University Innovation Fellows - User contributions [en]

Category:National Institute of Development Administration (2019 Fall cohort)

2020-10-20T14:22:36Z

Puch400:

[[Category:National_Institute_of_Development_Administration]]
[[Category:2019_Fall_cohort]]
== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''
  
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/wiki/Pakorn%20thongjeen Pakorn_thongjeen], [https://universityinnovation.org/wiki/Fellow:Suthee Suthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]

[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

Category:National Institute of Development Administration (2020 cohort)

2020-10-20T14:18:05Z

Puch400:

[[Category:National_Institute_of_Development_Administration]]
[[Category:2020_cohort]]

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''
  
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/wiki/Pakorn%20thongjeen Pakorn_thongjeen], [https://universityinnovation.org/wiki/Fellow:Suthee Suthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]

[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

School:National Institute of Development Administration

2020-10-20T07:36:34Z

Puch400:

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

== '''Fellows''' ==
===== 2019 UIF Fellowships =====
''Italic text''
*[[User:Suthee|'''User:Suthee''']]

*[[Pakorn thongjeen|'''Pakorn_thongjeen''']]

===== 2020 UIF Candidates =====

*https://universityinnovation.org/wiki/Fellow:Puch_Jaroonwit
*https://universityinnovation.org/wiki/Fellow:Natchaya_Sakulpong
*https://universityinnovation.org/wiki/Fellow:Bunlang_Gerdthungyang
*https://universityinnovation.org/wiki/Fellow:Sunisa_Intharachan


[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

School:National Institute of Development Administration

2020-10-20T07:33:42Z

Puch400: /* Fellows */

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

== '''Fellows''' ==
2019 UIF Fellowships
[[User:Suthee|'''User:Suthee''']]

[[Pakorn thongjeen|'''Pakorn_thongjeen''']]

2020 UIF Candidates
https://universityinnovation.org/wiki/Fellow:Puch_Jaroonwit
https://universityinnovation.org/wiki/Fellow:Natchaya_Sakulpong
https://universityinnovation.org/wiki/Fellow:Bunlang_Gerdthungyang
https://universityinnovation.org/wiki/Fellow:Sunisa_Intharachan


[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

School:National Institute of Development Administration

2020-10-20T07:24:00Z

Puch400:

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

== '''Fellows''' ==

[[User:Suthee|'''User:Suthee''']]

[[Pakorn thongjeen|'''Pakorn_thongjeen''']]

[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

School:National Institute of Development Administration

2020-10-20T07:22:01Z

Puch400:

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''
  
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

== '''Fellows''' ==

[[User:Suthee|'''User:Suthee''']]

[[Pakorn thongjeen|'''Pakorn_thongjeen''']]

[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-20T07:20:53Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-20T07:20:24Z

Puch400:

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

School:National Institute of Development Administration

2020-10-20T07:19:35Z

Puch400: /* Strategic Priorities (The possible projects of NIDA HUB) */

== '''Introduction to NIDA''' ==
The National Institute of Development Administration (NIDA) is one of the prestigious public graduate universities in Thailand, operating under supervision of the Commission on Higher Education, the Ministry of Education. NIDA was established since 1966 from forward-looking vision of King Rama 9thwhere he was determined to advance Thailand’s development through the establishment of an advanced educational institution to prepare people to become agents of change for national development. That is why NIDA’s motto is “''Wisdom for Change''.” At the initial stage of its establishment, NIDA received financial support from Ford Foundation, the Department of Technical and Economic Cooperation, and the Midwest Universities consortium for International Activities (MUCIA). At its inception, NIDA was an autonomous institute affiliated with Thammasat University, which ran its own activities and managed its own budget. NIDA was not its first name since beginning. It first name was Graduate Institute of Development Administration (GIDA)before being changed into NIDA later when it became an independent university. An official establishment of NIDA as an independent educational institution took place once the School of Public Administration of Thammasat University, part of the training programs of the National Economic and Social Development Board, and part of training and teaching programs of the National Statistical Officer officially were merged together with a united objectives and visions. Since then, NIDA has become one of the Thailand’s leading educational institutions with provision of graduate degrees (Master and Doctoral degrees only), where its particular specialization involves management fields related to the nation’s development following the original vision of its foundation.  
            With 14 Presidents so far, NIDA currently has 10 graduate schools with particular aim to serve Thailand’s economic and social development. The 11 schools are provided as follows.

            1. NIDA Business School

            2. Graduate School of Development Economics

            3. Graduate School of Social and Environmental Development

            4. Graduate School of Language and Communication

            5. School of Human Resource Development

            6. Graduate School of Public Administration

            7. Graduate School of Applied Statistics

            8. Graduate School of Communication Arts and Management Innovation

            9. NIDA School of Law

            10. Graduate School of Tourism Management

            11. Graduate School of Environmental Development Administration
            In addition, it has International College of NIDA, known as “CIO NIDA,” which provides multiple master’s degrees in management fields: International Business Management, Marketing Management, Nonprofit Management, Financial Management, Entrepreneurship Management, Public Policy Management, Managerial Accounting, AEC-Business Management, E-Business Management, Human Capital Management. The internal college also has a doctoral program in management (Ph.D. in Management). Furthermore, with initiation and collaboration between NIDA Business School and NIDA’ Office of Information Technology, M.Sc. in Information Technology Management was jointly developed.               Among its founding schools, NIDA Business School was the first graduate school in Thailand where an MBA program was offered. For a doctoral program in Business Administration, with close collaboration between NIDA, Chulalongkorn University, and Thammasat University, Thailand’s first joint doctoral program in business administration (JDBA) was established with funding of the Canadian International Development Agency (CIDA). This initiative was run through the Association of Deans of South East Asian Graduate Schools of Management (ADSGM). As a pioneer of business education in Thailand, NIDA Business School is the first school in the country where accreditation of the Association to Advance Collegiate Schools of Business (AACSB) was received. This can clearly demonstrate its quality of business education provision with the highest international standard. 
== '''Promoting Student Innovation and Entrepreneurship''' ==
             As discussed in an overview section, NIDA was originally established to support national development in Thailand. Thai leaders in the past established NIDA based on strong belief that nation can be improved sustainably only when quality of education provided to people is enhanced, and this high-quality education is accessible to all Thai people. The key is that people themselves must be change agents, not government. This philosophy has underpinned NIDA’s development since its first establishment.            In the world of fast-changing economy, NIDA is among top universities in Thailand that proactively encourage innovative ideas and embed entrepreneurial ways of thinking in students through either formal educational programs and extra learning experience outside the classroom. At NIDA Business School, think-out-of-box and entrepreneurial mindsets are promoted and are attached to activities in most of the classes taught. Learning by doing is a core principle of NIDA’s educational provision. Thus, students are given opportunities to apply what they learn in the classes to real-world problems. It is necessary to ensure that students actually have ability to apply knowledge obtained from the classes to the ways they solve the real problems out there. To support notions of innovation and entrepreneurship, crazy solutions proposed by students in their works are always welcome and encouraged by professors and their colleagues. A good example of NIDA’s promotion of innovative ideas and entrepreneurship is a foundation of “''Black Canyon'',” which is the first Thai-owned specialty retail business that has been pioneered by Thais since 1993, and has been recognized as one of the well-known business legends in the country. An original idea of starting ''Black Canyon ''stems from a project conducted by a student during studying MBA at NIDA Business School. With close advice and some of financial assistance invested by the school’s faculty members at that time, Black Canyon was established since no any single coffee retail chain was run in Thailand, and has gradually become a dominant player in the market until today. This example is raised to exhibit a good starting point of strengthening a learning environment, in which creativity and pioneering spirit should be strongly rooted.Besides an MBA program that NIDA pioneered in the past, it is the first institution in Thailand that offered a doctoral program in Big Data Analytics taught in the Graduate School of Applied Statistics. In additional to cutting-edge graduate programs provided, NIDA encourages students to take examinations of internally-accepted professional certificates, which are highly recognized in many industries. As a result, it has a policy that if any NIDA students can pass such tests and manage to receive those certifications, they can redeem all of examination fees from the school. More than that, in a project feasibility class in Business School, there is a business plan contest which is a stage that encourages MBA students to work collaboratively as a team in thinking creatively to come up with creative business models ever and present to professors who will give feedback and suggestion. That is the class full of joy and creativity. Another activity is Teradata University Network which is a global data analytics community that NIDA has been a partner with. Each year, NIDA students are encouraged to join data mining competition where contestants will be provided with real dataset from a real organization and they have to analyze that data using data mining techniques so that they can present think-out-of-box solutions found from that dataset to that organization who owns the data. So far, it seems that teams who won this competition has always been ones with ability to present ideas of solution derived from hidden sides where very few people were thinking of. 
== '''Encouraging Faculty Innovation and Entrepreneurship''' ==
   NIDA faculty members work closely with industry and policy makers in government since its creation. They play a critical role in shaping national policies on improving innovation and entrepreneurship ecosystem of the nation. Many of them are also influential journalists who are leading the country’s trend of digital technology, innovation, and entrepreneurial spirit. All of these activities, in addition to teaching and research, are well supported by NIDA and its management because NIDA is aiming to be a thought leader for the nation when new and innovative ideas are needed. Furthermore, through Office of Educational Services, NIDA instructors are encouraged to provide consulting services to help businesses and government agencies solve their complex problems.
== '''Actively supporting the university technology transfer function''' ==
            It is because NIDA’s research primarily is focused on management and policy, not deep technology, like other universities that have engineering department or medical school. For this key reason there is no internal division like Office of Technology Licensing or policy related to Professor/Student’s best practices for startup yet. But we see possibility that after NIDA Hub is officially founded and run, such an organization and policy within NIDA may be taking place in collaboration with other universities.
== '''Facilitating university-industry collaboration''' ==
            NIDA has been well-known for working closely with industry. Some of members in NIDA’s advisory board are CEO or key players in many industries. Recently, NIDA has signed MOU with Grab, number one vehicle-sharing platform in Thailand, so that NIDA can help Grab improve products and services using resources and expertise of the institution while NIDA can also provide practical learning experience to the students who may get a chance to get an internship or work on their term projects or dissertations with Grab since they are studying at NIDA. That may not only provide the students with valuable hands-on working experience but also great job opportunity after graduation.
 

== '''Engaging with regional and local economic development efforts''' ==
            NIDA was originally established to be a government’s Think Tank for the nation’s social and economic development. Thus, NIDA has been a key player in shaping Thai policies related to economic development endeavors at national, regional, and local levels. NIDA Poll is the first poll in Thailand where it was created particularly to be a tool for enhancing Thai economy using scientific methods. After NIDA Hub is established successfully, NIDA is plaining to launch a new Design Thinking course that every NIDA student across schools can be enrolled and learn how to use concepts of Design Thinking to solve societal problems together with colleagues from other schools. In their final project of the class, they will have to go to real places of problems, such as distant villages or districts, and apply Design Thinking concepts to help solve those problems. This future course is developed to make sure NIDA will be engaging more with development of the nation’s economy at all level by using advanced tools like Design Thinking framework.
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==
'''[[File:Strtegic plan.PNG]]'''
  
== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

== '''Fellows''' ==

[[User:Suthee|'''User:Suthee''']]

[[Pakorn thongjeen|'''Pakorn_thongjeen''']]

[[Category:Schools]]
[[Category:National_Institute_of_Development_Administration]]
{{CatTree|National_Institute_of_Development_Administration}}

Fellow:Puch Jaroonwit

2020-10-20T06:54:53Z

Puch400: fully updated ou profiles

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:Puch profile picture.jpeg|300px]]
|-
|
;Name:Puch Jaroonwit
;School (Cohort):National Institute of Development Administration (2020 cohort)
;Majoring in:Marketing
;Country:Thailand
;Email:[[Special:EmailUser/Puch400]]
|}

==Bio==

My name is Puchtara Jaroonwit. I am studying my first graudate degree of bussiness administration in NIDA, National Institue of Development Administration, Bangkok.I love to question something that never exisits and have a will to pursue the new idea to solve today painpoint. I have some experinced from my bachelor degree in physical therapy but I prefer sciences that can be used in more fields, which I see that business sciences are fascinating and can provide many benefit to the world. Before the studying, working as the research assistant for a year, involving setting up or health project related to what the lecturer needs and ledgering the financial records for the project.

==Achievements==

Personal achievements

- recieved the bachelor degree from well-known university, Chulalongkorn university.

- participated as the voluneers in the rural area.

- lecturing about physical therapy in the rural area.

- attended the Stanford designt thinking courses.

Pending achievements

- develop my own business,related with health care service.

- construct the non-profit organization for people in needs.

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

https://www.facebook.com/puchtara.jaroonwit/

LINE ID; 231987853

{{CatTree|facebook.com/puchtara.jaroonwit}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-13T07:14:30Z

Puch400: /* Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP) */

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA initiative learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:40:51Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
''Deliverables''
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 3 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
''Deliverables''
#Approved change
#Lists of resource breakdown
#Progression report 4 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
''Deliverables''
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:35:26Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
'Deliverables'
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
'Deliverables'
#Check point all requirements
#Presentation materials
#Project progression

[[File:3 prioritze.jpg|thumb|3 prioritzed tools using in developing prototype]]

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

File:3 prioritze.jpg

2020-10-04T13:34:18Z

Puch400: User created page with UploadWizard

=={{int:filedesc}}==
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|date=2020-10-04
|source={{own}}
|author=[[User:Puch400|Puch400]]
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=={{int:license-header}}==
{{self|cc-by-sa-4.0}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:29:21Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

'''Prioritization of new prototypes'''

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

'''Milestone'''

11 Oct 2020
'Deliverables'
#Approved prototype plan
#VDO presentation
#Approved change
#Lists of resource breakdown

25 Oct 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
'Deliverables'
#Approved change
#Lists of resource breakdown
#Progression report 2 (Documents)
#lessons learned
#Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
'Deliverables'
#Check point all requirements
#Presentation materials
#Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:26:44Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== '''Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

"'Prioritization of new prototypes"'

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

"'Milestone"'

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:25:58Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

== "'Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

"'Prioritization of new prototypes"'

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

"'Milestone"'

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:25:15Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]

"'Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)'''

"'Prioritization of new prototypes"'

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

"'Milestone"'

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:24:01Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]
  
== "'Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ==

"'Prioritization of new prototypes"'

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

"'Milestone"'

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:23:09Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]
== "'Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ===

"'Prioritization of new prototypes"'

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

"'Milestone"'

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Priorities:National Institute of Development Administration Student Priorities

2020-10-04T13:19:34Z

Puch400:

== '''Strategic Priorities (The possible projects of NIDA HUB)''' ==

[[File:Strtegic plan.PNG]]
== "'Strategic Priorites (The possible projects of NIDA intuitive learning platform, NIDA-ILP)''' ===

Prioritization of new prototypes

Our team has discussed how we can help both lecturers and students to close the gaps due to COVID-19 consequences, all teaching materials and lecturing methods have to be in an online platform. While easiness of learning online is founded, decreasing in social and emotional well-being is the new problem in NIDA bangkok campus.We performed testing on two prototypes with different ideas. The first prototype is about activities that engage not only students but also lecturers in order to increase alertness of students for preparing to learn, reflection in the class, critical thinking via discussion and leadership competency. Secondly, it is about the grading system that controls student emotions, in off-line and online platforms.
After asking faculty champions, it seems that activities for online are favoured and have many potential to make an impact toward the learning experience of students.On the other hand, individual grading systems may be impossible because students have to be measured according to the lecturer point of view. They assume that all students should be able to accomplish their requirement, regardless of their background knowledge and their past capability.
As a result, we have set 3 strategic work packages including developing the various games which every game has been categorized into different usage. Some games may help learners be ready for their lesson while others may act as a tool for extracting the new idea. To ensure the lists of games is valid, empathising the student or lectures can get to know their customer journey and how they feel about the game. Last but not least, Scaling it up into the policy of the institute will create a significant change for teaching and lecturing experiences.

Milestone

11 Oct 2020
Deliverables
Approved prototype plan
VDO presentation
Approved change
Lists of resource breakdown

25 Oct 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 1 (Documents)
*Weekly progression report with Jeniee, Fellows and faculty champions

8 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learne
*Weekly progression report with Jeniee, Fellows and faculty champions

22 Nov 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
*Weekly progression report with Jeniee, Fellows and faculty champions

6 Dec 2020
Deliverables
Approved change
Lists of resource breakdown
Progression report 2 (Documents)
lessons learned
Project advancement reports
*Weekly progression report with Jeniee, Fellows and faculty champions

14 Dec 2020
Deliverables
Check point all requirements
Presentation materials
Project progression

== ==

==Related Links==

[http://universityinnovation.org/wiki/National_Institute_of_Development_Administration College Wiki]

Fall 2019 Cohort: [http://universityinnovation.org/Pakorn%20thongjeen Pakorn_thongjeen], [http://universityinnovation.org/wiki/User:Suthee S][http://universityinnovation.org/wiki/Suthee uthee]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:National_Institute_of_Development_Administration]]
[[Category:Student_Priorities]]
{{CatTree|National_Institute_of_Development_Administration}}

Topic:Vuedxvrzs7mcwxu9

2020-09-21T16:12:39Z

Puch400 (talk | contribs) commented on "Stick to that "marshmallow"" (When one right plan doesn't continutes as we forcasted, focusing and collboration can provide us more intuitive methods or even unexpecte...)

Fellow:Puch Jaroonwit

2020-09-15T14:37:03Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[:File:Puch profile picture.jpeg|https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg]]
|-
|
;Name:Puch Jaroonwit
;School (Cohort):National Institute of Development Administration (2020 cohort)
;Majoring in:Marketing
;Country:Thailand
;Email:[[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-15T14:32:59Z

Puch400:

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|-
|[<nowiki/><nowiki>https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg</nowiki>]
|-
|
;Name:Puch Jaroonwit
;School (Cohort):National Institute of Development Administration (2020 cohort)
;Majoring in:Marketing
;Country:Thailand
;Email:[[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-15T14:32:14Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[<nowiki/>[[:File:Puch profile picture.jpeg|https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg]]]
|-
|
;Name:Puch Jaroonwit
;School (Cohort):National Institute of Development Administration (2020 cohort)
;Majoring in:Marketing
;Country:Thailand
;Email:[[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:28:03Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg]]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:27:32Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg300px]]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:26:55Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg|300px]]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:25:52Z

Puch400:

Fellow:Puch Jaroonwit

2020-09-13T15:25:22Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[https://universityinnovation.org/wiki/File:Puch_profile_picture.jpeg]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:24:37Z

Puch400:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[https://universityinnovation.org/wiki/File:Puch_profile_picture.jpegl300px]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

Fellow:Puch Jaroonwit

2020-09-13T15:19:58Z

Puch400:

Fellow:Puch Jaroonwit

2020-09-13T15:06:53Z

Puch400: Created Fellow Page - 2020

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name: Puch Jaroonwit
;School (Cohort): National Institute of Development Administration (2020 cohort)
;Majoring in: Marketing
;Country: Thailand
;Email: [[Special:EmailUser/Puch400]]
|}

==Bio==

==Achievements==

==Social media profiles==

[[Category:National Institute of Development Administration (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|National Institute of Development Administration}}

User:Puch400

2020-09-13T15:06:53Z

Puch400: Redirect to Fellow Page

#REDIRECT [[Fellow:Puch Jaroonwit]]

File:Puch profile picture.jpeg

2020-09-13T15:02:41Z

Puch400: My picture

== Summary ==
My picture

File:ปิดงาน 200826.jpg

2020-09-13T14:59:03Z

Puch400: My profile

== Summary ==
My profile

User:Puch400

2020-09-13T14:49:58Z

Puch400:

[[File:Me and volunteers.jpg|thumb|Name ; Puch JaroonwitPast education ; Physiotherapy

Current education ; NIDA ]]
Bio

I was born at Rachawithee hospital on May the third in 1993.I studied physical therapsit but I have no work experinces on that areas because I don't think it suit me for fostering my business model dreams. So, I decided to study in the NIDA business school, hoping that it can help me to start something that make a passive income for me in early late adults. My passion are just want to able to afford my family, at the level of high standard of livings without concering about day-to-day pay bills. I thrive myself so hard to find which opportunities that can make it happends.

What I currently do?
Social lab project (Funding by IIC NIDA)

 
I have an opportunity to work closely with the social workers and I am happy to work with them. To solve their problem require a lot of skills. I try to put some ideas of design thinking to get to know their problem. The results are still unknown but the stakholders feel good about the idea and seems to cooperate more. In the future, I still want to implement more to make the real impact on actual sites with sustainable and reachable ways. (8/30/2020 - ongoing)

User:Puch400

2020-09-13T13:58:03Z

Puch400: Add profile picture

[[File:Me and volunteers.jpg|thumb]]
Bio

I was born at Rachawithee hospital on May the third in 1993.I studied physical therapsit but I have no work experinces on that areas because I don't think it suit me for fostering my business model dreams. So, I decided to study in the NIDA business school, hoping that it can help me to start something that make a passive income for me in early late adults. My passion are just want to able to afford my family, at the level of high standard of livings without concering about day-to-day pay bills. I thrive myself so hard to find which opportunities that can make it happends.

What I currently do?
Social lab project (Funding by IIC NIDA)

 
I have an opportunity to work closely with the social workers and I am happy to work with them. To solve their problem require a lot of skills. I try to put some ideas of design thinking to get to know their problem. The results are still unknown but the stakholders feel good about the idea and seems to cooperate more. In the future, I still want to implement more to make the real impact on actual sites with sustainable and reachable ways. (8/30/2020 - ongoing)

File:Me and volunteers.jpg

2020-09-13T13:50:27Z

Puch400:

Social lab

Topic:Vtj7rbx4v4jz4p5d

2020-09-07T16:22:19Z

Puch400 (talk | contribs) commented on "A Captivating content that I have never seen before" (The video shows me how to think differently via extreme affodability. There are many factors that can influence productivity of the proje...)

Topic:Vtgay0s92myznolt

2020-09-06T11:32:38Z

Puch400 (talk | contribs) edited a post on "์National institute of development administration"

Topic:Vtgay0s92myznolt

2020-09-06T11:24:17Z

Puch400 (talk | contribs) commented on "์National institute of development administration" (We currently use microsoft team for both lecture-based and practice lessons. However, there are a lot constraints for some students using...)

Resource talk:How to engage students in Design Thinking on community challenges?

2020-09-05T14:44:52Z

Puch400: Created page with "I think you show me a clear explanation for implementing Design thinking in action. The whole set of process you mentioned are very essential, esspecially when you talk about..."

I think you show me a clear explanation for implementing Design thinking in action. The whole set of process you mentioned are very essential, esspecially when you talk about the challenges.I agree that tradition cultures in formal education were playing its role on everyday industry,by robotizing us into somthing that measureable or predictable. Focusing on the challenge, it seems we have to send messages in correct timing, type of audienes and also occasions. So, I think this article can help me a lot to create some meaningful and impressive works in the future.

User:Puch400

2020-08-30T03:21:59Z

Puch400:

Bio

I was born at Rachawithee hospital on May the third in 1993.I studied physical therapsit but I have no work experinces on that areas because I don't think it suit me for fostering my business model dreams. So, I decided to study in the NIDA business school, hoping that it can help me to start something that make a passive income for me in early late adults. My passion are just want to able to afford my family, at the level of high standard of livings without concering about day-to-day pay bills. I thrive myself so hard to find which opportunities that can make it happends.

What I currently do?
Social lab project (Funding by IIC NIDA)
I have an opportunity to work closely with the social workers and I am happy to work with them. To solve their problem require a lot of skills. I try to put some ideas of design thinking to get to know their problem. The results are still unknown but the stakholders feel good about the idea and seems to cooperate more. In the future, I still want to implement more to make the real impact on actual sites with sustainable and reachable ways. (8/30/2020 - ongoing)

User:Puch400

2020-08-30T03:19:56Z

Puch400: Created page with "Bio I was born at Rachawithee hospital on May the third in 1993.I studied physical therapsit but I have no work experinces on that areas because I don't think it suit me for f..."

Bio
I was born at Rachawithee hospital on May the third in 1993.I studied physical therapsit but I have no work experinces on that areas because I don't think it suit me for fostering my business model dreams. So, I decided to study in the NIDA business school, hoping that it can help me to start something that make a passive income for me in early late adults. My passion are just want to able to afford my family, at the level of high standard of livings without concering about day-to-day pay bills. I thrive myself so hard to find which opportunities that can make it happends.

What I currently do?
Social lab project (Funding by IIC NIDA)
I have an opportunity to work closely with the social workers and I am happy to work with them. To solve their problem require a lot of skills. I try to put some ideas of design thinking to get to know their problem. The results are still unknow but the stakholders feel good about the idea and seems to cooperate more. In the future, I still want to implement more to make the real impact on actual sites with sustainable and reachable ways. (8/30/2020 - ongoing)