White Board Software

Free hand Drawing:  Dabble Board


 OPEN Source IWB software

Group Learning

features:
  1) scheduled classes so users  have a committed time, which gets regularity  ( need scheduler )
  2) any one in the lesson session can Pause, resume on going session. Server gets this action and passes to user Browsers .
  3) assignments:  will be reviewed by peers 
  4) Tests: online Tests ...
  5) Moderators 
  6) pre-requisites: say for R with Stats , prior is  R basic ...

  7) login with FB/google+/Twitter or Register your OWN ...
  8) Read  7 Problems paper and have a plan to address them first ..
  9) Need strong moderators as in  SE ( joel ) and community building
  10) Need a partner ( strong in community management skills  + Education enthu ...   done in the past ) , look blooger . We need full time ...

Captioning YouTube Video and Providing Accessible Controls

A relatively pain-free way to have accessible, captioned video in your web pages.

— brought to you by the friendly people at The Ohio State University Web Accessibility Center

  good one.

• Play
• Forward 20%
• Back 20%
• Stop
• Volume Up
• Volume Down
• Mute
• Loop

Suffice it to say that HTML-based controls are preferable for accessibility. All browsers can access HTML-based controls and there is no need for mode-switching. This is where our Accessible Controls for the YouTube Embedded Video Player can come in handy:

• The Controls provide HTML links to start, pause, stop, jump backward and forward, adjust and mute the volume, and loop a video.

Get the Code for the Accessible Controls

You can download ytp.zip, which contains the JavaScript code that generates the player controls, a sample page that demonstrates usage, and a sample stylesheet that you can modify for use in your own pages..

Code Example: Including the JavaScript and Style Sheet

The following code goes in the head of your document.

-----------------------------

Learning Technologies blog at the University of Washington :

Content Repositories:

- Course material repositories are large collections of teaching materials, content, and pedagogy which can be adapted for use in the classroom. Faculty are also free to join their teaching communities to contribute their own course materials.

- You can also find images, sound clips and even entire movies and TV shows in the Graphics and Multimedia Repositories and Copyrighted Content sections.
 - Many of these resources are copyright free and/or can be used as part of an academic course.

____________________________________________________________

Papers ...

Seven Problems of Online Group Learning (and Their Solutions) 

The Seven Problems 
Amongst the problems that are thought to be inherent to this method of teaching, the seven most commonly found in 
the literature are the following: 
Problem #1: student antipathy towards group work  
Problem #2: the selection of the groups 
Problem #3: a lack of essential group-work skills 
Problem #4: the free-rider 
Problem #5: possible inequalities of student abilities 
Problem #6: the withdrawal of group members, and 
Problem #7: the assessment of individuals within the groups

Collaborative Learning:
Group Work and Study Teams

Kohn, A. No Contest: The Case Against Competition. Boston: Houghton Mifflin, 1986.

No Contest: The Case Against Competition

Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes

The Schools Our Children Deserve: Moving Beyond Traditional Classrooms and "Tougher Standards ( another Kohn book ..... )

The Seven Principles

The "Seven Principles for Good Practice in Undergraduate Education" contain guidelines for effective teaching and learning. They represent a philosophy of quality education and provide a pathway to success. These principles state that "good practice" - -

1. Encourages student-faculty contact.

2. Encourages cooperation among students.

3. Encourages active learning.

4. Gives prompt feedback.

5. Emphasizes time on task.

6. Communicates high expectations.

7. Respects diverse talents and ways of learning.

BENEFITS ASSOCIATED WITH COOPERATIVE LEARNING

Improved Attendance: Because of their commitment to others in their group, students in cooperative classrooms tend to have better attendance.

Higher Grades: Because of their active participation in class, students' self-esteem and understanding of the material are increased. They earn higher grades.

Increased Participation: Because they are contributing to the group and participating in class, students become more active learners.

• paraphrasing other's words to ensure and verify comprehension;
• giving and receiving feedback;
• allowing everyone to contribute ideas; and
• refraining from taking over the group or allowing another to do so.

Experiential Education: Making the Most of Learning Outside the Classroom, New Directions for Teaching and Learning, No. 124
Donna M. Qualters (Editor)
ISBN: 978-0-470-94505-6
Paperback
128 pages
January 2011 

US $29.00 

------------------

http://www.studygs.net/cooplearn.htm

Tegrity, which has offices in Santa Clara, Calif., and Tel Aviv, has sold its so-called lecture-capture software to more than 200 schools, including University of Alabama and University of Central Florida. It recently signed a three-year, $1.2 million pact with Washington state's community-college system.

Lecture capture is still a small segment of education technology, though industry experts say it should grow rapidly as schools look to cut long-term costs and better engage students. The market generated more than $50 million in licensing and software revenue in 2009, but that is expected to increase to nearly $200 million by 2016, according to a June report by consulting firm Frost & Sullivan.

McGraw-Hill said it first teamed with Tegrity in late 2007 and in 2009 began pairing the company's software with its own McGraw-Hill Connect digital learning platfor

Read more: http://online.wsj.com/article/SB10001424052748704631504575532223172998004.html#ixzz1guJQvU5B

skip code block

Psychology

 Maslow's hierarchy of human needs

Chip Conley: The 5 Things Everyone Wants From You

Joie de Vivre Hotels’ founder explains how your customers, your employees, and even your investors have the same five needs. Deliver on them and you can’t lose.

 You may remember Maslow from introductory college psych courses, as the creator of Maslow's hierarchy of human needs. In Maslow’s model, there are five levels. In order of urgency they are:

• physiological (like food and shelter)
• safety
• belonging
• esteem
• self-actualization

Until the lower-level needs are met, a person isn’t interested in moving up the chain to the next. The higher you go in the hierarchy, the more secure, happier and fulfilled you become.  

Starup stages

 Great Vieo  -- for Lean Starup

Should you launch at a conference?  - very good insight on Product Launch ( they worked 9 months for Trello )

by Joel Spolsky

How to Pitch a VC: 11 Insider Secrets

STARTUP MORE THAN BRAIN, MORE THAN MONEY, MORE THAN WORK HARD.
STARTUP IS VISION.
STARTUP IS MAKE FIST OF CODE, PUT IT THROUGH THE WORLD.
VISION IS PUT FIST IN RIGHT PLACE, BREAK WORLD IN HALF.


VISION IS SEE WHAT OTHERS NOT, DO WHAT OTHERS WON'T, WIN WHEN OTHERS CAN'T.
VISION NOT A BULLETPOINT. NOT GO IN SPREADSHEET. THERE NO ALGORITHM FOR AWESOME.

SMART STARTUP BUILD, ITERATE, FAIL FAST.
WITHOUT VISION FAIL FAST IS JUST LOTS OF FAIL.
VISION NOT HOW. VISION IS WHERE. TAKE EVERYTHING YOU DOING THAT NOT MOVE TOWARDS VISION. 

STARTUP IS SEE WINDOW, START BUILDING WINGS.
VISION IS JUMP OUT WINDOW, TRUST WINGS HAPPEN BEFORE GROUND.




---------------------------------------

Fundraising: See Investors Early and Often

asr: see this kind of guys are available for advice ..

- Set a minimum level. I like $25k; if you need $250k the max number of people you have to keep informed is 10, which is manageable. 
- Raise money on a rolling basis, meaning, don't create a deal where you have to wait for all the checks to come in. Structure it so you can deposit checks and get to work, rather than having to aggregate dollars.


Burn Rates: How Much?

Stage                         Team size    Burn Rate             funding

----------------         ----------     --------              --------------
1/ Building Product             5              $50k/mon         $600k  at 3mm post
2/ Building Usage              10             $100k/mon         $1.8 M at 9mm post
3/ Building The Business    25             $250k/mon        $4  MM  at 20mm post

Based on the burn rates above, this would suggest 12 months, 18 months, and 16 months of runway respectively at each stage.


1 product: / Most MVPs can be built by a team of three or four engineers, a product manager, and a designer.
2  Usage: / This is the stage after release, when you are focused in iterating the product, scaling the system for more users, and marketing the product to new users. 
 This can be done by the same team that built the product with 
 - a few more engineers, a community manager, and maybe a few more dollars for this and that.
3 Business: / This is when you've determined that your product market fit has been obtained and you now want to build a business around the product or service. You start to hire a management team, a revenue focused team, and some finance people. 

GRPN LNKD

GRPN Valuation:

1/ The big picture is this:

• Groupon generated ~$300 million of revenue last year and should generate about $1.7 billion of revenue this year.
• Groupon is now operating basically at break-even, with the North American business earning a modest profit and the international business losing a modest amount.
• Groupon is cash-flow positive and has ~$1 billion in the bank
• Groupon's growth rate is decelerating sharply, and this deceleration is likely to continue for at least several more quarters.

Based on my experience (15 or so years of following tech stocks), that last factor is very important. "Momentum" investors HATE deceleration. And momentum investors have a big impact on the prices at which stocks trade. So we need to keep the deceleration in mind.

In fact, let's start with the deceleration, because it will have a big impact on our fundamental estimates for the next couple of years.

2/ The reason Groupon's growth is decelerating is:

1. the law of large numbers — the company's already huge, and
2. the company is cutting back on marketing spending

The second factor is very important. To become meaningfully profitable, Groupon will have to continue to clamp down on marketing. And this will likely lead to further deceleration.

3/  Price Forecast: So what does that give us for preliminary estimates?

2012
Revenue: ~$2.5 billion
Operating Profit (assuming 10% margin): $250 million
Net Income (assuming 35% tax rate): ~$150 million

2013
Revenue: ~$3 billion
Operating Profit (assuming 15% margin): ~$450 million
Net Income (assuming 35% tax rate): ~$300 million

So what might the stock be "worth" on those estimates?

A fast-growing market-leader with a huge global opportunity should eventually trade at 20X-30X earnings. More in the early years, when the growth rate is faster and the company has not yet achieved its steady-state profit margin, less in the later years.

So if Groupon were to trade at, say, 20X-30X 2013 earnings of $300 million, it would trade in a valuation range of $6 billion to $9 billion, with a central value of $7.5 billion. This would equate to a range of about $9-$13 per share.

Notably, that's well below where the stock is trading.

So ... Groupon Already Looks Overvalued

4/ Historical Perspective : Amazon
From 1996-2000, Amazon grew like a bat out of hell, in part because it was spending boatloads of money on marketing. In 2000, however, the funding markets for unprofitable Internet companies dried up, and Amazon had to change tack and focus on becoming profitable. This transition took two years, from 2000-2002. It led to major deceleration in the business. And it was absolutely brutal on Amazon's stock price.

Specifically, as Amazon cut back on marketing spending and other profligate expenses in its drive to become profitable, the stock collapsed more than 95%, from $100+ to, if memory serves, about $6 a share.  See the right half of the chart below.

___________________________________________________________________________________

LNKD

LinkedIn netted a pair of stock-recommendations rating upgrades from Morgan Stanley and J.P. Morgan Chase & Co. Tuesday, while Bank of America Merrill Lynch raised its 2012 and 2013 earnings and sales estimates.

All three banks served as underwriters for LinkedIn's initial public offering in May. Morgan Stanley Investment Management Inc. holds nearly a quarter of LinkedIn's shares valued at roughly $1.6 billion and is LinkedIn's largest shareholder, according to FactSet.

Shares of LinkedIn rose 4.5% to $73.10 afternoon trading Tuesday, up 62% from their IPO price of $45.

Through Monday, LinkedIn's shares had tumbled 20% since the company announced its secondary stock offering on Nov. 3.

LinkedIn's float could triple to 28 million from 9 million by the end of the year, according to Evercore Partners. More than 8 million shares are likely to come to market in February, with the expiration of additional lock-up extensions.

Morgan Stanley raised its stock-recommendation rating to "overweight" from "equalweight" and established a 12-month price target of $100, the highest among all analysts, according to FactSet.

J.P. Morgan Chase & Co. analyst Doug Anmuth raised LinkedIn's stock recommendation to "overweight" form "neutral," but lowered its 12-month price target $84 from $98, noting that the recent stock declines make the stock's current price "more compelling."

Bank of America Merrill Lynch analyst Justin Post raised estimates for LinkedIn's 2012 and 2013 revenue forecast by 7.6% and 8%, respectively. Bank of America kept its "buy" rating on LinkedIn's shares, and maintained a $92 price target.