life and death of webfuse: principles for university e-learning
DESCRIPTION
Presentation for ASCILITE'2012 presentationTRANSCRIPT
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The life and death
of Webfuse:Principles for…David Jones
http://moourl.com/vzi4c
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http://flickr.com/photos/joits/225824796/
The wrong principles
Context
People
Product
Process
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http://flickr.com/photos/joits/225824796/
Some better principles
Context
People
Product
Process
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Overview
A story
Who cares
http://www.flickr.com/photos/atbaker/1577665185/
The wrong principles
Some better ones
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Overview
A story
Who cares
http://www.flickr.com/photos/atbaker/1577665185/
The wrong principles
Some better ones
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1996
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A young man has taken his forays intoWeb-based learning to their limits culminating in
http://www.flickr.com/photos/david_jones/5587502238/
(Jones, 1996)
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(Jones and Buchanan, 1996)
Flexibility and the ability to adapt to changeMaximise the choice for students and teachers
Provide the tools, not the rulesDo not reinvent the wheel
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M&C realises it needs to get into this and givesThe young man 6 months off to design a systemTo do online learning.
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https://dl.dropbox.com/u/14025788/85349/index.html
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By early 199960 full-time staffhad used the system
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Only 5 made significant use
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T1, 1998 83% of content
was for 1 course
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1998/99 49% of content
requests for 2 courses (1 staff member)
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1996 1997 1998 1999 2000 2001 20020
2000
4000
6000
8000
10000
12000
32% increase in enrolments 1999-2001
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1996 1997 1998 1999 2000 2001 20020
2000
4000
6000
8000
10000
12000
32% increase in enrolments 1999-2001
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And many others…
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Remember this?
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425 staff employedby Infocom (2004)
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353 (83%)used system(2001-2004)
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And 445 fromoutside Infocom
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..the precedent of other IT systems…suggests that it would be extremelyuser friendly for people with very limited competence/confidence(Behrens, Jamieson, Jones and Cranston,
2005)
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The key to easy use of OASIS isthat it is not a off the shelf productthat is soooo generic that it has lostits way as a course delivery tool(Behrens, Jamieson, Jones and Cranston,
2005)
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the best thing about teaching and learning in this faculty
in 2003 would be the development of technologically progressive academic information systems
(CQU, 2004, p21)
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(Jones, 2002; Jones, 2003)Implemented
1999
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Implemented 2006
(Jones and Luck, 2009)
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One of the most compelling aspects of the project was the simple way it married Web 2.0 applications with institutional systems. This approach has
the potential to give institutional teaching and learning systems greater efficacy and agility by making use of the many free or inexpensive—but useful—tools like blogs proliferating on the Internet and to liberate institutional computing staff and resources for other efforts.
(Coghlan et al, 2007)
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Implemented 2007
Web 2.0 Course Site
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Wordpress blog
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http://redbubble.com.au
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http://redbubble.com.au
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http://del.icio.us
http://del.icio.us +http://feedburner.com
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2 generations actionresearch 1996-2004
Reflect
Plan
Act
Watch
Webfuse
7+ publications
27+ publications
ISDT
Ps FrameworkPH
Dhttp://moourl.com/
quf6z
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Overview
A story
Who cares
http://www.flickr.com/photos/atbaker/1577665185/
The wrong principles
Some better ones
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http://flickr.com/photos/joits/225824796/
The wrong principles
Place
People
Product
Process
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http://flickr.com/photos/joits/225824796/
Some better principles
Place
People
Product
Process
People
Product
Process
Functionality specific to institutional context
Leads to greater levels of staff and student adoptionEnables institution to be responsive, flexible, to learnProvide a level of differentiation and advantage
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Overview
A story
Who cares
http://www.flickr.com/photos/atbaker/1577665185/
The wrong principles
Some better ones
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http://flickr.com/photos/joits/225824796/
The wrong principles
Place
People
Product
Process
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LMS is academic equivalent to ERP (Morgan,
2003)
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The vendor of the ERP system determines functionality
A clean slate approach to BPR is taken
Reliance on one vendor may increase risk
Limited flexibility in process re-design….
A single skills set is required by the IT department…Distinctive capabilities may be impacted on
Flexibility and competitiveness may be constrained…Integration of applications is pre-coded into the system..
(Light, Holland, et. al. 2001)
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Will impose its own logic on a
company’s strategy, structureand culture…push towards..generic structures(Davenport,
1998)
Best practice..implement vanilla(Robey, Ross et al, 2002; Pozzebon, Titah et al, 2006; Wagner, Scott et al,
2006)
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we should change people's behaviour because information technology systems are difficult to change..(Sturgess and Nouwens,
2004)
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Blackboard 6.3
45 groups
6 forums per group
270 forums
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Webfuse
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http://www.gse.harvard.edu/~dedech/
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Procrustes would stretch and sever the limbs of his guests to fit the size of his bed. We, too, are continuing to stretch and shape our higher educationto a particular standard to the detriment of students and society alike
(Thomas, 2012)
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The open source silver bullet
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Recent waves of global uncertainty coupled with local crises and government reforms are reshaping the tertiary education landscape. In the backdrop of these challenges new digital technology is enabling new models of teaching and learning. Yet serious questions remain over the sustainability of these new models and
the claims about the potential of new technology to transform tertiary education, especially in the face of deeper challenges.
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http://flickr.com/photos/joits/225824796/
The wrong principles
Place
People
Product
Process
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Time
CostAnalysis & Design
Maintenance
Replacement
Big up front design (BUFD)
(Truex, Baskerville and Klein, 1999)
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Attributes TeleologicalUltimate purpose Goal/purpose
Intermediate goals Efficiency
Design focus Results
Designers Explicit designer
Scope Part
Process Problem solving
Problems Complexity/conflict
Management Centralised
Control Master plan
(Introna, 1996)
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Author Planning LearningWeick & Quinn (1999)
Episodic change Continuous change
Brews & Hunt (1999) Planning school Learning school
Seely Brown & Hagel (2005)
Push system Pull systems
Hutchins (1991) Supervisor reflection and intervention
Local adjustment
Truex et al (2000) Traditional design Emergent design
March (1991) Exploitation Exploration
Boehm & Turner (2003)
Plan-driven Agile
Mintzberg (1989) Deliberate strategy Emergent Strategy
Kurtz & Snowden (2007)
Idealistic Naturalistic
Alternatives
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Such top-down planning often falters at theoperational level because implementation generates a range of messy human factors(Haywood,
2002)
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Organisations that focus too much on exploitation arelikely to be trapped in “suboptimal stable equilibria”.(March,
1991)
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Operating in a dynamic context requires organisationalstructures that adjust and become far more responsiveto change. (Mintzberg,
1989)
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Reductionist decomposition results in an imaginary processof isolating components that do not reflect the richinterdependencies of organisational reality(Truex, Baskerville et. al.,
2000)
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Many methods of didactic education assume a separation between knowing and doing, treating knowledge as an integral, self-sufficient substance,theoretically independent of the situations in whichit is learned and used.(Seely Brown, Collins, & Duguid,
1989)
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October 26, 2012
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October 26, 2012
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Time
CostAnalysis & Design
Maintenance
Replacement
Big up front design (BUFD)
(Truex, Baskerville and Klein, 1999)
http://www.flickr.com/photos/mauricedb/2706292588/
Stable systems drag
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(Katz, 2003)
experience a loss of functionality and a degradation of performance as employees grapple to come to terms with the new technologies and processes that these systems force
(Underwood & Dillon, 2011)
Technology dip
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http://flickr.com/photos/joits/225824796/
The wrong principles
Place
People
Product
Process
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http://www.flickr.com/photos/seatbelt67/502255276/
Enterprise systems are an extremeapplication of a techno-rational perspective(Dillard & Yuthas,
2006)
A techno-rational approach to management sees itas a scientifically rational and efficient application ofneutral knowledge on a par with the natural sciences
(Morgan, 1992)
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http://www.flickr.com/photos/seatbelt67/502255276/
People aren’t rational
Bounded rationality (Simon,
1991)
Reliance on intuition, instinctsand simply heuristics(Jamieson & Hyland,
2006)
Systematic biases influence judgment (Tversky and Kahneman,
1974
37 cognitive biases (Arnott,
2006)
Inherent limits in organisational
substantive rationality(Cecez-Kecmanovic, et al, 2002)
Innovation and change
within universitiescan never be mere rational processes
(Jones and O’Shea, 2004)
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Time
CostAnalysis & Design
Maintenance
Replacement
Big up front design (BUFD)
(Truex, Baskerville and Klein, 1999)
http://www.flickr.com/photos/mauricedb/2706292588/
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http://www.flickr.com/photos/ivanwalsh/3674098693/
We only know what we knowwhen we need to know it
We always know more than we can say,and we will always say more than wecan write down
Knowledge can only be volunteeredit cannot be conscripted.
http://www.cognitive-edge.com/blogs/dave/2008/10/rendering_knowledge.php
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http://www.flickr.com/photos/nagillum/504973920/
a long tradition of research that highlights the
many ways workers resist managerial control(Fleming and Spicer, 2003)
sabotage (Mars, 1982)
careful carelessness(Prasad and Prasad, 1998)
hidden transcripts(Scott, 1985)
indirect resistance(Ong, 1987)
subjective resistance(Kondo, 1990)
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http://www.flickr.com/photos/ktylerconk/3045268759/
A university is defined by thequality of its academic conversations,not by the technologies that service them. (Laurillard,
2002)
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http://www.flickr.com/photos/wetsun/53648963/
Academics
Helpdesk
ManagerHelpdesk
ManagerDevelopers
HoS
Dean
Committee IT
Director
Developers
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http://www.flickr.com/photos/wetsun/53648963/
Academics
Developers
Helpdesk
ManagerHelpdesk
ManagerDevelopers
HoS
Dean
Committee IT
Director
Business Analyst
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http://www.flickr.com/photos/16782093@N03/7557556354/
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During training sessions … several people made suggestions and raised issues with the structure and use of Moodle. As these suggestions and issues were not recorded and the trainers did not feed them back to the programmers ... This resulted in frustration for academic staff when teaching with Moodle for the first time
as the problems were not fixed before teaching started(Rossi & Luck, 2011, p. 68)
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http://www.flickr.com/photos/nicmcphee/345850764/
http://en.wikipedia.org/wiki/File:Technology-Adoption-Lifecycle.png
Barriers to bridging the chasm
(Geoghegan, 1994)
1. Ignorance of the gap
Homogeneity
arguments
Incentives
modes of support
2. The technologists allianceEarly
adoptersIT Staff
Vendors
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http://www.flickr.com/photos/nicmcphee/345850764/
http://en.wikipedia.org/wiki/File:Technology-Adoption-Lifecycle.png
Barriers to bridging the chasm
(Geoghegan, 1994)
1. Ignorance of the gap
Homogeneity
arguments
Incentives
modes of support
2. The technologists allianceEarly
adoptersIT Staff
Vendors
3. Alienation of the mainstream
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http://www.flickr.com/photos/nicmcphee/345850764/
http://en.wikipedia.org/wiki/File:Technology-Adoption-Lifecycle.png
Barriers to bridging the chasm
(Geoghegan, 1994)
1. Ignorance of the gap
Homogeneity
arguments
Incentives
modes of support
2. The technologists allianceEarly
adoptersIT Staff
Vendors
3. Alienation of the mainstream
Early adopters Early majority
Like radical change Like gradual change
Visionary Pragmatic
Project oriented Process oriented
Risk takers Risk averse
Willing to experiment
Need proven uses
Self sufficient Need support
Relate horizontally(interdisciplinary)
Relate vertically (within discipline)
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Overview
A story
Who cares
http://www.flickr.com/photos/atbaker/1577665185/
The wrong principles
Some better ones
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http://flickr.com/photos/joits/225824796/
Some better principles
Place
People
Product
Process
Principles of implementation11 principles in 3 groups
Principles of form and function13 principles in 3 groups
http://moourl.com/quf6z
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http://flickr.com/photos/joits/225824796/
Some better principles
Place
People
Product
Process
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Best of breed
http://www.flickr.com/photos/lyon_photography/3886352249/
Adoption of different packages from different vendors or sources
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http://www.flickr.com/photos/lyon_photography/3886352249/
Some folk unhappy with mailing lists
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http://www.flickr.com/photos/lyon_photography/3886352249/
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http://www.flickr.com/photos/lyon_photography/3886352249/
Staff choose which one they use
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http://www.flickr.com/photos/mckaysavage/3059483658/
Where’s the biggest market in discussion forums?A)
BlackboardB) MoodleC) SakaiD) Web/open
source
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27 March, 2009
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PortalWeb Interface
Ancillary servicese.g. virtual union
& library
LMS(Blackboard)
LMS(Webfuse)
Simulations &other teaching environments
Shared education services
University wide services
Digital repositories
Communication networks &distribution infrastructure
Monitoring performance & usage
Assessment
Student profile& history
Calendar Timetable
Class & CourseManagement
Content management
Assignment tracking Plagiarism detection
Security authorisations
Single sign-on Library management Digital rights management
Student administration axapta Course administration
Student profiles
Student DatabaseLearning content database
Staff database Finance database Course profiles
Library catalogueDigital library &eReserve
http://www.flickr.com/photos/lyon_photography/3886352249/
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PortalWeb Interface
Ancillary servicese.g. virtual union
& library
LMS(Blackboard)
LMS(Webfuse)
Simulations &other teaching environments
Shared education services
University wide services
Digital repositories
Monitoring performance & usage
Assessment
Student profile& history
Calendar Timetable
Class & CourseManagement
Content management
Assignment tracking Plagiarism detection
Security authorisations
Single sign-on Library management Digital rights management
Student administration axapta Course administration
Student profiles
Student DatabaseLearning content database
Staff database Finance database Course profiles
Library catalogueDigital library &eReserve
http://www.flickr.com/photos/lyon_photography/3886352249/
Review of grade Gradebook Plagiarism Tracking System
ESOS compliance
Faculty websites
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(Light, Holland and Wills, 2001)
http://www.flickr.com/photos/lyon_photography/3886352249/
Organisational requirements and accommodations determine functionality
A context sympathetic approach to BPR is taken
Good flexibility in process re-design due to a variety in component availability
Reliance on numerous vendors
distributes risk as provision is made to accommodate change
The IT department may require
mulitple skill sets…
The need for flexibility and competitiveness is acknowledged
Integration of applications is time consuming and needs to be managedwhen changes are made to components
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http://www.flickr.com/photos/lyon_photography/3886352249/
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http://flickr.com/photos/joits/225824796/
Some better principles
Place
People
Product
Process
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Time
Cost
http://www.flickr.com/photos/mauricedb/2706292588/
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http://www.flickr.com/photos/mauricedb/2706292588/
(Kurtz & Snowden, 2007)
Idealistic Naturalistic
Achieve an ideal state Understand a sufficient of present to stimulate evolution
Privilege expert knowledge, analysis and interpretation
Favour enabling emergent meaning at the ground level
Separate diagnosis from intervention
Diagnosis and intervention intertwined with practice
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http://www.flickr.com/photos/australianshepherds/3593274951/
Author Planning LearningWeick & Quinn (1999)
Episodic change Continuous change
Brews & Hunt (1999) Planning school Learning school
Seely Brown & Hagel (2005)
Push system Pull systems
Hutchins (1991) Supervisor reflection and intervention
Local adjustment
Truex et al (2000) Traditional design Emergent design
March (1991) Exploitation Exploration
Boehm & Turner (2003)
Plan-driven Agile
Mintzberg (1989) Deliberate strategy Emergent Strategy
Kurtz & Snowden (2007)
Idealistic Naturalistic
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http://flickr.com/photos/joits/225824796/
Some better principles
Place
People
Product
Process
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http://www.flickr.com/photos/bribri/126039806/
Developers
“Helpdesk”
Committee
Academics
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http://flickr.com/photos/joits/225824796/
The wrong principles
Context
People
Product
Process
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http://flickr.com/photos/joits/225824796/
Some better principles
Context
People
Product
Process
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http://www.flickr.com/photos/eleaf/2536358399/
http://moourl.com/vzi4c