Category Archives: General

A PhD is more than a thesis

Inspired by a Tweet I read recently about the distinction between a thesis and a PhD, I have been thinking about the difference between the two.

The university really focuses on the thesis, which must :

  • be of good presentation and style
  • be a significant contribution to knowledge and/or to understanding
  • demonstrate capacity to pursue further research without supervision
  • contain a significant amount of material worthy of publication or public presentation.

What else? Well, our university specifies you must be a registered student, you must live in the UK, you must pass your probationary period, you must spend a minimum amount of time as a registered student, you must make satisfactory progress, you must have a viva, you must make any specified corrections and you must present your thesis according to the guidelines.

All very thesis focused.

Vitae has a Researcher Development Framework that covers knowledge and intellectual abilities;  personal effectiveness;  research governance and organisation; engagement, influence and impact. The university encourages students to engage with this but, apart from reporting satisfactory progress at probationary review, it isn’t enforced or assessed.

Typically, students are assessment focused. They learn what they will be assessed on. It’s not surprising, then, that many doctoral students focus their entire attention on the thesis. That is the centre of their activity – everything else that takes place at the university is a distraction and has lower priority. In extreme cases, they only visit the university for supervision sessions, talk to nobody but their supervisors about their research, and focus totally on putting their thesis together and passing their viva.

But what then? A PhD is one line in a CV – perhaps five or six if you bulk it out with a description of your research. Permanent academic jobs in the UK and in many other countries may not be as rare as hens’ teeth, but they come pretty close. Even fixed-term contracts are difficult to get.

For employers, the PhD is not just one line in a CV, it’s also one line in a long job specification.

Academic employers want to know that you can publish papers, put together grant proposals, attract funding, increase impact via social media, create course materials, teach, mentor, work as part of a team, initiate projects, provide connections to a wider academic community and work on several projects at the same time.

The people getting the academic jobs are the people who can produce evidence that they can do all those things, and that they have already done those things. The people who treated their PhD as a period of academic apprenticeship, when the thesis is just one activity among many. The people struggling to get a toehold in the academic sector are the ones who have simply written a thesis.

Scrum management framework

With its scrums, sprints and stories, Scrum Management always sounds intriguing. I’ve been involved with several teams who have either used this system knowingly, or have employed elements from it. However, I’ve never seen the process formalised until I spotted it in the January 2015 edition of Wired magazine (where they had compressed a version of Jeff Sutherland’s book). Wikipedia tells me that this style of software development emerged in 1986 – so I guess I’ve been slow in investigating the approach.

Wired describes it as a seven-step process:

1. Small  teams. These should include the product owner, who has the vision and decides on the order in which things should be done, and the scrum master who facilitates communication and removes obstacles.

2. Tell stories. Each new features should be associated with a short story about the user and why the feature will add value for the user.

3. Assign effort points. Compare the stories and give them points for effort involved (or T-shirt sizes: small, medium, large and extra large).

4. Prioritise features. Each sprint should end with something that can be demoed, so make the chunks of work small enough to fit into a sprint.

5. Sprint. A sprint should be 1-4 weeks long – long enough to deal with a set amount of effort points.

6. Scrum. A 15-minute meeting every morning, standing up, so you’re not tempted to settle in. Three questions. What did you do yesterday to help finish the sprint? What will you do today to help finish the sprint? What obstacles need to be overcome?

7. Sprint review. At the end of the sprint the team meets to discuss what has been achieved, and to improve working practices for the next sprint.

 

Charles Crook (28.11.05)

Looking at Crook, C. (1994) Computers and the collaborative experience of learning Routledge, London which was lent to me by Karen.

There’s a bit in the intro which I like, though it probably has no bearing on what I am studying. Apparently, Schelling carried out a study in which people were asked how they would set about meeting an unknown person in Manhattan on a particular date. All they knew about the stranger was that s/he knew the same things about the world as they did. They headed for the clock in Grand Central Station. See more at Wikipedia http://en.wikipedia.org/wiki/Schelling_point

Interesting to speculate what the Schelling Point is for towns (Milton Keynes: Xscape?) Perhaps it’s even easier for countries: Eiffel Tower, Acropolis, Taj Mahal, Big Ben…

Alright, already, back to the work…