Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
doc
Component 1: Broader Environmental Context (covers internal and external factors that
contribute to an effective programme on ICT use in education)
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1. Policy development
a. Issue: The need for the Ministry of Education to support Malaysia’s ICT master plan and
to keep in line with the country’s drive to fulfil Vision 2020.
b. How and why the issue was addressed:
The Ministry of Education formalised a mission statement in 1995, which reflects the
Ministry’s commitment towards achieving the goals of Vision 2020: “To develop a world clas
quality education system which will realise the full potential of the individual and fulfill the
aspirations of the Malaysian nation”.
The same commitment is also indicated in the National Philosophy of Education which calls
for “developing the potential of individuals in a holistic and integrated manner, so as to
produce individuals who are intellectually, spiritually, emotionally, and physically balanced
and harmonious.”
The concept of ICT in education, as seen by the Ministry of Education, includes systems that
enable information gathering, management, manipulation, access, and communication in
various forms. The Ministry has formulated three main policies for ICT in education.
The first policy is that of ICT for all students, meaning that ICT is used as an enabler to
reduce the digital gap between the schools.
The second policy emphasises the role and function of ICT in education as a teaching and
learning tool, as part of a subject, and as a subject by itself. Apart from using radio and
television as a teaching and learning tool, this policy stresses the use of the computer for
accessing information, communication, and as a productivity tool. ICT as part of a subject
refers to the use of software (e.g. AutoCAD and SCAD) in subjects such as “Invention” and
“Engineering Drawing.” ICT as a subject refers to the introduction of subjects such as
“Information Technology” and “Computerisation”.
The third policy emphasises using ICT to increase productivity, efficiency and effectiveness
of the management system. ICT is used extensively to automate and mechanise work
processes such as the processing of official forms, timetable generation, management of
information systems, lesson planning, financial management, and the maintenance of
inventories.
Although the ICT Policy for Education was not formulated together with the Smart School
Project, there is harmony between the Policy and the intent of the Smart School.
c. Lessons Learned:
• Ensure that a national ICT Policy for Education is formulated
• Ensure that any ICT project in education is in line with the national policy in order to
facilitate acceptance by all key stakeholders in the Ministry
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learning. By late 1996, the Smart School had become one of the Multimedia Super Corridor’s
flagship applications.
The Malaysian Smart School was launched in July 1997 by the Prime Minister as one of the
Multimedia Super Corridor’s Flagship Applications. The aim was to capitalise on leading-
edge technologies and the rapid deployment of the MSC’s infrastructure to jumpstart
deployment of enabling technology to schools. This was done by creating a group of pilot
schools in 1999 that would serve as the nucleus for the eventual nationwide roll-out of Smart
School concepts, materials, skills and technologies.
These Smart Schools were meant to help the country achieve the aims of the National
Philosophy of Education as well as to foster the development of a workforce prepared to meet
the challenges of the 21st century. Transforming the educational system entails changing the
culture and practices of Malaysia’s primary and secondary schools, moving away from
memory-based learning designed for the average to an education that stimulates thinking,
creativity, and caring for all students, caters to individual differences and learning styles, and
is based on more equitable access.
In January 1997, the Ministry of Education conceptualised the vision of the Malaysian Smart
School in the document “Smart Schools in Malaysia: A Quantum Leap”. By July 1997, a
blueprint describing the key components of the Smart School had been drawn up by a Joint
Ministry – Industry task force. The Smart School Blueprint is a descriptive document, meant
to be open to evolutionary refinement, including advances in pedagogy and improvements in
ICT.
In addition, the task force also produced an Implementation Plan, with an implementation
strategy and roadmap for a three-year pilot project to be followed by a broad roll-out to the
rest of the country.
Instead of the normal tender process, a “Concept Requests for Proposals (CRFP) Process”
was used to enable the ICT industry to propose innovative solutions to deliver the benefits
envisioned by the Ministry of Education.
Five CRFP documents were produced that defined the Smart School Pilot Project
requirements. They outlined the high-level functional requirements expected from the private
sector’s proposals. They did not explicitly specify platforms, but prescribed a framework
built around broadly detailed standards and policies, in order to allow responding
organisations the flexibility to innovate and create the best solutions to deliver the benefits
envisioned by the Ministry of Education.
Funding for the Smart School Pilot Project was provided by the Federal Government. The
Pilot Project was launched in 1999. The Pilot Project test-bedded the Smart School Integrated
Solution, which comprises the following main components:
• Browser-based Teaching-Learning Materials (and related print materials) for Bahasa
Melayu, English Language, Science and Mathematics
• A computerised Smart School Management System
• A Smart School Technology Infrastructure involving the use of IT and non-IT
equipment, Local Area Networks for the pilot schools, and a virtual private network that
connects the pilot schools, the Ministry’s Data Centre and the Ministry’s Help Desk
• Support services in the form of a centralised Help Desk, and service centres
throughout the country to provide maintenance and support
• Specialised services such as systems integration, project management, business
process reengineering, and change management.
The Smart School Pilot Project ended in December 2002, with 87 networked schools (83
secondary and 4 primary) in all states in the country, 1494 courseware titles for Bahasa
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3. Legal and regulatory framework dealing with the use of ICT in Education including
censorship)
a. Issue: The need to formulate rules for the use of ICT in Education
b. How and why the issue was addressed:
In order to promote the use of the internet for education, business and entertainment, the
Government of Malaysia decided that there would be no censorship of the internet. Instead,
education would be the main tool to prevent misuse and abuse of the internet.
In the Smart School Pilot Project, an ICT Security Policies and Procedures document was
introduced to all the Pilot Schools as part of the pilot. The document established rules and
regulations regarding security procedures for all users in the schools.
In 1997, laws relating to the use of ICT, namely the Digital Signature Act 1997, Copyright
Act 1987 (Amendments), Computer Crimes Act 1997, and Telemedicine Act 1997 were
passed by the Malaysian Parliament.
c. Lessons learned:
• Ensure that school-based ICT security policies and procedures are developed before
implementing ICT projects in schools
• Ensure that the schools are made aware of the ICT security policies and procedures before
the technology infrastructure and applications software are installed in the schools.
4. Macroeconomic impact of ICT in education including its impact on social development and
poverty alleviation.
a. Issue: The need to ensure that the objectives of the Smart School Project are in line with
the national goals of social development
b. How and why the issue was addressed:
One of the functions of the Ministry of Education is to provide equal access to quality
education to every child, irrespective of background, religion or ethnicity. Compulsory
primary school education was introduced in 2002 to ensure that all children are assured of at
least six years of education.
In developing the Smart School Conceptual Model, the Smart School Task Force used the the
Malaysian National Philosophy of Education as the basis for every element of the Smart
School Conceptual Model: “Education in Malaysia is an on-going effort towards further
developing the potential of individuals in a holistic and integrated manner, so as to produce
individuals who are intellectually, spiritually, emotionally and physically balanced and
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harmonious, based on a firm belief in and devotion to God. Such an effort is designed to
produce Malaysian citizens who are knowledgeable and competent, who possess high moral
standards, and who are responsible and capable of achieving high levels of personal well-
being as well as being able to contribute to the harmony and betterment of the family, the
society and the nation at large.”
The Smart School Task Force formulated the following objectives for the Smart School:
• To produce a thinking and technology-literate workforce
• To democratise education
• To increase participation of stakeholders
• To provide all-round development of the individual, intellectually, physically,
emotionally, and spiritually
• To provide opportunities to enhance individual strengths and abilities
c. Lessons learned:
• Ensure that the ICT in education projects are in line with the national policy on social
development.
5. Inter-ministerial collaboration/dialogue
a. Issue: The need to ensure that the Smart School Project involves various ministries
b. How and why the issue was addressed:
In the case of the Multimedia Super Corridor, an International Advisory Panel (IAP)
comprising international leaders in the ICT industry was formed to help steer the growth of
the MSC. The IAP is chaired by the Prime Minister of Malaysia.
At the national level, the MSC Implementation Council, chaired by the Prime Minister, meets
on a regular basis to coordinate the development of the MSC. The members include the
Cabinet Ministers, and senior officers from Ministries involved in the MSC, and
representatives from the central agencies such as the Treasury, Public Services Department,
and the Attorney-General’s Chambers.
The coordination of the Flagship Applications is handled by the MSC Flagship Coordination
Committee, co-chaired by the Chief Secretary to the Government (the top civil servant in the
country) and the Chairman of the Multimedia Development Corporation. The members
include the Secretaries-General and Directors-General of all Ministries involved in the
Flagship Applications.
When the Multimedia Super Corridor Flagship Applications were launched in 1997, the roles
of the various agencies involved were not clearly defined. However, in general policy terms,
the following roles were designated:
• The lead agency or agencies of a Flagship Application. In the case of the Smart School,
the lead agency was clearly the Ministry of Education.
• The coordinator of the MSC Flagship Applications, namely, the Multimedia Development
Corporation.
• The company or consortium shortlisted by the lead agency to deliver the solution
requested through the Concept Requests for Proposals Process.
• All the central agencies involved in procurement and legal aspects, such as the Treasury
and the Attorney-General’s Chambers.
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In 1999, the Multimedia Development Corporation invited all government agencies and
consortia involved in the MSC to help clarify and delineate roles and responsibilities. As a
result of this exercise, many of the implementation problems identified by the lead agencies
and the consortia, such as manpower shortage, unclear government procedures and processes,
and cross-flagship integration requirements were resolved by the central agencies.
In the implementation of the Smart School Pilot Project, the following committees were set
up to monitor and guide the progress of the Pilot Project:
• The Ministry of Education Smart School Steering Committee, chaired by the Secretary-
General of Education. The members include all Heads of Departments and Divisions in
the Ministry, and representatives from the central agencies and the Multimedia
Development Corporation.
• The Smart School Pilot Project Steering Committee, chaired by the Deputy Director-
General of Education. This committee ceased to function when the Pilot Project was
completed in December 2002. The members included the Pilot Project Director, senior
officers from the Pilot Project Team, the Ministry’s Legal Adviser, a representative from
the Ministry’s Supply, Privatisation and Development Division, a representative from the
Treasury, a representative from the Multimedia Development Corporation, and
representatives from the senior management of the shortlisted consortium.
c. Lessons learned:
• Ensure that a hands-on steering committee is appointed for any ICT in Education project
• Ensure that this steering committee is empowered to resolve issues and problems quickly
and efficiently
• Ensure that the organizational structure and the line of authority is clearly stated
6. Advocacy and obtaining support of policy makers and other stakeholders/heads of the
various sections or bureaus of the MOE
a. Issue: The need to keep all heads of Departments and Divisions of the Ministry of
Education informed and involved in the Smart School Project
b. How and why the issue was addressed:
At the start of the Smart School Project, the then Minister of Education, the Director-General
of Education and the Secretary-General of Education were enthusiastic supporters. At that
time, the Smart School Steering Committee had a tripartite chairmanship, namely the
Director-General of Education, the Secretary-General of Education, and the Chairman of the
Multimedia Development Corporation. Regular meetings were also chaired by the Minister
of Education.
When the Minister was transferred to another Ministry, and when the Director-General
retired, the Smart School Project lost two champions. The membership of the Smart School
Steering Committee also kept changing when members retired or were transferred. Decisions
made at steering committee meetings were often not brought to the attention of the
replacements.
As part of the Smart School Master Roll-out Plan, meetings involving all key stakeholders in
the Ministry will be held on a regular basis.
c. Lessons learned:
• Ensure that all decisions made or amended by the highest level steering committee at the
Ministry be compiled and regularly disseminated to all members of the committee as
reminders
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• Ensure on-going change management activities at all levels to facilitate continuity and a
common understanding at all stages of the project
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1. Resources at ministry level and at school level needed to make ICT programmes work
a. Issue: The need to provide sufficient resources to ensure the success of the Smart School
Project
b. How and why the issue was addressed:
Funding for the Smart School Project was provided by the Government. An allocation of
RM400 million was made for the Pilot Project, of which RM100 million was for the training
of administrators and teachers in the Smart School Concept, and RM300 million was for the
implementation of the Smart School Integrated Solution in 87 schools under the Smart School
Pilot Project Agreement signed between the Government and the shortlisted consortium.
At the Ministry level, thirty-seven officers, including a Project Director and a Project
Manager, were assigned to a dedicated Smart School Pilot Project Team to manage and
monitor the implementation of the Pilot Project.
The Smart School curriculum was developed by the Ministry’s Curriculum Development
Centre. Training of school administrators was undertaken by the Aminuddin Baki Insitute,
the Ministry’s staff development centre. In-service and pre-service training of teachers was
conducted by the Ministry’s Teacher Education Division.
The Smart School Integrated Solution comprises the following components:
Smart School Integrated Solution (SSIS) Components Cost (RM)
Teaching-Learning Materials (Bahasa Melayu, English Language, Science, 92,443,742
and Mathematics)
Smart School Management System 31,366,872
Technology Infrastructure (IT and non-IT equipment, Local Area Network, 65,921,874
Wide Area Network, communications)
Training in the use of the various components of the SSIS 2,113,380
Support services (Help Desk, preventive maintenance and corrective 17,851,177
maintenance)
Project Management, Business Process Reengineering, Systems Integration 90,302,955
TOTAL 300,000,000
Initially, the State Education Departments did not make specific financial allocations for the
Pilot Schools in their states, but utilised available funds. The Pilot Project Team helped out
by requesting for specific allocations to be set aside for the states to use, for example, for
replacing equipment not covered by the Smart School Pilot Project Agreement and for
improving the wiring and lightning detectors in the Pilot Schools.
As the Pilot Project proceeded, the Ministry’s Finance Division assigned special status to all
the Pilot Schools, thereby allowing them a certain level of autonomy in school expenditure.
c. Lessons learned:
• Ensure the site readiness of all schools, in terms of manpower, funds, and physical
infrastructure
• Ensure that all schools be given a certain level of autonomy in school expenditure to
facilitate implementation of ICT projects, especially for improving the physical
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infrastructure of the school and for replacement of damaged equipment not covered by
warranty
• Ensure that all state education departments or departments responsible for overseeing the
schools be informed of possible extra financial requirements that may not be obvious in
the beginning of the project
• Ensure that training of pre-service and in-service training of teachers be constantly
monitored to keep such training in line with the ever-changing ICT environment
2. Resource/financial mobilization from within, from other donor agencies and private sector
a. Issue: The need to mobilise resources for the Smart School Project from outside the
Government
b. How and why the issue was addressed:
The original intention of the MSC Flagship initiative was to encourage creative funding
models from the private sector. Several models, including “Build-Operate-Transfer”, “Build-
Operate-Own”, “Build-Operate-Jointly Own”, were discussed during negotiations between
the Government and the shortlisted consortium.
In the case of the Smart School Project, negotiations were protracted because of two areas of
contention, namely the consortium’s corporate structure and the ownership of the Intellectual
Property Rights (IPR) to the Smart School Integrated Solution. The Government insisted on
the consortium forming a joint venture company, or agreeing to joint and several liability
between members of the consortium. The Government also insisted that the IPR to the Smart
School Integrated Solution be passed over to the Government on completion of the Pilot
Project.
The Government finally settled for a straight-forward direct purchase model. The seven local
members of the consortium were made to form a joint venture company, with the three
multinational companies becoming sub-contractors to the joint venture company. The IPR to
the Smart School Integrated Solution and all its components would pass to the Government
on the Government’s acceptance of the Solution. As a result, the cost of the Pilot Project
became considerably higher.
In the original Smart School Implementation Plan, the schools would be empowered to source
their own funds and expertise to “smartize” their schools. The Ministry of Education would
act as architect and motivator by providing guidelines to help schools become Smart Schools.
Now that the Pilot Project has ended, there are already indications that many of the non-Pilot
Schools are able to become Smart Schools on their own initiative. Some schools have
obtained support from various federal and state departments, while others have relied on
patronage from the private sector (e.g. banks and corporate citizens). The Parent-Teacher
Associations of many schools have also contributed enough hardware to enable their schools
to apply to the Ministry for the installation of the Smart School Applications Software.
c. Lessons learned:
• Ensure that the Government officers involved in ICT projects are knowledgeable about
ICT trends and developments, and are able to differentiate between “no risk to the
Government” and “acceptable risk to the Government”
• Ensure that clear guidelines are given to schools to empower them to source for funds and
expertise on their own, and still adhere to Ministry rules and regulations
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The Master Roll-out Plan also considers competency certification offered by several major
ICT players such as Intel and Microsoft in the training of teachers. Several Ministry officers
and teachers have been trained by Intel and Microsoft. An initial batch of 25 heads of Pilot
Smart Schools have been selected for competency training under the “International Computer
Driving Licence” scheme.
It is expected that as more ICT training projects are brought to the knowledge of the Ministry
of Education, these projects will be incorporated into the overall teacher training programme.
c. Lessons learned:
• Ensure that there is coordination between the various ICT in education projects, or ensure
that information about the various ICT in education projects is shared so as to avoid
duplication of work and dilution of funds
• Ensure that the officers responsible for teacher training actively seek out different ICT
training schemes so that the different needs of teachers can be met
• Ensure that training programmes be planned for the long-term instead of just for the
short-term
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• Ensure that all departments at the various levels (Ministry, state, district) have ICT
champions
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c. Lessons learned:
• Ensure that the hardware, systems software, applications software and the network are
installed at the same time.
• Ensure that training is carried out as soon as the installation of the technology
infrastructure and applications software has been accomplished
• Ensure that there is a clear contingency plan with specific activities for the schools should
there be a lag time between the installation of any component of the ICT solution
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training, but enforcement of the ICT policies and procedures at the school-level has not been
easy. Constant configuration audits, remote and on-site monitoring carried out by the Smart
School Pilot Project Team indicated a high level of non-compliance with the policies and
procedures.
c. Lessons learned:
• Ensure that laws relating to the use of ICT be translated into school-level rules and
regulations
• Ensure training and constant monitoring to help school staff and students internalise and
obey these school-level rules and regulations
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c. Lessons learned:
• Ensure that different types of schools are included in ICT in Education projects
2. Connectivity options/alternatives
a. Issue: The need to ensure connectivity for all the installation sites
(schools, Data Centre, and the Help Desk) in the Smart School Pilot Project
b. How and why the issue was addressed:
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Each Pilot School was provided its own Local Area Network through a structured cabling
system. The vertical cabling used fibre optics and UTP, while the horizontal cabling used
UTP.
All 87 Pilot Schools, the Ministry’s Data Centre and Help Desk were connected in a Smart
School Virtual Private Network provided by the Corporate Information Superhighway or
COINS. Every computer in the Smart School System is internet-enabled and connected to the
Ministry’s Virtual Private Network.
The bandwidths chosen for the different models of technology are shown in the table below.
These bandwidths were based on financial constraints at the time. During the Pilot Project, it
was evident that a bandwidth of 128/64 kbps for the Level B and Level B+ Pilot Schools was
insufficient to support the Smart School Applications Software and communications
requirements.
Level B Level B+ Level A (Full Data Centre Help Desk
(Laboratory (Limited Classroom
Model) Classroom Model)
Model)
Fast Ethernet Fast Ethernet Fast Ethernet COINS leased COINS leased
backbone (100 backbone (100 backbone (100 line (2 Mbps) line (2 Mbps)
baseT) with baseT) with baseT) with
128/64 kbps 128/64 kbps 512/256 kbps
leased line leased line leased line
c. Lessons learned:
• Ensure that the bandwidth is able to support the kind of multimedia applications,
computing and communications that would be included in the ICT project
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In the B Level Pilot Schools where only one computer laboratory with 21 computers was
provided, the general consensus is that there is not enough access to the browser-based
courseware supplied. Sometimes, the teacher has to resort to using the courseware in stand-
alone CD-ROMs. This means that the students’ progress cannot be monitored and tracked on
the Smart School Management System.
Although the ideal techology model would appear to be the Level A model, the cost of rolling
out this model to all the schools in the country is expected to be prohibitive. The Smart
School Roll-out Master Plan also has to take into consideration other ICT in Education
initiatives of the Government. For example, the School Computerisation Programme will
provide every school in the country with only one - three computer laboratories, and the
Universal Service Provision Project will only provide internet access with minimal
equipment.
The Smart School Development Team is working on how best to optimise the use of the
Smart School Applications Software (courseware and school management system) with the
limited hardware. Some initial experiments include the use of portable hard drives to store
the courseware, and the conversion of many of the Smart School Management System
functionalities to allow web-based access.
c. Lessons learned:
• Ensure that a combination of online and offline resources are available to promote
efficient delivery of teaching and learning
• Ensure that courseware is web-based, or, at the very least, browser-based
• Ensure that the school management system be web-based
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also looking into the use of Open Standards and Open Source Software, especially in the area
of communications.
c. Lessons learned:
• Ensure that the technologies, including leading edge technologies, picked for any ICT
project in education are appropriate for the purpose
• Ensure that ICT pilot projects do not take more than three years since the obsolescence
rate of present-day technologies seem to be increasing
5. Donated computers
a. Issue: The need to consider the place of donated computers in any
ICT in education project
b. How and why the issue was addressed:
The Smart School Pilot Project did not use donated computers. But, the roll-out will involve
some schools that are using donated computers. The Ministry is preparing guidelines to help
schools prepare themselves for “smartizing” and for using existing equipment and software.
c. Lessons learned: Not applicable
6. Open source
a. Issue: The need to consider the use of Open Source
b. How and why the issue was addressed:
The Smart School Pilot Project did not use Open Source Software, but the roll-out will take
into consideration the Government’s directive to look into using Open Source Software,
especially for communications and databases.
The Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) in
the Prime Minister’s Department is coordinating the research and development activities on
how best to use Open Source Software in Government departments.
c. Lessons learned: Not applicable
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uses the Norton Antivirus Software to help prevent virus attacks. Guidelines for dealing with
hacking and virus attacks are provided in the Smart School ICT Policies and Procedures
document which has been updated twice since it was introduced in 2000.
c. Lessons learned:
• Ensure that guidelines on IT security are prepared and disseminated to all schools
• Ensure that adequate on-site and remote monitoring is carried out to prevent breaches in
security
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c. Lessons learned:
• Ensure that interoperability of a common school management system is maintained, but
that decoupling is built into the system as well
• Ensure that adequate in-house training is conducted to help school staff and students
cope with the change from manual processes to automated processes
• Ensure that the school personnel responsible for priming the system have performed all
the prerequisite processes before allowing the other staff members and students to use the
system
• Ensure that all staff members and students are aware of the support services available to
them in the event of a system failure or fault
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• Ensure that there is close coordination between the various agencies handling the “what”
(curriculum) of education, the “how” (educational technology), and the “why”
(assessment) of education
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students prepare for public examinations, but there are some portals that do offer a wide
variety of services and materials to help teachers and students learn better.
The Smart School Pilot Project established BESTARInet, the Smart School portal to enable
the Pilot Schools and parents of Smart School students to access their own schools remotely.
Their level of access is controlled by the authority given to them by the School IT
Coordinator, and approved by the School Head.
c. Lessons learned:
• Ensure that ICT in education projects include continuous support in terms of materials
and services
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All Pilot School Heads, the School IT Coordinators, Resource Teachers for the four subjects
(Bahasa Melayu, English Language, Science and Mathematics) were gathered several times a
year from 2000 – 2002 for change management meetings.
In 2000, the necessity to observe certain ICT security policies and procedures was introduced.
In 2001, the main components of the Smart School Integrated Solution were introduced and
the stakeholders discussed their changing roles and responsibilities. The Pilot Schools were
guided to develop their own change management plans. In 2002, the key stakeholders were
guided to develop materials for use in their daily routines, whether as administrators, IT
coordinators, or classroom teachers. In 2003, all school change management activities were
documented in terms of success stories or lessons learned.
The change in all the stakeholders has been slow in most cases, although there are a few cases
of outstanding high-performing individuals who have not only embraced the changes brought
by the Smart School but have succeeded in influencing their colleagues and students to
change together with them.
c. Lessons learned:
• Ensure that a profile of a change leader is developed so that potential change agents or
leaders can be identified and nurtured
• Ensure that incentives and disincentives are put in place to help manage change
• Ensure that high performing schools, school administrators, teachers and support staff are
publicized and cited as exemplars
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3. Programme evaluation
a. Issue: The need to evaluate the effectiveness of the Smart School Pilot Project and
the user acceptance of the Smart School Integrated Solution
b. How and why the issue was addressed:
The Educational Technology Division, in cooperation with the Multimedia Development
Corporation, has commissioned two evaluation studies on the Smart School Integrated
Solution.
The first study, conducted by Frost and Sullivan, benchmarked the Smart School Integrated
Solution against international practices. The report is written in English and is available on
request from the Educational Technology Division. It is also available on BESTARInet, the
Smart School Portal, www.moe.edu.my.
The second study, conducted by a team of researchers from five local universities, evaluated
the user acceptance and effectiveness of the Smart School Integrated Solution. The final draft
of the report, written in Bahasa Melayu, will be available before the end of 2003.
c. Lessons learned:
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• Ensure that all ICT in education projects are evaluated in terms of effectiveness and user
acceptance
• Ensure that all ICT in education projects are benchmarked against international best
practices to determine the quality of the projects
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Bibliography
Ministry of Education, Malaysia. The Malaysian Smart School: A Conceptual Blueprint. Kuala
Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Malaysian Smart School Implementation Plan. Kuala
Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Smart School Concept Request for Proposals for Teaching
and Learning Materials. Kuala Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Smart School Concept Request for Proposals for a Smart
School Management System. Kuala Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Smart School Concept Request for Proposals for a Smart
School Assessment System. Kuala Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Smart School Concept Request for Proposals for a Smart
School Technology Infrastructure. Kuala Lumpur, Ministry of Education, Malaysia, 1997.
Ministry of Education, Malaysia. The Smart School Concept Request for Proposals for Systems
Integration. Kuala Lumpur, Ministry of Education, Malaysia, 1997.
Government of Malaysia. Electronic Government Information Technology Policy and Standards.
Kuala Lumpur, Government of Malaysia, 1997.
Ministry of Education. Smart School IT Security Policies and Procedures, version 2.0. Kuala
Lumpur, Educational Technology Division, 2002.
Ministry of Education. Benchmarking of the Smart School Integrated Solution. Kuala Lumpur,
Educational Technology Division, 2003.
Ministry of Education. User Acceptance and Effectiveness of the Smart School Integrated
Solution. Kuala Lumpur, Educational Technology Division, 2003. (In Bahasa Melayu).
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