EDUCAUSE | Collaboration; Articles, Papers, and Reports; and Partnerships

Happy Families, Good Fences, and Winning IT Collaborations

ckeller — Tue, 22 Jul 2008 10:12:46 -0500

This ECAR research bulletin introduces the Amherst H. Wilder Foundation research on successful collaborative practices in the context of higher education. It details 20 collaborative success factors and maps them to relevant examples gleaned from research on IT collaboration conducted by ECAR.

Citation for this work: Pirani, Judith A., and Toby D. Sitko. “Happy Families, Good Fences, and Winning IT Collaborations” (Research Bulletin, Issue 15). Boulder, CO: EDUCAUSE Center for Applied Research, 2008, available from http://www.educause.edu/ecar.

Design and Development of a Faculty Technology Practices Directory

ckeller — Fri, 09 Nov 2007 13:24:49 -0600

A dynamic information base aids research into existing technology practices among faculty and fosters partnerships.

Institutional Research and IT: Bringing Data, Information, and Insights to the Accreditation Process

ckeller — Tue, 09 Oct 2007 10:24:52 -0500

This ECAR research bulletin describes the results of recent organizational changes and work at Colorado College that are aimed at improving collaboration between IT, institutional research, and other campus offices with the goal of enhancing the data, information, and insights that influence policy and planning activities in general and the upcoming reaccreditation visit.

Disaster Recovery: A Multi-Institutional Collaboration at the University of California System

ckeller — Wed, 12 Sep 2007 13:59:01 -0500

This case study complements the 2007 ECAR study by Philip J. Goldstein, IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources. Researchers undertook this case study to understand the benefits of multi-institutional development of a ubiquitously needed IT service. By leveraging emerging technology, procurement opportunities, and internal resources, the University of California Office of the President and University of California, San Diego were able to develop a complex disaster recovery solution involving the joint hosting and comprehensive mirroring of each location’s mainframe and non-mainframe computing environments.

The Kuali Group: Effective Practices and Structures Foster a Successful Collaboration

ckeller — Wed, 12 Sep 2007 13:53:04 -0500

This case study complements the 2007 ECAR study by Philip J. Goldstein, IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources. Researchers undertook this case study to understand the methods and practices used to manage ongoing collaborative activity and how the Kuali group partners plan for the sustainability of their collaboration. The case study highlights the collaborative nature of the Kuali Project to meet its goal of building a suite of administrative software, rather than the project’s history, structure, or operations.

IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources Roadmap

ckeller — Mon, 25 Jun 2007 15:27:13 -0500

This ECAR roadmap synthesizes the important issues and recommended actions drawn from the 2007 study, IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources. The study explores multi-institutional collaboration in terms of the types of information technology (IT) collaborations in higher education and the practices associated with positive outcomes. It is based on a literature review to identify issues and develop research questions; a screening survey of 586 colleges and universities to distinguish collaborators from non-collaborators; a follow-up survey tailored for 157 institutions presently engaged in at least one form of collaboration and a separate follow-up survey tailored for 113 institutions that have elected not to participate in IT collaborations; qualitative interviews with IT leaders from 30 institutions including both collaborators and non-collaborators; consultation with a select group of chief information officers who are extensively engaged in collaboration; and two in-depth case studies that look at how collaborators form, manage, and sustain their ventures.

IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources - Key Findings

ckeller — Mon, 25 Jun 2007 15:09:11 -0500

This document presents the key findings from the 2007 ECAR study, IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources. The study explores multi-institutional collaboration in terms of the types of information technology (IT) collaborations in higher education and the practices associated with positive outcomes. It is based on a literature review to identify issues and develop research questions; a screening survey of 586 colleges and universities to distinguish collaborators from non-collaborators; a follow-up survey tailored for 157 institutions presently engaged in at least one form of collaboration and a separate follow-up survey tailored for 113 institutions that have elected not to participate in IT collaborations; qualitative interviews with IT leaders from 30 institutions including both collaborators and non-collaborators; consultation with a select group of chief information officers who are extensively engaged in collaboration; and two in-depth case studies that look at how collaborators form, manage, and sustain their ventures.

IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources

ckeller — Fri, 22 Jun 2007 17:08:10 -0500

This 2007 ECAR research study explores multi-institutional collaboration in terms of the types of information technology (IT) collaborations in higher education and the practices associated with positive outcomes. The study is based on a literature review to identify issues and develop research questions; a screening survey of 586 colleges and universities to distinguish collaborators from non-collaborators; a follow-up survey tailored for 157 institutions presently engaged in at least one form of collaboration and a separate follow-up survey tailored for 113 institutions that have elected not to participate in IT collaborations; qualitative interviews with IT leaders from 30 institutions including both collaborators and non-collaborators; consultation with a select group of chief information officers who are extensively engaged in collaboration; and two in-depth case studies that look at how collaborators form, manage, and sustain their ventures. A corporate edition is available here.

IT Collaboration: Multi-Institutional Partnerships to Develop, Manage, and Operate IT Resources - Corporate Edition

ckeller — Fri, 22 Jun 2007 17:02:20 -0500

Collaboration on ICT in Dutch Higher Education:

drupal — Mon, 07 May 2007 17:04:29 -0500

Under the direction of SURF, the higher education institutions in the Netherlands are working on a collaborative strategy for the application of information and communications technology (ICT) to meet the needs of individual users.

Considering Open Source: A Framework for Evaluating Software in the New Economy

drupal — Tue, 02 Jan 2007 09:38:47 -0600

Open source software and the community source movement are raising questions for administrators about whether and when to adopt or devote resources to software development projects, provoking questions of sustainability, future directions, and total cost of ownership. This research bulletin frames the issues an institution should consider with respect to adding community source products to the portfolio of software, infrastructure, and services that constitute the IT environment.

Shared CMS Hosting Services in Ohio: Year One

drupal — Tue, 28 Feb 2006 14:37:56 -0600

To encourage shared infrastructure, the Ohio Board of Regents funded a partnership among the Ohio Digital Commons for Education (ODCE), the University of Cincinnati (UC) and Kent State University (KSU) to provide statewide CMS hosting, content repository, and authentication services in Ohio.

Open Educational Resources Serve the World

drupal — Fri, 15 Jul 2005 11:17:51 -0500

Sharing educational resources over the Internet provides multiple benefits, from academic collaboration to economic development.

Using the Internet to Enable Developing Country Universities to Meet the Challenges of Globalization through Collaborative Virtual Programmes

drupal — Fri, 10 Oct 2003 13:17:57 -0500

Globalization represents a significant threat as well as a substantial opportunity to the economies and educational systems of Africa and other areas of the developing world. This paper shows that, if used wisely, information technology has the power to help create powerful and synergistic educational partnerships at local, regional and global scale. Such new and large-scale partnerships, only possible because of the existence of the Internet, have the potential to allow educational institutions to respond positively to globalization and help promote development if enough partnerships can be created and sustained. This paper explores two emerging educational partnerships, NetTel@Africa and the International Ocean Institute Virtual University (IOIVU), in terms of the lessons for how technology can be used to respond to the challenges and opportunities of globalization, and to allow institutions in developing countries to achieve results that could not be achieved by either institution acting alone. Although they are responses to different circumstances, and operate at different scales, NetTel@Africa and the IOIVU have many common elements. These partnerships serve as examples of how the Internet can unite widely the scattered expertise in most areas of human endeavor that exist in Africa and other areas of the developing world to create virtual concentrations, or "centres of excellence" that do not have a single physical base.

Come Together: Campuses Find the Road to Success Lined with Partnerships and Collaborations

drupal — Wed, 23 Jul 2003 10:19:07 -0500

Partnering in the learning marketspace is an NLII key theme because it provides new opportunities to reconfigure the way that instruction is funded, developed, marketed, delivered, and supported. We continue to examine alternatives and issues involved for inter-institutional partnering and for partnering with commercial service providers to develop and implement highly leveraged strategies for e-learning-the use of Internet technologies in teaching and learning in higher education.

This article highlights three sessions at the NLII annual meeting looking at how relationships are making it possible for institutions to realize their academic missions.

Leveraging IT Investments: Technology-Based Partnerships and Collaborations

drupal — Tue, 22 Jul 2003 09:26:14 -0500

In tough economic times, intelligent leveraging of information technology investments through partnerships and collaborations is especially critical. Such collaborations may distinguish institutions that continue to advance their technology edge from those that fall behind. This research bulletin describes the technologies that support effective collaborations and partnerships and focuses on opportunities and risks that face higher education institutions today.

Leadership and Transformation in an Environment of Unpredictability

drupal — Thu, 14 Nov 1996 01:00:00 -0600

Successful IT leadership requires a focus on (1) partnering within the organization and between the organization and others and (2) enabling others to develop and implement projects that can achieve strategic goals. At the University of Arizona, we are progressing primarily through strategic partnerships among the IT organization, faculty, and the administration; among faculty, the IT organization, and corporate partners; and between the faculty and the campus organizations that support new learning environments, including IT, the library, the teaching center, video services, and the new media center. As the leadership, our role is to enable the actions that emerge from the partners to be implemented and then maintain the accountability clearly with the partners. Our role is not deciding on the actions. The change process becomes iterative in that each action, once enabled, expands the possibilities and the participants creating a higher level of action. The result is a powerful force which is loaded with creativity and directed at creating a future that leadership, by itself, could never have conceived.Results include a 25 percent participation of faculty in new learning strategies, a new faculty development center, an alliance with Lucent Technologies, a grant for equipment for the center, and a new focus on interdisciplinary collaboration for curriculum development.