Posts Tagged pilot testing
the platform. The simple ability to “follow” fellow students and faculty even after a class semester ends opens many new learning opportunities. Pearson gave a few new details about the social elements during the design partner meeting, including taking steps to integrate with Google+.
Examples of how to build on social
Pearson developersshowed off some nifty innovations created during a previously held two-day internal hackathon. While these innovations may or may not make it into the formal OpenClass product roadmap, a few were notable and showed the potential of platform: 1) An integration of Google+ Hangouts to create video office hours from within OpenClass (very slick) 2) a collaborative multiple-choice test-taking tool that requires students to work in teams to answer questions 3) a badge system that gives rewards for a variety of activities (e.g. % of people you have interacted with in the class).
The other major feature is still in the works and is currently called the Exchange. An over-simplified view is to think of the Exchange as an app store for learning content. As design partners, we got to see some Exchange wireframe mockups. Creating a one-stop-shop for learning content is far more complex than creating an app store for a monolithic software platform. The vision is that it will provide a simple interface across open source and paid repositories of content. As faculty build their courses using content from the Exchange, they will see a running tally of what students would have to pay (if they select any paid resources). Students will have options on whether to pay for content when they login (e.g. I own the paper text and do not want the digital one in the course).
Pearson knows that gaining and maintaining trust in the Exchange means that they must be egalitarian and transparent in how content is listed. This is a tricky line to walk because, unlike Apple and iTunes, they also own a content business. Faculty ratings of content and open discussion forums will help build trust but attempts to highlight content (like most other digital stores do) will be difficult to navigate while avoiding the appearance of bias. Other design-related challenges include how much information to include for each offering (peer-review status, device compatibility info, evaluation data, etc.), what types of media to include (e.g. video file formats, proprietary players/readers, Flash), and rights management.
Beyond the technical and design questions, there are also potential institutional challenges. The long-term vision of the Exchange includes the ability to accept content submissions from any individual. Similar to the Apple App Store, each person can determine whether he or she will charge for the materials on a per student basis. I suspect this will bring many long-simmering questions about digital course ownership to the fore – especially the first time a faculty member creates a 99¢ math video that a giant community college system decides is a part of their core curriculum.
I think OpenClass is a bold product. In an area where innovation has been very slow and incremental, it offers a chance to rethink the LMS. The challenges are immense and there are no guarantees they can all be overcome. In these two brief posts, I did not touch on the possibilities of global scale and analytics, the host of open APIs, and the deep integration with Google (and soon other providers) but the social features and Exchange lead me to believe that investing time in a robust pilot is worth it to see where this goes.
Note: I do not promote or endorse any product on behalf of my employer. These are my own opinions.
Last week I was fortunate to participate in the design partner meeting for Pearson’s OpenClass LMS. At the University of Wisconsin-Extension, we are early in our OpenClass pilot but I was interested to hear what others had experienced.
It was a remarkable couple of days. Putting more than 20 people from different types of institutions in the same room to have in-depth conversations about what next generation learning technology infrastructure should look like was worth the trip to Denver. Conversations ranged from high-level technical (what should the SIS API enable?) to more broad philosophical issues (should the system encourage a move away from rigid course structures?).
I was impressed with the candor from everyone about the potential and the challenges of building a globally-scalable learning technology platform. OpenClass is available but still in beta and has some kinks to be worked out. Everyone agreed that the basics needed to “just work” before a more substantial rollout could happen at their institutions. What constitutes the basics, however, was different depending on partner needs.
I believe Pearson is facing a classic “Innovators Dilemma” (Christensen) as they launch OpenClass into a mature market. Mature markets have developed expectations about how products should function. The power users of mature technologies expect products that offer rich features that have grown over time. As these products add more features, they also become more expensive and harder for novices to use. This is generally the case in the LMS/CMS market. A disruptive innovation often offers less or different functionality but can be significantly cheaper than the more mature products. In the case of OpenClass, the cost drops to zero (at least in terms of licensing and hosting).
OpenClass does not have the feature depth of more mature learning management systems (at least the features we have come to expect). For example, there are fewer quiz options, the forums are not as robust, and the ability to customize roles is limited. This is not to say that the OpenClass features are not capable but, if you are used to being able to configure each role in 100 different ways, OpenClass does not have that kind of flexibility out of the box. The key is to look at how OpenClass is different and where it is better than current LMSs. What does it offer that other LMSs do not? It uses a much more social approach to learning, has a fantastic interface, and the potential for content sharing on a global scale (I will talk a bit about the Exchange in Part 2).
The big question is whether Pearson can capture enough of the mature market while pushing into new directions. Given that 3000 institutions/organizations are at least kicking the tires, it seems like they have a good shot at getting a solid user base.
We are continuing to move forward with our pilot at UWEX and are challenging ourselves to think different about course design and structure to take advantages of the platform’s strengths.
I split this reflection into two parts and I will talk more specifically about the current and future capabilities that are reasons we are moving forward in Part 2.