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Engineering Operational CAI.

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Bibliographic Details
Title: Engineering Operational CAI.
Authors: Boessenroth, Theodore, Texas Univ., Austin. Computer-Assisted Instruction Lab.
Peer Reviewed: N
Page Count: 24
Publication Date: 1970
Sponsoring Agency: National Science Foundation, Washington, DC.
Report Number: TM-1
Descriptors: Communication Problems, Computer Assisted Instruction, Curriculum Development, Flow Charts, Programers, Programing, Programing Languages, Programing Problems
Abstract: If a course using computer-assisted instruction (CAI) is to follow the author's philosophy and design, it is important that communication between author and coder be explicit. Here, a set of definitions and flowcharts are presented which allow an author to describe precisely to the coder alternate choices which a student using the program may make. By using these sample definitions and flowcharts, it is possible for author and coder to communicate clearly. The second part of this document describes an effective collaboration between author and coder in developing a course in mathematics fundamentals. Close contact between them produced consistency of approach and product. However, turnover of staff and deadline pressure made it difficult to maintain this close contact. The staff nevertheless felt such contact is desirable. (JK)
Journal Code: RIEDEC1971
Entry Date: 1971
Accession Number: ED053533
Database: ERIC
Description
Abstract:If a course using computer-assisted instruction (CAI) is to follow the author's philosophy and design, it is important that communication between author and coder be explicit. Here, a set of definitions and flowcharts are presented which allow an author to describe precisely to the coder alternate choices which a student using the program may make. By using these sample definitions and flowcharts, it is possible for author and coder to communicate clearly. The second part of this document describes an effective collaboration between author and coder in developing a course in mathematics fundamentals. Close contact between them produced consistency of approach and product. However, turnover of staff and deadline pressure made it difficult to maintain this close contact. The staff nevertheless felt such contact is desirable. (JK)