Tool Kit: A Surge in Growth for a New Kind of Online Course

Available globally to hundreds of thousands of people at a time, these classes depend on highly sophisticated digital technology, yet they could not be simpler to use. Signing up takes less time than creating an iTunes account. You can create a user name and password and start exploring the rapidly expanding course offerings.

The major Web sites already provide dozens of courses, as diverse as basic calculus and European intellectual history. It is both new and experimental, and as much as MOOCs have evolved since beginning in recent years, enthusiasts expect many more changes. From an early focus on technical and scientific courses, for instance, offerings now include the humanities and social sciences.

While there are some significant differences among the major MOOC Web sites, they share several main elements. Courses are available to anyone with access to the Internet. They are free, and students receive a certificate of completion at the end. With rare exceptions, you cannot earn college credit for taking one of these courses, at least for now.

“For a decade, people have been asking, ‘How does the Internet change higher education,’ ” said Edward B. Rock, a law professor at the University of Pennsylvania who is the institution’s senior adviser on open course initiatives. “This is the beginning. It opens up all sorts of possibilities.”

Navigating the world of MOOCs begins with three major Web sites.

EdX

Harvard and the Massachusetts Institute of Technology created this nonprofit joint venture in May 2012. It has already offered dozens of courses in subjects as diverse as physics, computer science, engineering, literature, ethics, law, medicine and economics.

Twenty-nine universities have signed up to participate, including the University of California, Berkeley; the University of Texas, Austin; Georgetown; Cornell; the Berklee College of Music; the University of Toronto; and the University of Kyoto.

Courses are offered for a designated period of time, with lectures and reading assignments provided in weekly segments. Videos of lectures are generally augmented with exercises, quizzes, labs and simulators. Like other platforms, edX emphasizes interactivity.

You can audit a course — meaning you don’t take exams or do writing assignments — or you can fulfill all of the requirements to earn a certificate of completion.

Each course’s home page provides an estimate of how many hours a week the course will require. Workloads vary widely. A Global History of Architecture, an M.I.T. class, requires at least five hours a week. Introduction to Computer Science, Harvard’s traditional introductory course, asks online students to complete eight problem sets, each of which will take 15 to 20 hours, along with two quizzes and a final project.

Coursera

Two computer science professors at Stanford began this commercial venture in April 2012. The original partners were Stanford, Princeton, the University of Pennsylvania and the University of Michigan. Seventeen months later, Coursera has partnerships with 84 universities and offers more than 400 courses.

Yale, Duke, Wisconsin and the University of Chicago are among the participants, as are the University of Edinburgh and the École Polytechnique in France.

Because courses are free, Coursera hopes to generate revenue in other ways, like linking corporations with students who have learned specific skills. Coursera does not formally offer the option of auditing a class, but people certainly can. Anyone can simply watch the videos and do some, all or none of the reading and homework; you just would not receive a certificate at the end.

This article has been revised to reflect the following correction:

Correction: September 27, 2013

An earlier version of this article misspelled the name of a Web site that offers short videos on academic subjects. It is the Khan Academy, not Kahn Academy.

Hulu, Seeking a Buyer, May Shift Course

But the valedictory lap did not last long. Even as the number of views were adding up, so were concerns within the company about the site’s future.

That’s because Hulu, the Web streaming service that is jointly owned by the Walt Disney Company, NBCUniversal, and News Corporation, is up for sale. And each of the potential buyers brings with it a different vision for what Hulu should become.

The interested parties include Time Warner Cable, DirecTV, the Chernin Group — an investment firm owned by the former News Corporation president Peter Chernin — and two private equity firms, Guggenheim Digital Media and Kohlberg Kravis Roberts.

Yahoo, which completed its $1.1 billion acquisition of Tumblr on Thursday, had also expressed interest with an exploratory offer of $600 million to $800 million, according to several people briefed on the sale, who, like several others in this article, spoke on the condition of anonymity because negotiations for the sale were continuing.

The eventual value of Hulu (which would include the brand, its accessible interface and the rights to many of the television shows it offers) is expected to be roughly $1 billion. Binding bids are due by Friday, though one person familiar with the process said the deadline could be delayed until next month.

Web sites change hands all the time, but Hulu’s sale could signal something more fundamental: the end — at least in its current form — of one of the pioneers of online streaming, which in recent years has become an increasingly popular way to view content.

Hulu has a free Web site, with streams of TV episodes supported by ads, and a subscriber-only section, called Hulu Plus,which offers additional episodes at a cost. In 2012, Hulu had $695 million in revenue and the Hulu Plus service had four million paying users, according to the company.

Depending on the buyer, Hulu could be used to foster the further growth of online streaming as an alternative to the cable TV bundle. Or the site could be kept under lock and key, exclusively for the use of cable subscribers.

Time Warner Cable, for instance, would like to use Hulu to create an industrywide “TV Everywhere” hub in which subscribers could have access to network and cable shows on-demand. A distributor like DirecTV could use Hulu — both its brand name and its technology — to sell a new service that streams a bundle of television channels to subscribers over the Internet. Intel is trying to create a similar type of service; if it succeeds, then traditional distributors may feel the need to sell something similar.

For cable or satellite distributors, Hulu is also a prize for an existential reason: as an executive at one distributor put it, “It’ll make us look like we’re ready for the future.”

But that option concerns some Hulu employees who are fond of the company’s quirky Silicon Valley-meets-Hollywood culture. They see the site as an innovative service that untethers shows from the television, not as another piece of a costly cable bill.

“Can Hulu remain Hulu if a cable company buys it?” asked one person close to the company.

Several Hulu executives have already left the company, amid worries about the future, and it is possible there could be an exodus of creative and engineering employees if a cable operator wins the auction and the site loses its start-up identity.

Jason Kilar, the founding chief executive of Hulu, left in March and was temporarily replaced by Andy Forssell, the senior vice president for content and now the acting chief executive. Richard Tom, the former chief technology officer at Hulu, left after Mr. Kilar, as did Johannes Larcher, the former senior vice president for international operations. Later this summer, Pete Distad, Hulu’s senior vice president for marketing and distribution, also plans to depart. A spokeswoman for Hulu declined to comment.

Mr. Chernin has the most personal connection to Hulu, as he championed the start-up from its inception when he was still at News Corporation. This year, Mr. Chernin reportedly bid about $500 million for the company. The Chernin Group receives financial backing from Providence Equity Partners, which until October owned a 10 percent stake in Hulu. (Providence is not directly involved in the bid.)

Now, AT&T is in talks to join the Chernin Group in a bid for Hulu, a pairing that would give Mr. Chernin’s media, technology and entertainment investment group the financial heft to go up against major corporations. (The technology Web site AllThingsD first reported on the partnership. An AT&T spokesman declined to comment.)

For AT&T, Hulu could present the opportunity to expand its “U-verse Screen Pack,” a $5-a-month option that lets U-verse TV subscribers stream videos.

Michael J. de la Merced contributed reporting.

Novelties: New Technologies Aim to Foil Online Course Cheating

But when those students take the final exam in calculus or genetics, how will their professors know that the test-takers on their distant laptops are doing their own work, and not asking Mr. Google for help?

The issue of online cheating concerns many educators, particularly as more students take MOOCs for college credit, and not just for personal enrichment. Already, five classes from Coursera, a major MOOC provider, offer the possibility of credit, and many more are expected.

One option is for students to travel to regional testing centers at exam time. But reaching such centers is next to impossible for many students, whether working adults who can’t take time off to travel, or others in far-flung places who can’t afford the trip.

But now eavesdropping technologies worthy of the C.I.A. can remotely track every mouse click and keystroke of test-taking students. Squads of eagle-eyed humans at computers can monitor faraway students via webcams, screen sharing and high-speed Internet connections, checking out their photo IDs, signatures and even their typing styles to be sure the test-taker is the student who registered for the class.

The developing technology for remote proctoring may end up being as good — or even better — than the live proctoring at bricks-and-mortar universities, said Douglas H. Fisher, a computer science and computer engineering professor at Vanderbilt University who was co-chairman of a recent workshop that included MOOC-related topics. “Having a camera watch you, and software keep track of your mouse clicks, that does smack of Big Brother,” he said. “But it doesn’t seem any worse than an instructor at the front constantly looking at you, and it may even be more efficient.”

Employees at ProctorU, a company that offers remote proctoring, watch test-takers by using screen sharing and webcam feeds at offices in Alabama and California. ProctorU recently signed an agreement to proctor new credit-bearing MOOCs from Coursera, including one in genetics and evolution offered at Duke and one in single-variable calculus at the University of Pennsylvania.

MOOC students who want to obtain credit will be charged a remote-proctoring fee of $60 to $90, depending on the class, said Dr. Andrew Ng, co-founder of Coursera, based in Mountain View, Calif.

Other remote proctoring services offer different solutions. At Software Secure in Newton, Mass., test-takers are recorded by camera and then, later, three proctors independently watch a faster-speed video of each student.

Compared with services where proctors are monitoring students in real time, this combination of recording first and viewing later “gives greater latitude for the institution to adjust the timing of exams to whenever they want,” said Allison Sands, Software Secure’s director of marketing. The cost is now $15 per exam.

Employees at ProctorU say they are well-versed in the sometimes ingenious tactics used to dodge testing rules. “We’ve seen it all,” said Matt Jaeh, vice president for operations. “After you’ve sat there a while watching people, the patterns of behavior for normal people versus the people trying to sneak in a cellphone to look up information are very clear.”

Each proctor can monitor up to six students at a time, watching three side-by-side camera feeds on each of two screens. If a student’s eyes start to wander, the proctor gives a warning via videoconferencing software, just as a classroom monitor might tell students to keep their eyes on their own papers. For an overwhelming majority of people, that warning suffices, said Jarrod Morgan, a co-founder.

With the system in place, “cheating usually isn’t a problem,” he said. But if it does occur, ProctorU follows the rules of the institution giving the exam. “Some schools ask us to cut off the exam on the spot if there’s a suspicious incident,” he said; others ask that the exam be continued and the incident reported.

Beyond the issue of proctoring, MOOCs are also addressing the problem of making sure that credit-seeking test-takers are the same students who enrolled in the course. In that effort, Coursera is offering a separate service, called Signature Track and costing $30 to $99, that confirms students’ identity by matching webcam photographs as well as pictures of acceptable photo IDs.

Students also type a short phrase, which is analyzed by a software program. It takes note of the typing rhythm and other characteristics, like how long the keys are pressed down. Then, when a student submits homework or takes a test, the algorithm compares a bit of new typing with the original sample. (And if you’ve broken your arm, there’s always your photo ID.)

Online classes are hardly new, but earlier courses typically didn’t have to handle exam proctoring on the scale required for vast MOOCs. The University of Florida in Gainesville, for example, has long offered many programs for students studying far from the campus, with some monitoring done by ProctorU, said W. Andrew McCollough, associate provost for teaching and technology.

Now the school has set up its first MOOC, on human nutrition (enrollment 47,000), and is working on four others, all through Coursera. The question of proctoring is being debated, he said, as faculty members worry about academic integrity amid the growth of open, online classes. “They don’t want any fooling around,” he said. “But as we get more experience and evidence, the faculty are getting familiar with ways technology can replicate a classroom experience.”