Introduction program development

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Assessment : Students complete several summative assessments including reflective writing, plans for work productivity, attaining career goals, and contributing to a healthy work environment, and a research proposal that follows the GSA graduate student research grant guidelines. References and Notes : Cooke, M. Levin, N. First-year graduate courses foster inclusion. Geosciences Graduate Seminar ». Your Account. Author Profile.

Summary The goal of this course is to help new graduate students get started in their research research program, and to help them develop skills that will lead to their success in graduate school and beyond.

University with graduate programs, including doctoral programs. First-year courses for entering graduate students that seek to make transparent the tacit knowledge needed to succeed in our discipline are sometimes called the hidden curriculum of graduate school.

By the end of the course, students will be able to: 1. Are there different tools for helping us understand these gaps? What are the current debates regarding policy solutions? The course will cross disciplinary bridges in order to give students exposure to conversations taking place in various fields: development economics, political economy, and anthropology.

Thematically, the class will follow three major axes: 1 wealth and growth; 2 poverty and inequalities; 3 actors and processes in international development. Pedagogically, in addition to discussions generated by readings, course participants will work in lab teams on specific projects entailing data collection and analysis. Some sessions will also feature interactive case studies and new media. We will meet every week. You will be assigned to a team that receives a research assignment related to concept measurement and cross-national empirics.

Until the following session, you will work collaboratively to develop a group presentation on your topic. Additionally, you will write a 5-page individual paper to accompany this exercise. Because of its short duration, this course is not designed to cover all theoretical and applied perspectives on development. Think of it as a sampler or a teaser: students will get a taste of analytical tools and current debates.

However, by the end of the semester, you should be able to think critically about the meaning of development, the underlying causes of poverty, of large income disparities among and within countries, and policy solutions.

You will also work in small teams on an assigned project, and make a brief presentation of findings. Basically, you're verifying there's a group of customers internal or external who are interested in, or even better, really need your planned product.

Marketing also includes working with customers internal or external to identify how they prefer to have the product delivered. For more information about marketing, see Marketing research, pricing, competitor analysis, etc. So often, in the excitement of the birth of a new program, we ignore precious resources that already exist. The new program is but part of an overall organization, an overall system. Pay particular attention to how the new program will coordinate with other programs in the organization.

What inputs are needed from other managers and other programs? What ongoing feedback is needed among members of the new program and other programs? How can the new program benefit other programs? Successful collaboration brings two or more organizations together to work in synergy, in an effort that is "more than the sum of its parts.

In working together, there's an economy of scale, or sharing of resources, that lowers costs and focuses more resources on serving customers. These planned indicators will help you establish whether the program is successful or not, and will help you avoid doing a program for the sake of a program. Programs are usually defined with very explicit deliverables. If you struggle with identifying key indicators of success, then imagine the program operating in a highly successful manner at some time in the future.

Then describe what features of the program indicate that the program is successful. Getting the program off on the right foot includes not falling over your own feet because you were looking far off into the distance. Many strategic plans are usually three years in scope, with particular planning focus on the first year of the three years. Follow this format for the program planning as well.

Don't worry about exhaustive detail even in the first year of the plan. Plans are guidelines, not rules. Plans can be changed -- but understand why you changed them. Consider planning a short-term "pilot" program. The pilot will be a sort of mini-program that will reflect many of the aspects of a full-blown program. However, planning and operations regarding the pilot will include numerous reviews and assessments from which to learn from experiences around the pilot program.

This learning will go into planning for the full-blown program. Note that investors are often highly cooperative in supporting pilots as an approach to research or verify the organization's proposed plans. Program reviews are regular examinations of the program's activities to assess how well the program is doing.

A program review team should probably include the chief executive, the head of the new program and one or two other program directors, particularly those from programs that closely coordinate with the new program. Examine if the program seems to be following the original plan. If it's not, the deviation is not as important as understanding why and assessing if the deviation was necessary. Take a look at the key indicators as noted in the plan.

What is the progress toward the key indicators? What major problems exist and what is needed to address them?

How are the actual costs comparing to the planned costs? Are any actions needed to avoid financial problems? What would you do differently about the program if you could do anything? What limitations are holding you back from what you would ideally do if you could? What are you learning from the program implementation so far?

Program Direction: Goals and Objectives Program Goals Program goal s should come from and be closely associated with the organization's overall strategic goals. Think about what, e. Goals are an overall status to be reached through continued efforts in the program. Goals should be described such that the organization can assess whether it's reached the goal or not.

The goal should establish clear direction for the organization and portray that direction to others. The program's goal may be to fix a problem or meet a need among customers internal or external -- not to fix a problem in your organization. For example, if you are just starting out to develop a new program, typical overall goals might include: develop employees, pilot services to one group of customers internal or external , evaluate the program process and finalize program process based on evaluation results.