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tech plan obrazec6

Even though learning about technology itself might not be in the curriculum, there are no arguments that the different devices which are available on the market can reinforce a student’s learning — allowing them to learn about things which are already in the curriculum in exciting new ways. Not only this, but many of the teacher resources which can be bought can allow students to establish study skills in IT — with computing being one of the most desirable skills to have in the world of work for the future.

With the educational landscape ever changing, it can be important for schools to use their budgets wisely by investing in technology which will allow for teaching to be more productive, efficient and time-saving — allowing for more ground to be covered in lesson time. Through the use of a school technology plan, an educational institution can gather a sense of direction for the future in how they want to help students to use the latest materials to the best of their capabilities.

A school technology plan can be a lot more than a document which lists the different things which can make an educational organization’s use of technology better. A lot of the time, teachers, parents and governors can be involved in order to determine whether or not the right decisions are being made regarding the use of the limited funds that a school might have, whether the choices which have been made ensure that other goals the school has can be fulfilled, and the direction which needs to be taken to make these aims a reality in a timely manner. The planning which is behind the plan can also be as important as the plan itself, otherwise it can simply be hollow words.

A school technology plan needs to overcome the obstacles which staff themselves might have with using these new teacher resources. A team needs to realize that the latest technology might not come easily to the teachers who might be working with this equipment, and so dedicated time which is set aside for training the faculty can mean that the transition of the latest devices into the educational environment can be extremely effective and smooth — ensuring that the new systems do not work perversely in the development of students through the academic year.

There needs to be frequent reviews to see how a plan is going, with there being modifications made when new circumstances arise. Remembering that it is not the job of a school to gamble a technology budget is also important, and the need to choose tried-and-tested resources which work and aid learning are important. With the use of research and statistics which is already available concerning certain resources, the teams which are behind the decision making process of a school technology plan can ensure that no mistakes are being made regarding the different resources which are being invested in. From here, children can benefit from brand-new equipment which can aid understanding of subjects in the future.

Strategic Energy Technology Plan

The European Strategic Energy Technology Plan (SET-Plan) aims to accelerate the development and deployment of low-carbon technologies. It seeks to improve new technologies and bring down costs by coordinating national research efforts and helping to finance projects.

The SET-Plan promotes research and innovation efforts across Europe by supporting the most impactful technologies in the EU’s transformation to a low-carbon energy system. It promotes cooperation amongst EU countries, companies, research institutions, and the EU itself.

The SET-Plan comprises the SET-Plan Steering Group, the European Technology and Innovation Platforms, the European Energy Research Alliance, and the SET-Plan Information System (SETIS).

Accelerating the transformation of Europe’s energy system

Research, innovation and competitiveness are one of the five dimensions of the Commission’s Energy Union strategy. The integrated SET-Plan is part of a new European energy Research & Innovation (R&I) approach designed to accelerate the transformation of the EU’s energy system and to bring promising new zero-emissions energy technologies to market.

In September 2015, the Commission published a Communication defining the new European research and innovation strategy for the coming years. The Integrated SET Plan builds on the Energy Union strategy and highlights the areas where the EU needs to strengthen cooperation with SET Plan countries and stakeholders to bring new, efficient and cost-competitive low-carbon technologies to the market faster and in a cost-competitive way.

An annual conference offers a chance for decision-makers, stakeholders and researchers to assess the SET-Plan’s progress.

The Integrated SET-Plan:
  • Identifies 10 actions for research and innovation, based on an assessment of the energy system’s needs and on their importance for the energy system transformation and their potential to create growth and jobs in the EU
  • Addresses the whole innovation chain, from research to market uptake, and tackles both financing and the regulatory framework
  • Adapts the governance structures under the umbrella of the SET-Plan to ensure a more effective interaction with EU countries and stakeholders
  • Proposes to measure progress via overall Key Performance Indicators (KPIs), such as the level of investment in research and innovation, or cost reductions.

SET-Plan Steering Group

The EU Steering Group on Strategic Energy Technologies (SET- Plan Steering Group) consists of high-level representatives from EU countries, as well as Iceland, Norway, Switzerland, and Turkey. It ensures better alignment between the different research and innovation programmes at EU and national level, as well as the SET Plan priorities. It also increases cooperation between national programmes to avoid duplication and heightens the impact of public investment.

European Technology and Innovation Platforms

The European Technology and Innovation Platforms (ETIPs) were created to support the implementation of the SET Plan by bringing together EU countries, industry, and researchers in key areas. They promote the market uptake of key energy technologies by pooling funding, skills, and research facilities.

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The platforms:

European Energy Research Alliance

The European Energy Research Alliance (EERA) aims to accelerate new energy technology development by cooperation on pan-European programmes. It brings together more than 175 research organisations from 27 countries, involved in 17 joint programmes. It plays an important role in promoting coordination among energy researchers along the SET Plan objectives and in the technology transfer to the industry.

SET-Plan Information System

The EU’s SET-Plan Information System (SETIS) provides information on the state of low-carbon technologies. It also assesses the impact of energy technology policies, reviews the costs and benefits of various technological options, and estimates implementation costs. This information is useful for the European Industrial Initiatives, private companies, trade associations, the European Energy Research Alliance, international organisations, and financial institutions.

Better Students Through Technology: Increasing Achievement

By Dixie Connor

Much has been written about how to use technology to increase student achievement. In most cases, the advice is limited to technology integration techniques — methods of using technology in the classroom to support curriculum. Technology, however, has much more to offer educators than WebQuests, virtual field trips, and online lessons and games. Appropriate district-wide use of technology for planning, assessment, professional development, and communication can contribute immeasurably to teacher effectiveness and student academic success. This week, technology-planning expert Dixie Conner explains how technology coordinators, by extending the use of technology beyond the classroom, can increase students opportunities to reach — and surpass — today’s stringent education standards. Included: Ten tips on using technology to maximize student achievement.

Get Everyone On Board
An all-inclusive team can create positive change. Make teachers, administrators, parents, community members, board members, staff, and students aware of how technology-integration can increase student achievement, and encourage members of all those groups to become involved in the planning process. Schedule regular technology planning meetings; if possible arrange for release time or other incentives to encourage teachers to attend.

Learn from Others
Learn from those who have demonstrated success. Contact other districts to learn more about hardware, software, and networking standards, and to find out what additional technical information and equipment might be available from industry leaders, non-profit organizations, and other community resources. Arrange for release time to allow teachers to visit exemplary classrooms. Encourage other technology committee members to visit districts that have implemented successful planning projects.

Utilize Assessment Tools
Work with teachers, administrators and other members of the technology committee to investigate, review, and select the most appropriate standards-based assessment tools. Use those tools to determine students current level of achievement and to identify specific learning problems. Consider utilizing multiple measures including student portfolios, writing samples, interviews, oral presentations, and so on to measure student progress.

About the Author

Dixie Conner, a former classroom teacher, is currently a member of EDmin.coms Performance Planning Department, which provides school districts with technology-based planning services, including:

District-wide action planning:
* Meeting with district level administrators to determine the scope of the planning process.
* Facilitating district/site plans.
* Monitoring progress.
* Working with district to identify funding opportunities.

Technology planning:
* Recommending district standards for telecommunications services, connectivity services, and Internet access.
* Helping to coordinate and support technology-planning efforts.
* Reviewing and analyzing existing technology plans and providing recommendations for conformance with E-Rate and/or state guidelines.

E-Rate planning:
* Supporting and monitoring the district’s E-Rate program.
* Providing advice on eligible services and program rules.
* Notifying districts of program deadlines, updates, and so on.
* Evaluating contract arrangements and making recommendations for meeting SLD and FCC regulations.

Professional development planning, including advice on writing a technology plan, facilitating meetings, using student data, and effective No Child Left Behind orientation and implementation strategies.

In addition, EDmin together with Compaq, offers TechBuilder, a free online technology planning tool.

For more technology-planning information, or for more information about EDmin’s products and services, contact the Performance Planning Department at [email protected] .

Determine and Provide Professional Development Needs
Extrapolate from test scores subjects that are — and are not — being taught effectively. Design and provide ongoing, sustained professional development for teachers based on test score data. For example, if students are performing poorly in math, you might invite an exemplary math teacher to demonstrate effective teaching techniques. Videotape the instruction and add it to the resource library. Utilize online professional development opportunities whenever possible.

Establish Curriculum Objectives
Work with teachers and administrators to compile and analyze data from assessment scores. Identify specific objectives, determine curriculum needs, and develop lesson plans based on the specific needs and interests of each student. Plan for differentiated instruction that will challenge each student to reach his or her highest potential. Detailed monitoring of students’ progress can assist teachers in developing individualized learning plans in each subject area.

Explore Researched-Based Instruction
Utilize the technology committee to investigate a variety of approaches to instruction. Provide regular, ongoing reports on what works — and what doesn’t. Help teachers implement scientifically-proven approaches by conducting regular classroom observations, modeling successful strategies and techniques, and providing advice and assistance when needed.

Encourage Parental Involvement
Kids learn best when parents take an active role in their education. Using technology effectively can lead to increased communication between parents, teachers, and administrators. Assign an e-mail address to all district staff and encourage the use of e-mail to correspond with parents. Post school information — including curriculum standards, homework assignments, exemplary student work, Acceptable Use Policies, frequently asked questions, and so on — on a multilingual district Web site. Provide home access to learning resources in appropriate languages. Make technology available and accessible to all.

Publicize Progress
Evaluation leads to improved performance. Identify and publicize criteria for success based on established benchmarks. Arrange for an in-house team or a team of external evaluators (from a local college or university, for example) to conduct student evaluations. Publicize test results and district report cards — even if they are not flattering — on the district Web site, so the community can see how students are progressing. If results are not satisfactory, evaluation will assist in determining what steps need to be taken to achieve the desired results.

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Locate Funding Sources
Implement a plan for flexible use of funds. Identify ways to use federal and/or state funds to improve student achievement — including technology literacy — for all students. Work with the districts business manager and curriculum supervisor to locate appropriate grants and other funding opportunities. Consider district-wide hardware and software purchasing agreements, as well as statewide services, such as C-SMART (California Statewide Master Agreements for Resources in Technology). Develop a well-written technology plan. A comprehensive up-to-date technology plan is an application waiting for a funding program!

Utilize Supporting Resources
The utilization of community and commercial services, as well as electronic and print resources, can help ensure the most effective use of technology. Collaborate with, and seek advice from, educational consultants, adult literacy service providers, and other experts. Subscribe to education newsletters, visit educational Web sites, schedule software demonstrations, and read appropriate books to keep abreast of the latest technological and educational trends. Encourage teachers and other district personnel to stay motivated by keeping them updated on how todays technology makes available a multitude of teaching resources and provides targeted information and tools to meet individual student needs.

Article by Dixie Conner
Education World®
Copyright © 2008 Education World

IT strategic plan (information technology strategic plan)

An information technology (IT) strategic plan is a document that details the comprehensive technology-enabled business management processes an organization uses to guide operations. It serves as a guide to IT-related decision making, with IT tasks prioritized and implemented using the plan as a framework.

What should be in a CIO’s IT strategic plan?

This complimentary document comprehensively details the elements of a strategic IT plan that are common across the board – from identifying technology gaps and risks to allocating IT resources and capabilities. The SearchCIO.com team has compiled its most effective, most objective, most valued feedback into this single document that’s guaranteed to help you better select, manage, and track IT projects for superior service delivery.

The plan also helps guide an organization as it formulates its overall IT strategy. While an IT strategy focuses on how IT will help the business succeed, an IT strategic plan is a roadmap to help the business implement those strategies. The plan outlines areas where IT can contribute business value and where an organization can gain competitive advantage by making the best use of technology resources.

The objectives outlined in an organization’s IT strategic plan align with the organization’s goals and mission, but are pliable enough to accommodate new business priorities and technologies that have the potential for driving business growth. It is important for an organization’s IT team to know its priorities and identify the IT projects that the business should invest in. According to Gartner, an IT research and consultancy company, the plan delineates what has to be done, in what priority and how the plan’s success will be measured.

Components of an IT strategic plan

The IT strategic plan should outline a mission statement that states what it plans to achieve and how the IT strategy relates to the organization’s overall business objectives. Often the first step to creating an effective IT strategic plan is to start with reviewing the organization’s strategic plan, which helps in identifying the areas where the use of technology can improve operations.

The IT strategic plan should include a SWOT analysis of its strengths, weaknesses, opportunities and threats to identify both internal and external factors that can affect IT’s ability to contribute to an organization’s success. This process will also help analyze the gap between where the IT department currently is in achieving its goals and what it wants to achieve. The department can then identify the barriers and the resources needed to bridge the gap.

The SWOT analysis also helps to identify any of the company’s technological assets that might be an unknown competitive advantage and that the organization should consider investing.

Finally, it is important that the IT strategic plan be clear about its ultimate goals, including a list of technology investments that the IT department deems a priority to contribute to the organization’s success. However, the plan should also include evaluations of the company’s current IT budget and allocate project-specific resources and responsibilities within the IT department to meet these objectives.

Bosch’s Survival Plan

An old-school manufacturer is building smart factories to remain globally competitive.

  • by Russ Juskalian
  • June 21, 2016

Above: The Bosch factory, with the Alps in the distance.

A half-dozen young, mostly male engineers sit in a bright, open office digging through a mountain of code. Multi-monitor work stations sit on desks strewn with laptops, tablets, and headphones. This is not a tech startup, however. It’s one room in the Bosch automotive plant near Immenstadt im Allgäu, Germany. Today these factory workers are culling immediate production inefficiencies and developing systems that they hope will, by next year, allow the factory’s machines to diagnose their own problems, order replacement parts, and anticipate necessary maintenance hours or even weeks in advance.

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Through a bank of large windows opening from the computer room onto the shop floor, row after row of machines hum a percussive melody as they turn out small parts—fuel injection nozzles, electronic safety control systems, mechanical brake systems—destined for car companies including BMW, Volkswagen, and Tesla.

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Atop each machine is a stoplight showing its efficiency status, and large overhead monitors nearby display real-time production information. Operators with tablets tap into data being captured by more than 100 sensors on each machine. Managers see down-to-the-minute values for everything from electricity to compressed air. They can break out individual machines, even individual tools. Everything traceable is tracked by RFID tags. The displays show not just numbers in charts but also visually accurate, cartoon-like images of the actual machines and factory floor.

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For Bosch there is an urgency to making its already efficient production system even more fully automated. With 375,000 employees around the world, this 130-year-old producer of assembly-line machines, refrigerators, and much more must move toward connected manufacturing to remain competitive. High labor and energy costs make locations like this plant expensive to operate.

Inside the factory.

Daniel Kirchmann, works on the code for automatically analyzing the performance of assembly-line machines.

It’s a shift executives say is every bit as disruptive as last century’s mass—production revolution. Failing to keep up would be like missing the changeover from film to digital photography, says Stefan Assmann, Bosch’s senior vice president of connected industry. “Kodak could be a warning for companies to really do this transition,” he says. “The main risk is not to work on [the transition], and to think that the good old times will continue.”

A sign reads “Industry 4.0,” European shorthand for advanced manufacturing.

Signs of the company’s efforts are everywhere. Inside the cafeteria, the cashiers have been replaced by RFID-tagged plates and cups. Outside, robotic mowers buzz the Bosch symbol—an armature within a circle—into the grass as they trim the lawn.

On the factory floor, productivity on key assembly lines has increased 20 percent per year since 2012. And by 2020, Bosch estimates, technologies like connected assembly lines, predictive maintenance, and machines with a certain degrees of self-awareness will result in $1.12 billion (1 billion euros) in additional sales, alongside a similar amount in operational savings. “There’s only one point,” says plant manager Rupert Hoellbacher of the push to make this and the other 10 Bosch plants he leads leaner, more connected, and smarter: “To make money.”

Left: Monitors display information about the energy management of every machine in the plant. Right: A worker on the final assembly line for two safety systems manufactured at the plant: automatic braking systems and electronic stability ­programs.

As we sit in a small conference room at the factory, Hoellbacher explains that the limits of conventional production, even with robots on the assembly line, are becoming evident. There’s only so much you can squeeze out of a machine when you need to measure and adjust to minute variations in heat, cycle time, or vibration frequency with a sensitivity and speed beyond what humans can achieve.

Rupert Hoellbacher manages 11 Bosch plants.

Machines finish fuel injection nozzles.

To meet the company’s productivity goals, whole assembly lines must monitor themselves with software capable of parsing complex data at supercomputer speeds in order to devise the most efficient operating processes, anticipate breakdowns, and prepare solutions. Making that work smoothly will be a big challenge, but already, most of the machines in Hoellbacher’s factories are connected and transmitting information to Bosch’s data center in Stuttgart.

By the end of the year that will be 6,000 machines, at 11 plants, from which data is collected by the second, with each machine’s day summarized and analyzed in a 20-page automated report. Bosch has 250 factories around the globe, and the company’s plan is to introduce the same technology to all of them.

The interior of manufacturing machines on the assembly line.

On the plant floor, Arnd Kolleck, who’s in charge of the IT effort, is talking about a Bosch product that offers a glimpse a little further into the future: iBooster. The device, which the company sells to automakers, adjusts the braking pressure in regular brakes or regenerative braking systems, which are commonly used to convert kinetic energy to power in hybrid or electric vehicles. It can also build up brake pressure without a driver’s input, anticipating anything from a gentle slowdown to an emergency stop before the driver even thinks about stepping on the pedal.

Ovens treat metal injection-molded parts with heat.

First produced in 2013, iBooster is installed in over 350,000 vehicles. Earlier this year it was updated with a new feature that connects via the car’s Wi-Fi to a driver’s home network and sends diagnostic and braking details to Bosch. Now “we know more about how and when a driver brakes than the driver does,” says Kolleck, before quickly explaining that the data is aggregated and anonymous.

Using this information, Bosch can rapidly prototype new hardware and software for future versions of iBooster that better fit specific driver profiles and client requirements. It can also mine the data for other autonomous driving applications or products—including those used on its own factory floors, where robots that specialize in parts delivery and production will increasingly move around on their own and interact in close physical proximity with human workers.

Left: Goods are automatically scanned when they pass this RFID gate. Right: A board shows current performance on the shop floor.

“What we will learn in inner-city traffic we can also realize … for inter-logistics in a factory,” says Assmann. With knowledge derived by adding sensor technologies to cars and collecting the resulting data, “we can make robots have eyes, ears, and feelings.”

Assmann has ambitions for this data even beyond Bosch’s internal applications. Increasingly, he says, the company will sell its know-how in logistics, data processing, and manufacturing as a service to others.

Two challenges loom over Bosch’s smart-factory project and these broader ambitions. The first is finding enough workers with the skills to run increasingly data-driven manufacturing systems. The second will be creating industry standards so such systems will be able to work together.

The financial stakes are far too high to let either of these obstacles get in the way of progress, however. In Germany, labor and energy costs are up, and increased automation and efficiency are how businesses like Bosch will stay profitable in the future. As Assmann puts it, embracing connected industry isn’t optional—“it is a must.”

Статья написана по материалам сайтов: www.teach-nology.com, ec.europa.eu, www.educationworld.com, searchcio.techtarget.com, www.technologyreview.com.

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