Authors: Clare Tagg (Tagg Oram Partnership, www.taggoram.co.uk), Somia Nasim and Peter Goff (The Qualifications & Curriculum Development Agency, www.qcda.org.uk)

Setting up the Project

So, where did it all start? In January 2008 the Qualifications & Curriculum Development Agency (QCDA) employed a team, who were briefed to:

• Develop an evidence database, to store and manage the huge quantities of evidence generated on educational reform: 14-19 Reform, Qualifications & Credit Framework, Adult Skills and Lifelong Learning & Skills programmes;
• Use data analysis software such as NVivo, to provide a system which enables exploratory and thematic interrogation and querying of the evidence.

• Manage and use evidence more effectively;
• Meet corporate knowledge transfer requirements.

Now that the remit was established, we needed to devise a specification for the project, to agree the parameters of the work, project plan, capacity and resources. Go to www.taggoram.co.uk/research/cases/REMS for more detail.

That is Challenging!

That is challenging! Is one way of describing it. In the initial exploratory phase of the development, two things became apparent. Firstly, nobody really knew what the mechanisms of the system should be, just what it should do. Secondly, most colleagues outside of the Research & Evaluation Team felt the project was impossible and unrealistic. So, the first decision made was to view the project like building a house, where the foundations need to be in place before the structure and building can begin. Hence small and planned steps were needed and therefore a comprehensive project plan was put in place.

Planning the Project

Devising the project plan included thinking strategically about how the system and evidence would be used in the short and longer term. An overall project plan was put together which incorporated the following sub-strategies:

• Data collection and sorting
• Piloting REMS
• Stakeholder and communications
• Analysis and reporting
• Maintenance and development

These strategies were needed in order to make the REMS work.

Putting together the REMS Team

The first problem identified by QCDA in making this happen was that past trials of developing something similar, but on a small scale fizzled out as no one directed and managed the process. Therefore, QCDA decided to recruit a Research Data Manager, Somia Nasim. To further support the design work an experienced researcher in the education and skills field was also assigned to the project, Peter Goff. At this point the research and expertise was in place, the gap left was to recruit an NVivo expert and Clare Tagg was brought in to assist with this side of things.

Once the pilot was completed, two full time coders were recruited on a temporary contract. As the project proceeded, it became apparent that it would be useful to have extra help with analysis and the team is currently working with a pool of contractors with different areas of expertise, who are able to undertake both coding and analysis.

Why NVivo7?

The REMS team explored the qualitative data analysis market. The Research & Evaluation Team had some experience of using QSR software (NVivo7 and N6 - see www.qsrinternational.com), and had successfully used it in a number of research surveys, consultations and policy development projects. Principally these were one-off, short-term projects to analyse and organise data for ease of reference and assist with the reporting. A benefits and weakness analysis was completed by the team, which recommended the use of NVivo7. This choice was further explored with Clare Tagg who felt the match between the project remit and NVivo features was good and workable and undertook performance tests to ensure that NVivo7 would be able to handle the large volumes of data expected for REMS.

Once the project was underway QSR released an updated version, NVivo8 with a number of enhanced features. These were added to the project and so after a successful trial of the system in NVivo8, the team converted the project, in August 2008.

Convincing the Team

One immediate action from the specification was to establish a steering group to guide, manage risks and issues, assist and direct the design of REMS, review the performance and continuously evaluate the progress and its functionality.

A key design and development element of REMS is the Communication Strategy. From the project launch the REMS team were aware that the key to making this project successful, was to get buy-in from internal and external stakeholders. Therefore, a comprehensive strategy was put in place which included:

• Developing a proposal of the project and sharing it with Research & Evaluation Team colleagues;
• Regular progress updates at communications events;
• Presentations to the Executive and senior management teams;
• A two phase REMS road show of presentations to internal colleagues:
1. What is REMS?

2. How does REMS work?

• Selling REMS as a service for colleagues, where all the management and maintenance is looked after by the REMS team. In the past, QCDA have had negative experiences of using databases and using new software.

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