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EDU-431 GDB Solution (ZE-BA Group)

The document provides guidance on using portfolios for instruction and communication. It recommends that instructional portfolios belong to students, develop less planned criteria for self-reflection, and require more time for students to manage. For communication, it states that strong portfolio communication keeps the organization aligned by sharing information on value, risk, performance, decisions, and processes.

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Muhammad Rɘʜʌŋ Bakhsh
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184 views1 page

EDU-431 GDB Solution (ZE-BA Group)

The document provides guidance on using portfolios for instruction and communication. It recommends that instructional portfolios belong to students, develop less planned criteria for self-reflection, and require more time for students to manage. For communication, it states that strong portfolio communication keeps the organization aligned by sharing information on value, risk, performance, decisions, and processes.

Uploaded by

Muhammad Rɘʜʌŋ Bakhsh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Student ID: BC210406327

Statement Question

How would you use the portfolio in instruction and communication?

Portfolios that are used for teaching tend to belong more to the student be less planned develop performance criteria for use by
students for self-reflection treat student self-reflection as necessary for learning and require more time and skills for students to
manage.

a) create sure students "possess" their portfolios


b) make a decision what kind of work to collect
c) gather and store work samples
d) Select criteria by which to estimate work samples
e) Require students to frequently evaluate their own products
f) engage parents in the portfolio assessment process

Portfolio communication is the real heartbeat of project portfolio management. Strong communication keeps the organization aligned
on what is most important.

a) Value: Project value, and overall value delivery by the portfolio management process.
b) Risk: Portfolio risk tolerance, project interdependencies, and organizational impacts.
c) Performance: Involves the communication of both project and portfolio performance, the current roadmap, and project
completions.
d) Decisions: Involves communicating governance decisions across the organization
e) Process: Includes the communication of how the portfolio process operates, how to initiate projects, governance and
prioritization processes, etc.

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