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Web-based Learning Solutions for Communities of Practice

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The global structure <strong>of</strong> the activities depends<br />

on a core group open to all members <strong>of</strong> the ITPF<br />

led by the ITPF coordinator. Their purpose is to<br />

develop a strategic viewpoint <strong>of</strong> ITPF, and plan the<br />

meetings according to the topics already agreed<br />

upon by the whole group in previous meetings.<br />

Participants <strong>of</strong> the plenary meetings are<br />

pr<strong>of</strong>essionals in the IT areas within the national<br />

government, although over time pr<strong>of</strong>essionals<br />

from other local governments as well as from<br />

the academic sector have joined in. The average<br />

turnout was 100 people with monthly meetings<br />

throughout 2002 and 2003. Lately, the meetings<br />

have been less frequent due to the widespread<br />

growth <strong>of</strong> the virtual <strong>for</strong>um.<br />

The plenary meetings are divided into three<br />

stages:<br />

1. Presentation and consensus <strong>of</strong> the tasks<br />

accomplished by the core group and by the<br />

work groups and new lines <strong>of</strong> action<br />

2. Work per<strong>for</strong>med in workshops, where new<br />

ideas and proposals are discussed openly<br />

3. Conclusion with a shared presentation <strong>of</strong><br />

the subjects addressed in the workshops<br />

and action plans. At this point, new work<br />

groups are set up, and the existing ones may<br />

be modified. Should a relevant topic require<br />

discussing in depth, external specialists are<br />

called in to present experiences and existing<br />

papers at a special plenary meeting.<br />

Goals are established in each meeting in order<br />

to connect one meeting with the next. These goals<br />

are written up in a record <strong>of</strong> proceedings. Taken<br />

together, these documents allow the members to<br />

trace the steady quality <strong>of</strong> the interchange, the<br />

building <strong>of</strong> a balance <strong>of</strong> in<strong>for</strong>mation among the<br />

different actors, a prospective analysis, as well<br />

as the history <strong>of</strong> the process. Likewise, the collective<br />

conceptualizations enable the upgrading<br />

<strong>of</strong> the level <strong>of</strong> understanding and the monitoring<br />

<strong>of</strong> tasks, advances, or setbacks.<br />

290<br />

The Argentine IT Pr<strong>of</strong>essionals Forum<br />

The work groups are fully dedicated to the<br />

development <strong>of</strong> leading issues <strong>for</strong> the back <strong>of</strong>fice<br />

<strong>of</strong> an electronic government, including, <strong>for</strong><br />

example, the following:<br />

1. Free S<strong>of</strong>tware Group: It per<strong>for</strong>ms discussion<br />

and legislative support activities on<br />

draft laws dealing with that subject. It relays<br />

the existing developments in the state as an<br />

input <strong>for</strong> its own work on s<strong>of</strong>tware development.<br />

2. Cross-Agencies Applications Group:<br />

It focuses on the need to incorporate IT<br />

processes into the ordinary administrative<br />

ones in different areas within the state, such<br />

as human resources, files, hospital administration,<br />

and financial administration. Its<br />

line <strong>of</strong> action is to identify best practices,<br />

coordinating their transfer, and to generate<br />

upgraded applications.<br />

3. Interoperability Group: The aim <strong>of</strong> this<br />

group is to create a framework <strong>of</strong> technological<br />

standards and data structure that<br />

enable the users to interchange in<strong>for</strong>mation.<br />

Interoperability is the ability <strong>of</strong> a system<br />

or a product to work with other systems or<br />

products without special ef<strong>for</strong>t on the part<br />

<strong>of</strong> the user.<br />

ITPF Strengths and Challenges<br />

These strengths are to be found in the following:<br />

1. In the steady attendance <strong>of</strong> its members,<br />

considering that the initiatives are generated<br />

by the permanent or quasi-permanent<br />

staff<br />

2. In the certainty that the work that has been<br />

produced will be implemented given that<br />

the practitioners who present the innovations<br />

coincide with the ones who implement<br />

them

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