Case Study 1

Is the institution looking at the quality and value of the student advising process?
YES.
Is the institution starting to seriously evaluate course design, delivery and outcomes-based
assessment in any course, whether face to face or online, and the affordances offered by the
technology?
The rapid development of computer and Internet technologies has revolutionized the way teaching and
learning has taken place. However, technology is a biased knowledge system that possesses its own
propensities, biases and inherent attributes (Hickerman,1990; Bruce, 1993) Therefore, some technology is
more suitable for certain tasks than others. Hence, technology cannot be treated as a knowledge base
unrelated from pedagogy (Koehler et al 2007). To accomplish this, one needs to be aware of the varied
affordances of any technology that could be leveraged to support teaching and learning effectively. Some
students are successfully utilizing it to create a genuinely collaborative text.
Does the institution use a common form of evaluation (e.g. Quality Matters or Internally
constructed instrument) to evaluate the quality and design of technology-mediated courses?
Technology-mediated Learning Services play an increasingly important role in the learning services
industry. Despite the fact that the importance of a holistic evaluation of TMLS quality has been
highlighted in the literature to derive transferable research results on multiple dimensions, it has not yet
been examined. To address this gap, we first synthesize the existing insights on structure, recipients
predisposition, and process and results quality of TMLS and develop a comprehensive approach to
measure TMLS quality. Afterwards, we develop our research model and examine the importance of the
different constructs of TMLS quality. We rely on findings in the body of literature, a focus group
workshop and a card-sorting exercise to develop our TMLS quality model. Thereafter, we collect data
from 163 participants of TMLS software-training to empirically evaluate our scale and research model.
Our core results are a TMLS quality model, including a newly developed TMLS process dimension.
Does the institution have the technologies, staff expertise and levels, facilities, and funding required
to improve student outcomes?
Digital technologies can improve student interest and knowledge. We will need to use digital technologies
in new ways and understand the role analytics has in determining trends, predicting behavior and
optimize responses to get the best outcome for the individual student.
How can technology and tools improve faculty buy-in and perspective regarding outcomes
assessment?
A number of educational studies now support the value of using multimedia to
enhance lectures to increase student interest and knowledge. A balance of
multimedia, interactive exercises, and traditional texts produces the best outcome
for learning in the sciences (Greenfield, 2009 ). Faculty buy-in for use of multimedia
is limited by a lack of training and knowledge about the use of the resources and
the fear that time spent in such activities will not be recognized by their university
during evaluation for promotion (Ruiz et al., 2006 ). Furthermore, questions exist
about the value of many multimedia sites that have not been assessed for their
academic impact (Alberts and Mayo.)

Case Study 2
What is the inventory of clouds services in use? Is there a process for review of all clouds services
by the legal, procurement, and IT departments?
Inventory management is about knowing what products to have on hand and when to have them on hand.
It's about understanding what you have in your warehouse and where your stock is located. It means
maintaining optimal inventory levels that avoid unnecessary capital expenditures, while ensuring you can
meet demand and not run out of goods. Cloud-based inventory management offers a compelling
alternative to manual approaches to inventory management or costly on-premise ERP. The best cloud
system provides real-time visibility into inventory, with anywhere, anytime access to critical information.
It can function at the core of an ERP system, integrating seamlessly with demand planning, financials and
logistics. Automated capabilities eliminate manual inputs while maximizing efficiency throughout the
inventory lifecycle.
How does the IT department evaluate the risk of using cloud services, and is there standard
language for contracts that cover security, risk, and service levels? Does the IT department have a
strategy for exiting cloud services?

Does the institution have a data-classification strategy that explains what data can and cannot be
shared in the cloud?
If you dont know what information is being shared, then you cant know who should be allowed to share
it. Similarly, without visibility into how the information is being shared, acceptable use cannot be
determined. Discovery is therefore the first step in enabling cloud information security policies to be
defined and implemented. That means identifying what type of data is in use, where it is used, by whom
and with whom. This is the sole responsibility of enterprises themselves. Just as one would expect with
on-premise solutions, internal collaboration and acceptable use rules must be established: employees
should not be able to access payroll or accounting information, sales should not be able to access product
roadmaps, and sensitive or regulated customer data such as credit card numbers should not be stored in
spreadsheets. The same principles must be applied in the cloud, to protect the interests of the enterprise,
the privacy of customers and the integrity of data. CloudLock provides a mechanism which overcomes
the largest problem in implementing this type of security - the need to engage data owners and employees
directly, without resulting in "data security fatigue.
What should be the IT departments strategy for integrating cloud services into the enterprise
architecture?

What IT security measures and policies need to be in place?

There must be an overarching administrative view that allows risk and compliance management to
maintain metadata, rules and policies, while also monitoring the behavior of users. For example, it is not
sufficient only to warn a user of a potential violation, and hope they take the remedial action prescribed.
There should be some check and balance to verify that a corrective action was taken, or send reminder
notifications if not. Or, to escalate incidents through a relevant chain of command in the event that
notifications are being continually ignored or when individual users become repeat offenders. Exception
handling is another important area that can provide a means for valuable refinement to the rules and
policies.