate for eventual refocusing of ICT (Change of ICT from admin-centric to Learner support and academic centric - the 80/20 plan Cont…

  29. What made it possible? • Strategic partnerships: • Intra- Institutional (Alliances with Corporate Communication & Marketing (CCM) and Institute for Curriculum and Learning Development (ICLD)) • Inter institutional (South African initiative) • Sakai community • Engagement of Users • User centric approach • Business analysis Cont…

  30. What made it possible? • Management style: • Empowering & trusting • Project management principles (DotProject) • Unique business model based on investment in people (staff development) rather than technology • Strong motivation for selection of solution: • Introduction of new OSS orientated business model & value propositions • Selling the vision rather than product (Global initiative, collaboration potential, foot in door for non ICT projects e.g. Open Courseware Initiatives, International exposure) Cont…

  31. What made it possible? • High level of (diverse) in-house expertise: • Exposure of staff to newest developments in Teaching and Learning Technologies • Change Management & training: • Perception Management • Combination of evangelical approach & enforcement • Multi-pronged approach (Top down, bottom up, peer to peer & student pressure) • Building a support network & infrastructure Cont…

  32. What made it possible? myUnisa support infrastructure

  33. What made it possible?

  34. Pitfalls Challenges

  35. Challenges • National Challenges: • Blend of Developing world and 1st World • Socio-economic status of our students • Language barriers (11 Official languages) • Low levels of literacy (innumeracy) • National infrastructure – water, electricity, telecommunication • Cost & reliability of connectivity • Education to the Nation – access to technology Cont…

  36. Challenges • Merger: • Politics, processes, systems, people and cultures …….. • ……BUT it became a catalyst (opportunity) for change • Extremely tight deployment timelines • Migration of disparate data & courseware • Bad data (student & staff) Cont…

  37. Challenges • Resistance to change: • Ignorance, apathy, resistance, sabotage • Current academic model is extremely content orientated (legacy of correspondence institutions) • Lack of understanding (paper vs online, administrative vs teaching & learning) i.e. breaking the paradigm • Academics see online teaching as extra work (no performance incentives) • Resistance to OSS by traditional ICT practitioners (peers) Cont…

  38. Challenges • Limited resources: • Prioritization: Development vs Maintenance vs Support • Institutional HR structures not in place • Dependence on other systems (directory services, networks, student system, ERP, etc) • No existing benchmarks for guidance • Perceptions: • Students blame myUnisa for everything (volumes) • Non-IT related

  39. 99191 93592

  40. Internet Accessibility 2005

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