Day 3 : vlan 2 and server 2008
Day 3 was a successful day. There was successful connection to the Alcatel switch via the serial to usb connection to the laptop. The Coolview software was easily connected and the Alcatel switch Ip address of 198.168.10.254 was still held.
The next step was more CLI commands on the Alcatel switch to make a v lan2 as we had already made a vlan-1.
This was confirmed on the show ip interface command that we had only a vlan1
The following CLI commands were used with the need to add a vlan-2 on the Alcatel switch.
aaa authentication default local (This will set up the switch to respond to web browser, telnet, and ftp requests)
vlan 2 (This creates a new vlan - vlan 2)
ip interface vlan-2 address 10.0.10.254. mask 255.255.0.0 vlan 2 (this command gave ip address for port 1 on the switch)
ip static-route 0.0.0.0 mask 0.0.0.0 gateway 10.0.1.254 which was (The will be the next hop that packets will be forwarded to if they are undeliverable on the local switch)
vlan 2 port default 8/1 (sets up the vlan 2 networking port to be on slot 8 port 1 on the switch and starts forwarding packets)
The next thing to do is to verify that both vlans are assigned to the correct ports as well as forwarding traffic. We logged in to the switch using a web browser and using Webview. In a web browser go to 192.168.10.254
We saw the following on the web view brower going through the vlan link, we saw the 2 assigned vlans, 1 and 2 .
We logged back into theswitch via the terminal ( usb to serial) and ran the following CLI commands
Show vlan Show ip interface – where we say both ip interfaces are forwarding packets.
write memory (Saves the configuration to the working directory)
copy working certified (These last two commands permanently save the configuration to the switch.)
We pinged 192.168.10.254 from a workstation, and received a positive response from the switch.
We should have been able to ping the NAT/Firewall/Router at 192.168.1.1 and receive a reply back. We could not do this step cuz there needed to be some adjustments made by our instructor on this switch.J
The second part of the session was working a PC, collecting the vital information of hardware, as we prepared for server 2008 install.
We had to boot up the dell machine acting as a server from the DVD provide to us. There was no problem running the start up disc. We followed the instructions provided and setup the permissions. The server did have the static ip address 192.168.10.50, subnet mask 255.255.255.0 and gateway of 192.168.10.254
which we added.
We ran Windows Server 2008 basic as we only had 3 Gb of ram on the Dell machines.
Wednesday, July 6, 2011
ed 5769- summer day 2
Day 2 July 5, 2011
The first task was to review our setting on our Alcatel switch. We did have to reset the Cooltime software as we were having troubles with the serial to USB connecting to the correct COM port. Once we got thing running and setup our UN and PW we had to run some CLI commands such as 1) aaa authentication default local 2)write memory 3)copy working certified
These commands were run and our switch did hold the Ip address 192.168.10.254. This process allowed us to connect to the Alcatel Layer 3 switch to simulate WAN environment. Once this process was done we were able to open up a browser using the Ip address 192.168.10.254. This opened up a graphic user face to connect to the Alcatel layer 2 switch with the Un admin Pw switches. The right Ip address was identified on this gui for our switch.
The second task was to have 2 computers attached to the network via static Ip setup. This was not an issue as both Sandie and I have had lots of experience with static Ip addressing using Windows Xp, and now Vista and 7.
These Ip’s are 192.168.10.100 and 105. The common subnet mask was 25.255.255.0. The gateway was 192.168.10.254, which directed to the Alcatel switch which we had setup on Monday. The DNS server was 142.66.33.100/101.
We did do the project on 2 computers pinging addresses as was identified in our assignment. We disconnected our port 1 connection of the Alcatel switch, making a local connection between the 2 computers through the switch.
Our results are as follows. We will be discussing the outcome of our results on Wednesday.
There were a few connection parameters that were unexpected Screen shots are becoming my best friend !!!
These were the observations of our 8 ip ping experiments
1. private address no connection
2. different networks on same subnet but only routing through layer 2 switch
3. class C private and on different networks
4. private address
6. Class B private,
7. same network, same submask Class B private connection
8. same network, same submask Class B private connection
The first task was to review our setting on our Alcatel switch. We did have to reset the Cooltime software as we were having troubles with the serial to USB connecting to the correct COM port. Once we got thing running and setup our UN and PW we had to run some CLI commands such as 1) aaa authentication default local 2)write memory 3)copy working certified
These commands were run and our switch did hold the Ip address 192.168.10.254. This process allowed us to connect to the Alcatel Layer 3 switch to simulate WAN environment. Once this process was done we were able to open up a browser using the Ip address 192.168.10.254. This opened up a graphic user face to connect to the Alcatel layer 2 switch with the Un admin Pw switches. The right Ip address was identified on this gui for our switch.
The second task was to have 2 computers attached to the network via static Ip setup. This was not an issue as both Sandie and I have had lots of experience with static Ip addressing using Windows Xp, and now Vista and 7.
These Ip’s are 192.168.10.100 and 105. The common subnet mask was 25.255.255.0. The gateway was 192.168.10.254, which directed to the Alcatel switch which we had setup on Monday. The DNS server was 142.66.33.100/101.
We did do the project on 2 computers pinging addresses as was identified in our assignment. We disconnected our port 1 connection of the Alcatel switch, making a local connection between the 2 computers through the switch.
Our results are as follows. We will be discussing the outcome of our results on Wednesday.
There were a few connection parameters that were unexpected Screen shots are becoming my best friend !!!
These were the observations of our 8 ip ping experiments
1. private address no connection
2. different networks on same subnet but only routing through layer 2 switch
3. class C private and on different networks
4. private address
6. Class B private,
7. same network, same submask Class B private connection
8. same network, same submask Class B private connection
Monday, July 4, 2011
ed 5769 -summer -Hollingsworth/Roberts
Day 1 blog
Lyle had us working with setting up Alcatel switches , part of the data link layer .This is the first time I have ever been allowed or required to set up a device like this . Unfortunately our jurisdiction uses Cisco Layer 2 and 3 switches. We have also moved to Enterysis switches lately. I hope that what we have learned , can be extrapolated to our network .
What was very interesting was the use of a Serial connection to USB to our laptops for connecting to the ALcatel switch. As a network analyist, who would do this work on a daily basis, they would have all their computer all setup with the correct software , but we had to start from scratch. Luckily I have full admin rights to this laptop as we had to load software. We had to use a mini CD, once again, i have never used something like this , but the disc drive handled it fine.
This necessitated the use of specifing a COM port, In this case COM 33, even though the default on the laptop through Cool Term was COM 3. I have not had to worry about COM ports since setting up a modem about 10 yrs ago. At least we did not have to change Jumpers inside the Alacatel switch . We had to reinstall the drivers using the Device manager in Vista
The setup of the Cool Term was fairly straight forward , using the options , we had to specify the correct options, these turned out to be different from the default for CR-carrige l return and LM line mode. Once this was done and we could enter data, the default UN and PW was obtained from the Alcatel documentation.
Entering information software was once again a new experience using this new language .
We were able to enter the correct CLI Command Line Interface commands to
1) enter the correct IP address for our switch 192.168.10.254
we uses the CLI
ip interface vlan-1 address 192.168.10.254 vlan 1
when this was entered the swich went though its processing and we could see the correct ip
we used the CLI write memory to save our changes
2) verify the Ip was saved
this was done with the CLI copy working certified
3) reboot the switch to ensure the ip was in the Certified mode, as opposed to the working mode.
we then were able to reboot the switch, checking to make sure our Ip address was saved.
We connected our Layer 3 switch via a long ethernet cable to the main Layer 3 switch from our port 1 connection.
We then attached a computer to our layer 3 switch in any port , with a ethernet cable (making sure our wireless was off). We opened a browser to check and internet connection, as well check the ipconfig in cmd . Lyle confirmed we had the correct IP address for the main switch we had all connected our switches to, so success.
We did have to use a variety of alcatel resources which we have emailed to our instructor using APA format.
Lyle had us working with setting up Alcatel switches , part of the data link layer .This is the first time I have ever been allowed or required to set up a device like this . Unfortunately our jurisdiction uses Cisco Layer 2 and 3 switches. We have also moved to Enterysis switches lately. I hope that what we have learned , can be extrapolated to our network .
What was very interesting was the use of a Serial connection to USB to our laptops for connecting to the ALcatel switch. As a network analyist, who would do this work on a daily basis, they would have all their computer all setup with the correct software , but we had to start from scratch. Luckily I have full admin rights to this laptop as we had to load software. We had to use a mini CD, once again, i have never used something like this , but the disc drive handled it fine.
This necessitated the use of specifing a COM port, In this case COM 33, even though the default on the laptop through Cool Term was COM 3. I have not had to worry about COM ports since setting up a modem about 10 yrs ago. At least we did not have to change Jumpers inside the Alacatel switch . We had to reinstall the drivers using the Device manager in Vista
The setup of the Cool Term was fairly straight forward , using the options , we had to specify the correct options, these turned out to be different from the default for CR-carrige l return and LM line mode. Once this was done and we could enter data, the default UN and PW was obtained from the Alcatel documentation.
Entering information software was once again a new experience using this new language .
We were able to enter the correct CLI Command Line Interface commands to
1) enter the correct IP address for our switch 192.168.10.254
we uses the CLI
ip interface vlan-1 address 192.168.10.254 vlan 1
when this was entered the swich went though its processing and we could see the correct ip
we used the CLI write memory to save our changes
2) verify the Ip was saved
this was done with the CLI copy working certified
3) reboot the switch to ensure the ip was in the Certified mode, as opposed to the working mode.
we then were able to reboot the switch, checking to make sure our Ip address was saved.
We connected our Layer 3 switch via a long ethernet cable to the main Layer 3 switch from our port 1 connection.
We then attached a computer to our layer 3 switch in any port , with a ethernet cable (making sure our wireless was off). We opened a browser to check and internet connection, as well check the ipconfig in cmd . Lyle confirmed we had the correct IP address for the main switch we had all connected our switches to, so success.
We did have to use a variety of alcatel resources which we have emailed to our instructor using APA format.
Friday, July 17, 2009
ed 5630 speaker #5 Bette Grey
Speaker #5 Thursday July 17
On Thursday July 16, 2009, Dr Bette Grey video conferenced with us . Once again, it was excellent for our presenters to apply the wonderful capabilities of the Supernet.
Bette brought the provincial perspective to our discussion on IT leadership. She has been at the provincial level for 7 years, 5 years at Stakeholder Technology Branch. She identified the major government documents involved with the implementation of technology in Alberta such as the Learning and Technology Policy Framework, in 2004.
Bette discussed three streams from Kingman’s Anarchy Model of Policy. This was from a book by Nicholas Henry called Public Administration and Public Affairs .This was a model I had never heard of before. According to this model, one stream is the Problem stream. This is defining the problem and framing the issue. It is critical that leaders be able to frame and define the problem in a way people can understand, using appropriate language.
The second stream is the Policy stream. This stream matches the problem with a solution. The solution comes as a policy option. Policy options need to be rational, researched and well articulated.
The 2 streams intersect with the 3 rd stream called the Political stream. The third stream can be more unpredictable than the Problem and Policy stream. For IT leaders the political spectrum is at the school level (principal and staff), Division (superintendent, senior leadership and trustees) and provincially (Alberta Education Officials, Education Minister, Ministers, MLA)
There are opportunities of windows opening and closing when the political stream converges and diverges with the other 2 streams. These are when a policy entrepreneur who has connected a problem with an articulate policy solution, and has the audience of political decision makers. This affords the solution to become reality. Windows open when there are changes in personnel or change in the situational context. IT leaders can identify problems and have Policy solutions ready based on research, ready for the window of opportunity to the solution a reality. I thought this process was fascinating intersection of problems , solutions and politics . IT leaders should understand how their role intersects and interplays within these three streams.
Dr Grey made a very interesting comment, saying she was not a techie, but was an English teacher. Her skills are in the C, communication of the ICT. Such a comment underlies that different skills, from different people on a team come into play, especially in leadership. She concluded the VC with her number one criteria for leadership was to change culture. It is my impression that changing culture means changing people. People will be resistant to change if they are forced or coerced. Leaders need solutions based on research, collaboration skills e to generate a critical mass of people moving in direction for authentic ,lasting change to occur.
On Thursday July 16, 2009, Dr Bette Grey video conferenced with us . Once again, it was excellent for our presenters to apply the wonderful capabilities of the Supernet.
Bette brought the provincial perspective to our discussion on IT leadership. She has been at the provincial level for 7 years, 5 years at Stakeholder Technology Branch. She identified the major government documents involved with the implementation of technology in Alberta such as the Learning and Technology Policy Framework, in 2004.
Bette discussed three streams from Kingman’s Anarchy Model of Policy. This was from a book by Nicholas Henry called Public Administration and Public Affairs .This was a model I had never heard of before. According to this model, one stream is the Problem stream. This is defining the problem and framing the issue. It is critical that leaders be able to frame and define the problem in a way people can understand, using appropriate language.
The second stream is the Policy stream. This stream matches the problem with a solution. The solution comes as a policy option. Policy options need to be rational, researched and well articulated.
The 2 streams intersect with the 3 rd stream called the Political stream. The third stream can be more unpredictable than the Problem and Policy stream. For IT leaders the political spectrum is at the school level (principal and staff), Division (superintendent, senior leadership and trustees) and provincially (Alberta Education Officials, Education Minister, Ministers, MLA)
There are opportunities of windows opening and closing when the political stream converges and diverges with the other 2 streams. These are when a policy entrepreneur who has connected a problem with an articulate policy solution, and has the audience of political decision makers. This affords the solution to become reality. Windows open when there are changes in personnel or change in the situational context. IT leaders can identify problems and have Policy solutions ready based on research, ready for the window of opportunity to the solution a reality. I thought this process was fascinating intersection of problems , solutions and politics . IT leaders should understand how their role intersects and interplays within these three streams.
Dr Grey made a very interesting comment, saying she was not a techie, but was an English teacher. Her skills are in the C, communication of the ICT. Such a comment underlies that different skills, from different people on a team come into play, especially in leadership. She concluded the VC with her number one criteria for leadership was to change culture. It is my impression that changing culture means changing people. People will be resistant to change if they are forced or coerced. Leaders need solutions based on research, collaboration skills e to generate a critical mass of people moving in direction for authentic ,lasting change to occur.
Wednesday, July 15, 2009
5630 spence -john lobo
ED 5630 Speaker July 13. Gary Spence
Gary Spence-Director of Technology, Lethbridge Public Schools
Gary is the second speaker from Wolf Creek School division. The first speaker was the Superintendent of schools. Gary is part of this leadership team as the IT director, and assistant superintendent. Gary spoke to the specifics of IT within Wolf Creek, but it was contextualized with the division vision and what Larry Jacobs had discussed prior.
· Salience (From your perspective, why is IT in education important?)
Technology is here to stay. We have to view technology as an essential component that is for learning. It is not acceptable to be illiterate in respects to language, so being technology illiterate is not acceptable considering that technology is pervasive in our daily life.· Outcomes (What are the specific IT in education outcomes sought through your organization?)
Technology is a vital component of the division as identified in the division vision, and in the main graphic. Technology is pervasive through all the learning outcomes of the division. Gary identified the relationship between education people and technical people, which allowed for the dialogue and discussion to focus the best decisions for student learning.· Processes (What processes are used to achieve these outcomes?)
There were numerous projects that Gary had identified. All the proposals had to have the WHY is this important to student learning. The successful grants enabled the division to move into many areas such as VOIP, , 1:1 laptop computers, and Software as a service. All of these proposal were aligned to the division vision. He identified that the division has a 5 year technology vision and plans from this vision.· Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals
Gary identified numerous characteristics of the IT leader. We have talked about a lot of these characteristics in other presenters. He identified being committed to people like students and staff. Most importantly he said being committed to Excellence. Probably the most important characteristic he identified was that IT leaders should be HUMBLE.
Gary had often quoted one of his staff members who said “we can do anything, but we can’t do everything. ” This statement is very important for all involved in the field (teachers and techs) as it relates to IT. If you have a solid division vision, with real buy in from division staff, then you are not jumping on every band wagon that comes down the road. The danger, in the day to day of IT , is that without the vision, bandwagons or the latest or greatest that some heard at a conference , can become a direction.
Gary Spence-Director of Technology, Lethbridge Public Schools
Gary is the second speaker from Wolf Creek School division. The first speaker was the Superintendent of schools. Gary is part of this leadership team as the IT director, and assistant superintendent. Gary spoke to the specifics of IT within Wolf Creek, but it was contextualized with the division vision and what Larry Jacobs had discussed prior.
· Salience (From your perspective, why is IT in education important?)
Technology is here to stay. We have to view technology as an essential component that is for learning. It is not acceptable to be illiterate in respects to language, so being technology illiterate is not acceptable considering that technology is pervasive in our daily life.· Outcomes (What are the specific IT in education outcomes sought through your organization?)
Technology is a vital component of the division as identified in the division vision, and in the main graphic. Technology is pervasive through all the learning outcomes of the division. Gary identified the relationship between education people and technical people, which allowed for the dialogue and discussion to focus the best decisions for student learning.· Processes (What processes are used to achieve these outcomes?)
There were numerous projects that Gary had identified. All the proposals had to have the WHY is this important to student learning. The successful grants enabled the division to move into many areas such as VOIP, , 1:1 laptop computers, and Software as a service. All of these proposal were aligned to the division vision. He identified that the division has a 5 year technology vision and plans from this vision.· Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals
Gary identified numerous characteristics of the IT leader. We have talked about a lot of these characteristics in other presenters. He identified being committed to people like students and staff. Most importantly he said being committed to Excellence. Probably the most important characteristic he identified was that IT leaders should be HUMBLE.
Gary had often quoted one of his staff members who said “we can do anything, but we can’t do everything. ” This statement is very important for all involved in the field (teachers and techs) as it relates to IT. If you have a solid division vision, with real buy in from division staff, then you are not jumping on every band wagon that comes down the road. The danger, in the day to day of IT , is that without the vision, bandwagons or the latest or greatest that some heard at a conference , can become a direction.
Sunday, July 12, 2009
John Percvault Thursday July 9
Speaker #3 Thursday July 9
John Percevault-Director of Technology, Lethbridge Public Schools
Today we had the opportunity to listen to a local IT leader. John Percevault brought perspectives from a teacher, and Division IT director. He had moved from a school division where he had much success, to a school division that was in great need of direction and leadership. John has worked diligently, under the leadership of the superintendent of schools to bring functionality and a long term vision and plan to the school district·
Salience (From your perspective, why is IT in education important?)
IT is a multimillion dollar component of the education enterprise that has to work from both the administrative (business) and educational sides. He identified numerous business and educational areas that were upgraded or new. These upgrades were part of a comprehensive division material inventory and vision/planning process. There is a real focus on standardization of components and enterprise solutions which is essential for integrated operations of hardware and software.·
Outcomes (What are the specific IT in education outcomes sought through your organization?)
Since the division was a series of independently operating schools, there was a need for division wide planning and visioning. The process of a consultation from principals and teachers, gave the data for developing the white paper/vision/plan and implementation process. The division brought outside consultants as part of their analysis of data. The school division front ended 3 yrs of technology funding to bring a standard of technology into each classroom. They developed a reasonable ever greening plan.
Processes (What processes are used to achieve these outcomes?)
The division has the most important component of IT leadership, in that there was a clearly articulated mandate from the superintendant, supported by the board and school administrators to move forward with the standardized technology plan, based on the agreed technology vision. The standardization brought the division to a middle ground from their previously highly decentralized organization.
John pointed out that the division education plan has 3 main goals, Assessment for Learning, Differentiated Instruction and 21 century learning. The IT vision and plan fits into these 3 goals seamlessly. School plans link to the 3 division goals, so the divisions IT plan would be consistent in the school reaching their goals.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?) John identified many IT leader characteristics. He did point out in his presentation the need to be a daily/hourly lifelong learner. It was also obvious he has complete confidence in his tech team as they had numerous planned activities. The confidence the superintendent has in him , is transferred in his confidence in his tech team. He also uses different capacity available such as students at the appropriate times, to help make the technology systems upgrade work .
I appreciated John’s candor in his discussion. He definitely does not pull any punches, and calls it like he sees it. The documents of what the division had developed are a good addition to my documentation portfolio. The division leadership team, Board, school principals and It department are obviously on the same page when it comes to IT, and how it is integral to the business and education sides of the educational enterprise. This can only help teachers and students in utilizing technology in the exciting novel ways for teaching and learning.
My own school division is moving towards standards. From “being a “division of schools” we are becoming a “school division” in many aspects, IT being one of them . We are not in as bad shape as Lethbridge Public was a couple years ago, but it is a good feeling that many of the Divisions directions in their turnaround are similar to where my school division is , and have plans to go, based on our 3 year Education Plan, and our draft 3 yr Technology Plan.
John Percevault-Director of Technology, Lethbridge Public Schools
Today we had the opportunity to listen to a local IT leader. John Percevault brought perspectives from a teacher, and Division IT director. He had moved from a school division where he had much success, to a school division that was in great need of direction and leadership. John has worked diligently, under the leadership of the superintendent of schools to bring functionality and a long term vision and plan to the school district·
Salience (From your perspective, why is IT in education important?)
IT is a multimillion dollar component of the education enterprise that has to work from both the administrative (business) and educational sides. He identified numerous business and educational areas that were upgraded or new. These upgrades were part of a comprehensive division material inventory and vision/planning process. There is a real focus on standardization of components and enterprise solutions which is essential for integrated operations of hardware and software.·
Outcomes (What are the specific IT in education outcomes sought through your organization?)
Since the division was a series of independently operating schools, there was a need for division wide planning and visioning. The process of a consultation from principals and teachers, gave the data for developing the white paper/vision/plan and implementation process. The division brought outside consultants as part of their analysis of data. The school division front ended 3 yrs of technology funding to bring a standard of technology into each classroom. They developed a reasonable ever greening plan.
Processes (What processes are used to achieve these outcomes?)
The division has the most important component of IT leadership, in that there was a clearly articulated mandate from the superintendant, supported by the board and school administrators to move forward with the standardized technology plan, based on the agreed technology vision. The standardization brought the division to a middle ground from their previously highly decentralized organization.
John pointed out that the division education plan has 3 main goals, Assessment for Learning, Differentiated Instruction and 21 century learning. The IT vision and plan fits into these 3 goals seamlessly. School plans link to the 3 division goals, so the divisions IT plan would be consistent in the school reaching their goals.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?) John identified many IT leader characteristics. He did point out in his presentation the need to be a daily/hourly lifelong learner. It was also obvious he has complete confidence in his tech team as they had numerous planned activities. The confidence the superintendent has in him , is transferred in his confidence in his tech team. He also uses different capacity available such as students at the appropriate times, to help make the technology systems upgrade work .
I appreciated John’s candor in his discussion. He definitely does not pull any punches, and calls it like he sees it. The documents of what the division had developed are a good addition to my documentation portfolio. The division leadership team, Board, school principals and It department are obviously on the same page when it comes to IT, and how it is integral to the business and education sides of the educational enterprise. This can only help teachers and students in utilizing technology in the exciting novel ways for teaching and learning.
My own school division is moving towards standards. From “being a “division of schools” we are becoming a “school division” in many aspects, IT being one of them . We are not in as bad shape as Lethbridge Public was a couple years ago, but it is a good feeling that many of the Divisions directions in their turnaround are similar to where my school division is , and have plans to go, based on our 3 year Education Plan, and our draft 3 yr Technology Plan.
Larry Jacobs -Fri July 10
Blog of Larry Jacobs presentation on IT leadership Friday July 10
Larry Jacobs is the Superintendent of Wolf Creek Public schools. His presentation started with questions where he identified he was not an honors student in high school. This would underscore that he does not have all the answers, and needs to collaborate. His model of leadership is based on the vision led model. This model is contrasted to a hierarchal ( top down) and a flattened ( decentralized) models
.
The hard work is done in developing the vision. Once the vision is identified, after collaborative process. Departments can make independent decisions as long division vision is upheld. The concept of a “living vision” was discussed as it allows for the realities of the stakeholders needing to change course. The focus of the division is student learning.
I found it interesting that all staff were involved in identifying the central purpose( vision) and where do we need to be in 5 years (goals)and then what are staff going to do to get there , which would be the performance measures.
Salience (From your perspective, why is IT in education important?)
IT was intertwined in the 2 pillars to support student learning through Instructional Design and Assessment for Learning.
Outcomes (What are the specific IT in education outcomes sought through your organization?)
IT outcomes must align with division vision of student learning The It department would work with the goal of collaboration between teachers and skill development of teachers to help students learn.
Processes (What processes are used to achieve these outcomes?)The process to meet these outcomes are indentified in the Wolf Creek visual. They include understanding change, understanding and implementing the technologies such as Videoconference, Ex files server and Voip. Throughout Larry identified collaboration, and taking the time to meet with groups. He identified a group of teachers with membership from all schools. His principal council set the admin meeting agenda. The grassroots were heard and were involved with the process of the division.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)The It leader must be a team player, understand the goals of the organization, and be willing to collaborate. The It leader would have to understand Assessment for Learning and Instructional design, as IT plans would have to fit this structure. The IT leader would be meeting the goals of the 7 C’s , creating the 7 requirements for success, as in every other department in the division.
These 7 atr create .....
1) a culture of assessment
2) an environment of live collaboration
3) a knowledge caputre and knowledge share culture
4) strong professiponal learning teams
5) appropriate roles for all stakehlders
6) capacity for leadership
7) appropriate measures of student success and involving students in our learning environments.
What was interesting was that the collaboration discussed by Larry was not just lip service. His enthusiasm and obvious interpersonal skills , would be a great motivator to have the whole staff working together. I found that it was excellent fot the superintendent to be working with the 3 yr teachers as a mentor. This would show to all that the vision is important to have the superintendent working directly with teacher , who are the prime interface education with the students.
Larry Jacobs is the Superintendent of Wolf Creek Public schools. His presentation started with questions where he identified he was not an honors student in high school. This would underscore that he does not have all the answers, and needs to collaborate. His model of leadership is based on the vision led model. This model is contrasted to a hierarchal ( top down) and a flattened ( decentralized) models
.
The hard work is done in developing the vision. Once the vision is identified, after collaborative process. Departments can make independent decisions as long division vision is upheld. The concept of a “living vision” was discussed as it allows for the realities of the stakeholders needing to change course. The focus of the division is student learning.
I found it interesting that all staff were involved in identifying the central purpose( vision) and where do we need to be in 5 years (goals)and then what are staff going to do to get there , which would be the performance measures.
Salience (From your perspective, why is IT in education important?)
IT was intertwined in the 2 pillars to support student learning through Instructional Design and Assessment for Learning.
Outcomes (What are the specific IT in education outcomes sought through your organization?)
IT outcomes must align with division vision of student learning The It department would work with the goal of collaboration between teachers and skill development of teachers to help students learn.
Processes (What processes are used to achieve these outcomes?)The process to meet these outcomes are indentified in the Wolf Creek visual. They include understanding change, understanding and implementing the technologies such as Videoconference, Ex files server and Voip. Throughout Larry identified collaboration, and taking the time to meet with groups. He identified a group of teachers with membership from all schools. His principal council set the admin meeting agenda. The grassroots were heard and were involved with the process of the division.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)The It leader must be a team player, understand the goals of the organization, and be willing to collaborate. The It leader would have to understand Assessment for Learning and Instructional design, as IT plans would have to fit this structure. The IT leader would be meeting the goals of the 7 C’s , creating the 7 requirements for success, as in every other department in the division.
These 7 atr create .....
1) a culture of assessment
2) an environment of live collaboration
3) a knowledge caputre and knowledge share culture
4) strong professiponal learning teams
5) appropriate roles for all stakehlders
6) capacity for leadership
7) appropriate measures of student success and involving students in our learning environments.
What was interesting was that the collaboration discussed by Larry was not just lip service. His enthusiasm and obvious interpersonal skills , would be a great motivator to have the whole staff working together. I found that it was excellent fot the superintendent to be working with the 3 yr teachers as a mentor. This would show to all that the vision is important to have the superintendent working directly with teacher , who are the prime interface education with the students.
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