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QUALITY ASSURANCE IN HIGHER EDUCATION AND PROFESSIONAL TRAINING How to assess an e-learning project?

QUALITY ASSURANCE IN HIGHER EDUCATION AND PROFESSIONAL TRAINING How to assess an e-learning project?. Application to CVG- « Virtual Campus in Management » Jean-Marie DUJARDIN and Severine MARON HEC-University of Liège, Belgium. CVG-Virtual Campus in Management (created in 2000).

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QUALITY ASSURANCE IN HIGHER EDUCATION AND PROFESSIONAL TRAINING How to assess an e-learning project?

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  1. QUALITY ASSURANCE IN HIGHER EDUCATION AND PROFESSIONAL TRAININGHow to assess an e-learning project? Application to CVG- « Virtual Campus in Management » Jean-Marie DUJARDIN and Severine MARON HEC-University of Liège, Belgium

  2. CVG-Virtual Campus in Management (created in 2000) 3 « Business Schools » as partners Project sponsored by the European Social Fund and Walloonia

  3. Developed courses : • Accounting • Marketing • Supply Chain Management • Strategy • Leadership • Organisational changes • Human resources • Finances • E-business Target groups: • Trainees (and students)

  4. Plan • 1. Building of a methodology to make a quantitative and qualitative assessment • 2. Trying to apply this methodology to 2 courses:Supply chain management courseand Leadership course • 3. Next step : Applying the methodology systematically

  5. 1. Building of a methodology To make a quantitative and qualitative assessment

  6. CVG assessment methodology

  7. RESOURCES

  8. LEARNINGS

  9. "STAKEHOLDERS"satisfaction

  10. PROJECT DASHBORD

  11. QUALITY ASSURANCE FOR DISTANCE LEARNING

  12. 2. Trying to apply this methodology to 2 courses:Supply chain management courseand Leadership course

  13. Quantitative evaluation of Leadership course (2002-2006)INPUTS

  14. OUTPUTSLeadership course • Total amount of developped hours for Leadership course: 40 hours • Total amount of students/trainees from 2004 to 2006 (nobody between 2002-2004) • Students : 650 • Trainees :9 • Total amount of training hours for this course • Students : 650*40= 26 000 • Trainees 9*40= 360

  15. What can we conclude of this? Relation between INPUTS and OUTPUTS-Leadership course • Average cost (of development ) of a course for every : • Trainee (FSE target): 68.486,63 /9= 7.609,63€ • User( Students and Trainees) = 68.486,63 / (650+9)= 104 euros • Average cost of one hour e-learning production • 68.486,63 coût total /40(hours)= 1712 euros • Human resources cost rate (compared to the entire costs) • 50%

  16. Qualitative evaluation of Leadership course

  17. Evaluation of training effectiveness by the participants

  18. Evaluation of training effectiveness by the participants

  19. Evaluation of training effectiveness by the top management

  20. Evaluation of training satisfaction by the participants

  21. What can we conclude of this? • Is there a difference between • pre- and post-test? • « hot » and « cold » evaluation? • Do the results match with the course objectives? • Are the students/trainees satisfied?

  22. Quantitative evaluation of SCM course(2002-2006)INPUTS

  23. OUTPUTS(2002-2006) • Total amount of developped hours for SCM Management course: 90 hours • Total amount of students/trainees from 2004 to 2006 (nobody between 2002-2004) • Students :/ • Trainees : 63 • Total amount of training hours for all courses • Students :/ • Trainees : 90*63=5670

  24. What can we conclude of this?For Supply Chain Management courseRelation between INPUTS and OUTPUTS • Average cost (of development ) of a course for every • Student :/ • Trainee: 139.354,65€ /63= 2211Euros • Average cost of one hour e-learning production: 139.354,65€ /90 = 1548 euros • Human resources cost rate (compared to the entire costs) • 46%

  25. Qualitative evaluation of SCM course(self-evaluation) • Just before the course, the teacher asked the trainees to evaluate their knowledge level for each part of his course, for example: • Transportation (theory basis) • Transportation (application) • Stocks management • …. On a scale: low-middle-good-excellent After the course, the teacher will ask the trainees to do the same thing, so we could compare…

  26. Try to apply this methodology to the global project:

  27. OUTPUTS Global project • Total amount of developped hours for all courses: 350 hours (10 courses) • Total amount of students/trainees from 2004 to 2006 (nobody between 2002-2004) • Students : about 2200 • Trainees (FSE target) : 261 • Total amount of training hours for all courses • Students : about 2200*30=66000 • Trainees: over 12000 hours

  28. What can we conclude of this?

  29. What can we conclude of this? Relation between INPUTS and OUTPUTSGlobal project • Average cost (of development) of the courses for every • Student :/ • Trainee 1010500,38 /261=3871 euros • Average cost of one hour e-learning production: 1010500,38/ 350= 2887 euros • …but the diffusion only begins !!!! • Human resources cost rate (compared to the entire costs) • 45% • Dropout Rate:??

  30. 3. Next steps … • How to improve the methodology and its application for next years ? • Apply the methodology to all courses systematically for quality insurance!

  31. Interests of the methodology • Approach also focused on outputs • Professional and systematical management of the project • Discovery of new information and different view on the project • Guidelines for budget and development • Needs much time and resources • Lack of information Drawbacks of the methodology

  32. Do you have questions ? • Visit our website • www.campusvirtuel.be • Or write an e-mail • Cvg@campusvirtuel.be

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