 Helo, mae gennym yn ddod i'r hollu'r seisio'r dystod. Mae'n hollwch yn ei gyd ddod a'r hollu eu hun byddio'r cymhau a ydych chi'n gweithio'r gwahod. Dwi'n enghraiffti'r gwahodd. Dwi'n gweithio gweithio'n gwahanol am y sanddfaen ac yn ymddangosol. Rwy'n gweithio'n cydweithio'n gweithio'r gwahodd ar y gymuned ar y university. Mae'n gweithio'n gweithio'n gweithio'r team digital ac y moddol maen nhw'n ddysgu ac yn ysgrifennu yn gweithio. Felly, ydych chi'n gweithio'n gweithio'n gweithio'n gweithio'n gweithio'n Gweithio Kevin Brace a Angus Macdonald. Thank you. My name is Angus Macdonald. This is Kevin Brace. We are both learning technologists with the digital learning team at Arden University. And yes, we are going to talk today about module maintenance. We are going to talk briefly about Arden University, the growth in module production and the development of this project. We are going to talk about the processes, lessons learned and how we refine these processes over the last few months. So we will talk about future developments and progression and reflect on how successful we believe the project has been so far. So a brief introduction to Arden University. Beginning as a producer of distance education courses, Arden was awarded university status in 2015. It has since expanded and grown and we currently have approximately 20,000 students working on online and blended learning courses, both undergraduate and postgraduate. Over the last year, Arden has continued to grow dramatically with 130 new modules developed, 183 modules refreshed and 18 new programmes. When Arden began, I think there was maybe three or four people developing all of the courses. And as you can see over the last year, you can see the digital learning team has grown considerably with over 30 members of staff. And we are all committed to further development and continual CPD. And you can see over the last 12 months, including Seamold. Over the last few years, with the expansion of student numbers, the size of the digital learning team and the amount of new courses being developed, it obviously becomes necessary to take stock, assess and perform some high-level auditing and housekeeping. This has led to the development of the module maintenance project. Running across the entire university with a collaboration of all heads of schools and several departments including quality and library services. The maintenance project has been divided into four specific pathways. The first is refresh, and this deals with small but urgent issues that need fixing quickly, such as changes in laws or policies, amendments to diagrams or images, typos and corrections to content, and updates to links, those kinds of things. Those kinds of things that hamper a student's day-to-day learning. SMEs can raise a ticket for one lesson at a time, multiple issues but one lesson at a time. And this is triage to a specific team, depending on what the issue is. This part of the process is similar to a help desk scenario, fixing issues as quickly and efficiently as possible. The second pathway is review. This is for more significant changes that need a longer period of time to implement. There are three fixed windows throughout the year that SMEs can submit their modules. The third one is renew, and this involves far more changes and significant rewriting of modules, which will require the modules going through revalidation. And the final pathway is retire, which is archiving modules that are no longer running. Currently we have only put the first two processes into place. Refresh has been running for almost a year now and is something we deal with on a daily basis. Review has been running since the beginning of the year in specific blocks of time, and involves a more elaborate process with more extensive communication and collaboration between the digital learning team and the SMEs. To support academics in completing these maintenance tasks, we've created a SharePoint site to promote the service and provide as much information to staff with links to all resources they need. We've created interactive staff guidance on the different stages of maintenance, including our branching activity, which staff can follow to help them decide which other pathways they need to go down. We've created a how-to video guide on how to complete the Refresh Maintenance Forum, and using Power Automate to this forum pulls through the information and produces a specific ticket. More on this in a second. There's also access to the JISC survey forum for the review process, which heads of schools are required to complete in far more detail, and heads of schools and module leaders have to carefully review and select which modules and lessons they want to nominate for the process and provide us with very specific details about the amendments required. Sometimes a review request will have amendments that are minor enough to fall under the Refresh process, and they will be asked to follow that route instead. Sometimes this can happen vice versa. We've received tickets for Refresh that require extensive changes across an entire module, and we will propose that they go for a review instead. Over to Kevin. Leading from the last slide, we have a Microsoft form. We're talking about the Refresh process now, so these are small but significant changes we handle on a daily basis and triage off to teams. You saw on the previous slide, we've got a Microsoft form embedded within SharePoint, and it's really quite a detailed form which guides the staff, guides the academic staff and the subject meta experts down the route into deciding what sort of content change they want to make and what changes it might be. A reading list, it might be a typo, it might be printable materials, for example. That form is embedded within SharePoint. They fill out the form, and then through Microsoft Power Animate, Automate, sorry, that gets pushed into Kyoko. That was our original process. Kyoko was a ticketing system that we used up until the spring of this year, so that was a very simple shared inbox system that we used. We received an email from the Microsoft form with the full details of the form within the body of the email. This is a shared inbox, essentially, with multiple teams across Arden, and we knew that we could do better because we had simple notes in there, but it was very clunky, and we wanted to make it much more intuitive and be able to control the process much better. In addition to the Kyoko system that we had, the ticketing system that we had, alongside that we ran a spreadsheet, and that monitored the tickets that we had coming in, so we mapped and logged all the tickets coming in for the time that we got them, the time they were open to the time they were closed, what particular team, whether it's multimedia or learning design maintenance team, we're working on it, or whether it's a library team fixing ebook links. We had very detailed information on that spreadsheet, so that ran in conjunction with Kyoko. In the spring of this year, we decided we wanted to do much better than that, and we decided to move over to a new system. The system that we chose, and it seemed to be quite obvious because everybody was involved in using Teams anyway, was Microsoft Planner, and using Power Automate, as well as the Microsoft form that we saw earlier on. We already had the Microsoft form, which was very, very detailed, so there was a consistent move from Kyoko ticketing system to this Microsoft Planner system. Rather than just take the information out of the Microsoft form and put it directly into the description area, what Power Automate did was to take various aspects of the form and create labels and details within each task. Essentially, we're using an individual task in Microsoft Planner as a ticket. When somebody submits the form, when an academic submits the form for these small refresh changes, it will take aspects of the information they've put in the form and create labels, it will put dates on it, so we've got service level agreements put in there as well. We've got information in terms of what type of content, what change it is, whether it's content or ebooks or library information or a video. We've got quite a lot of detailed information within the ticket. We've got a number of buckets there. There's a new request received bucket on the left-hand side. That's where we carry out our initial triage process. We'll check the ticket and see if we've got enough information to then process the ticket on. Essentially, if we haven't, then we'll get back to the academic information, but what we'll do at that point is just check the ticket, check the details, and if it's okay, then it's usually a sign option within Planner to assign it to a particular team and then move it along a bucket to in process. We've only got about four or five buckets in there, and it goes along the process like a normal Kanban board when one team's working on it, they'll assign it back to us and say, well, I've finished my job. It might be, for example, the library team would have fixed a link within an HTML module or a rise module, and then it'll be passed over to the product developer who has to confirm this or rebuild the HTML module. We have multiple teams working on the same ticket in some instances, and it does work very well. People are able to check the status of the tickets and they can access the tickets and they can work with them very efficiently and effectively. In addition to that, more recently, we've got a Power BI developer, and what he's done is create a reporting dashboard, which is the image at the bottom of the screen. That extracts data from the Kanban board and formats it in that reporting dashboard format where we can basically filter it to a particular week, a month, and we can click on each one of those windows and drill down to get more information on the status of a bucket, how many tickets in that bucket or the status of tickets through the system and if there are any blockers and how many closed tickets. We're essentially trying to use that reporting dashboard to replace the spreadsheet that we're still using to a degree, so we feel that we probably might have them running in tandem. Finally, on that particular page, the Microsoft Team site, this is all built within a Team site. First of all, we built a Team site, so we set up a refresh maintenance channel, added the board to it, and we're also using the communication aspects within the channel as well. It's all really self-contained within Microsoft Teams. In terms of future plans, these are current plans as well. We've got super user group meetings that we hold monthly now. We used to hold them more frequently, but we've decided recently that we only need to hold them monthly. So we're resolving a lot more issues and things within the actual system itself. So that's working, so we don't need to have these two weekly meetings every couple of weeks now. So it's every month that's working well. We're getting resolving issues, important issues if they can't be resolved via communication, via Teams. We are also designing and delivering school roadshows, so that's just to bring more attention to these refresh and review processes that we're working on. So that's happening as we speak, and we're going into individual schools and walking them through the process and explaining the difference between refresh and review in more detail. And this refresh board has been so, the Kanban Board and Teams and Power Automate and Power BI have been so successful that we are going to use them for our review process. So the review maintenance process is three times a year. People will submit an entire module with multiple lesson changes. So we're going to be using that Kanban Board to control and monitor that process. And in respect of currently it's an internal team, but we are going to be adding academics temporarily into the Microsoft Teams so they can have control or they can see where the tickets are and where the lessons they're working on are. So that's the new development we are. We've only had a meeting just this week to finalise that process. So in terms of what the reflection on this is we have a centralized process now which everybody's buying into. We've got a whole lot of materials on SharePoint which we're constantly updating and keeping fresh and looking at those and getting feedback from people because we've got comments in SharePoint. We are having... We've got high visibility of all the tickets within the teams. So this is what the feedback that we're getting from the multiple teams. So we've got learning designers, we've got multimedia, we've got library people. And the feedback that we're getting is that we're using this Kanban board type of system as a ticketing system. We are... Everybody is very intuitive process and much better than the Kayako system we had previously which was the whole point. It's self-contained within Microsoft Teams. We're using the communication channels much more so we've essentially eliminated most if not 99% of all emails and and it's very positive that the feedback we're getting from people from the multiple teams using Kanban boards and using Teams. And I think that's us. Thank you. Any questions? Thank you. Yes, thank you very much. I did have a microphone last time, didn't I? But it was a bit of a last-minute change to the chairs. So I'm just jumping in. But yes, thank you. Thank you for your presentation. It's really interesting to see and I know that there's been an awful lot of hard work that's gone into what you're doing. I know that it's a 15-minute slot and I'm sure that this could have gone on for quite a lot longer and I know that we could have talked a lot longer. I'm sure if people have got questions you'd be happy for people to get in touch with you. And obviously details are up on the screen I think but I think Vvox is up at the moment. If people are around and they do want to put anything into Vvox feel free if you are happy to stay a couple of minutes later but obviously don't feel that you have to. But I think for now as it's quarter past five and for everyone that's here we're going to go off to the gala shortly and listen to lots of 90s music and for those of you that have joined us online thank you for joining us. Make sure you have a good time tonight as well if you have photos on Discord even if you're at home get those up on Discord as well. So just one more round of applause to Kevin and Angus as well. Thank you very much. Thanks everyone.