merit event - does "technology mean business" mean business
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Technology Means Business (TMB)
Mary CunninghamTraining Director
About IT Ltd
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What is Technology Means Business?
It is a new scheme designed to improve UK small and medium
sized enterprise competitiveness through the effective use of
information and communications technology
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The purpose of TMB
Under-performance of UK SME’s 40% of firms experiencing
problems finding the right kind of expert IT advice
UK’s SME’s are behind those in rest of Europe and Far East
Does Technology Mean Business (IoM Sep 2000)
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How? …
Establish an accreditation scheme for those providing small businesses with ICT advice
Create a national network of accredited advisers
Establish a recognisable ICT advice channel for small and medium sized businesses
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Value - WIIFM factor
enhance our status and help to clarify for our clients our
approach, abilities and credibility.
Initially observed Technology Means Business (TMB) in October 2000 and identified it as being a valuable accreditation which would:
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Bridging the Skills Gap
ICT
Business Advice
Technology Means Business
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TMB & the Accreditation Process
Competence-based qualification delivered through approved centres using web-based tools and an assessment system.
It assesses both knowledge (in 3 areas) and performance (skills of the adviser).
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Performance – Adviser Skills
Unit 1 Establish and maintain the capacity to act as an ICT adviser to SME’s
Unit 2 Enable clients to identify the potential of ICT to contribute to the competitiveness of the business
Plus evidence for one of the following:
Unit 3 Enable the client to plan an ICT intervention Unit 4 Enable the client to implement an ICT
intervention Unit 5 Evaluate and review the outcomes of an
ICT intervention
Candidates are required to demonstrate their ability against three units of performance:
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The 3 Knowledge Areas
ICT Knowledge
and Orientatio
n
SME Knowledge
Business Application of ICT
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Knowledge is assessed in two ways:
A knowledge test (which has to be retaken every year) – the Standard changes every year – need to get 60% to pass.
ICT Knowledge and
Orientation
SME Knowledg
e
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Knowledge is assessed in two ways:
Evidenced in the candidates work – through observation, questions and answers in interview, written work produced, personal statements.
Business Application of ICT
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What Quality measures are in
place?
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Each TMB Centre must have:
Qualified Tutor/Assessors (with appropriate awards)
Centre Verifiers (with Verifier awards)
An Agency Verifier who approves all TMB Advisers against the national Standard
Internal Quality Control measures
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All evidence will be assessed to ensure that it
is: Valid – relevant to the standard being
assessed Authentic – the work of the candidate
and not somebody else’s Current – candidate is demonstrating
competence now and in the future Sufficient – quantity of evidence or
frequency is checked for Reliable – same judgements are reached
by different tutors/assessors
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Re-accreditation Process
Each year the adviser has to re-sit the Knowledge Test for the current Standard
Each year the adviser has to submit a case-study questionnaire on one client from that year
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The Audience
ICT Adviser
ICT Adviser General Business Adviser
Business Adviser
Advisers who want
accreditation
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How long does it take
A period of 3 to 6 months is usually sufficient – it depends on your day to day opportunities to provide advice to SME’s. Some have achieved it in a much shorter time frame – some longer.
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So how do I begin?
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Beginning Stage
Register with a centre Invited to an Induction Day – introduced to the TMB
Standard – the website - the way the assessment will be conducted
Review your current work, client base and accomplishments – Accreditation of Prior Learning (APL) built in to the programme
Initial Diagnostic – Contract drawn up between adviser and assessor detailing all the elements of the Standard and the evidence in existence and assessment methods to be used. Option will be registered here.
Personal Development Plan with timescales drawn up from the gaps in knowledge / performance sections – learning blocks identified and signposted to
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Working Stage
Candidate prepares portfolio of evidence – can be paper-based and online
Attend learning blocks (optional) Candidate sits knowledge exam at centre Tutor/Assessor – contacts candidate to assist if
necessary and arrange observation Candidate observed (at least once) Candidate submits final portfolio to tutor/assessor
at centre
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Final Stage
Candidate presents portfolio to tutor/assessor at a final interview (approx 2 hours).
Tutor/Assessor submits portfolio for accreditation Centre Verifier verifies the assessment process to
ensure that tutors are assessing properly and consistently
Agency Verifier verifies Centre Verifiers – once all this has been completed the Tutor/Assessor can inform the candidate of the achievement of the accreditation.
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Costs
Initial Registration = £650.00 Includes attendance at TMB Induction Cost of TMB Registration £150 – access to
the website Training Needs Analysis for knowledge areas Initial Diagnostic for Performance areas One to one mentoring and signposting to
relevant resources Personal Development Plan Introduction to Web site tools One Knowledge Test
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Costs
Final Stage Costs = £495.00 One to One support Observations in the field Access to TMB E-group Assessment of portfolio of evidence Final Interview (approx 2 hours) Verification of evidence
Total Cost of TMB accreditation= £1145.00
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Our Centre’s Added Value
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Adviser Personal Skills
Self-Development Interpersonal Skills to be Applied to all situations
Assessing your own knowledge and skills base
Supportiveness and Assertiveness
Setting individual SMART objectives and action planning
Listening and Questioning
Invitation of feedback Confrontation and dealing with conflict
Application of Continuous Professional Development
Management style and group process
Preliminary Consultancy Skills Engagement and Implementation
Contracting with the client: negotiating wants, coping with mixed motivation, dealing with concerns about exposure and loss of control, balance of responsibility
Engagement over installation – methods to be used
The call to action
Leadership development
Authentic and ethical behaviour
Business first, service second?
Discovery requirements: surfacing layers of analysis, dealing with the political climate, resisting the urge for complete data, seeing it as an intervention.
Technical Skills
Feedback: funnelling data, identifying and working with different forms of resistance, presenting personal and organisational data
A balanced approach between interpersonal and technical skills
Decision-making: focusing on here and now and future choices, not taking it personally.
Linkage to self-development – where do I go from here?
Continuous Professional Development
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A Framework for Integrated Business Interventions in
SME’sThe background of the company Change Management
Identifying the size, sector, product, stakeholders
Standard stages of growth for SME’s & vulnerabilities
Resources – no of staff, budgets, appropriate allocation of roles and responsibilities
Principles of change management and stages in the cycle
Type of company – legal structure and responsibilities, systems
Stakeholder empowerment and engagement
Leadership Styles, Culture of Business, communication methods
Management Tools – SWOT, PEST, Flowcharting, Input/Output Analysis, Critical Incident Analysis, Pareto Analysis, Fishbone Cause & Effect, Force Field Analysis, etc.
The importance of a strategic plan Communication
The strategic cycle Communication structures within SME’s – difficulties faced
Components of a strategic plan – vision, mission, values, SMART Objectives, non-financial and financial targets.
Communication between functions of the business
Key performance measures Networking – a strategic approach – key stakeholders, i.e. staff, suppliers, professionals, customers, public sector, etc.
Skills Integration – the SME as an organism
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Financial Management of SME’s
The Fundamentals of Business Finance Managing Cash The Core Principles
cost, profit and break-even ~ what they are and how they work
constructing and controlling budgets 'real costs' versus expenditure (eg time and staff costs, opportunity costs)
The Benefits of a Cash Flow - Constructing a Cash Flow
Statement
Understanding Financial Statements interpreting financial accounts and
structures
Planning against shortages
The Jargon Explained Margins Monitoring and analysis of variances Flexible pricing
Using Financial Information for Management Decisions
The Bigger Picture
The Costs of Action Recognising and calculating costs Calculating break-even
This section will be aimed at advising SME’s on the 'reason for being' in the sense of linking effective financial management to corporate vision, mission, values, etc - and ultimately, profitability.
The Costs of Inaction
Costs associated with delay
Depending on the outputs available we would also insert here the meaning and management use/types of decisions relevant for each of the outputs
When to Budget Understanding and budgeting for
profit Improving profitability Key Factors for liquidity
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The role of ICT in the workplace
Computer Hardware and Operating Systems Business Applications Software Key components of a personal
computer – costs and functions e.g CPU, disks, memory
Key office software packages and their business benefits e.g. word processing, database, accounting, customer relationship management, etc.
Leading operating systems and their function e.g Windows 98, Windows 2000, MAC OS, Linux
Software used to aid sales and marketing functions e.g. contact management (Act, Goldmine), relational databases, project management software
Alternatives to a desktop PC e.g. laptops, palmtops and their relationship to business
Other business software technologies e.g. voice recognition, technical software, anti-virus
SME working models Additional Hardware Components ICT Issues for SMEs
Function and benefits of optional peripheral and add-in devices e.g. scanners, digital cameras, modems, sound cards
Issues and considerations in relation to hardware and software purchase decisions e.g compatibility, expandibility, training, upgradability, cost of ownership
Printer types and their benefits e.g. dot matrix, laser, inkjet
Software licensing
Data Protection
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Networks and their uses in SME’s
Purpose, value and features of networking Networking software Types of network – LANs, MANs
and WANs Strengths of different industry
standard product types, e.g. Novell, NT, Linux, Unix
Main components of a simple network – server, workstations, cables, hubs, routers, bridges, NOS, NIC, UPS
Main software used with networks – email, calendaring, messaging, Groupware, Contact Management software, Databases, Utilities - PC troubleshooting and maintenance – main features of the above
Main features of a simple network – advantages and disadvantages
Backup devices and software
Ways that computers can be networked together
Networks and Telecommunications
Peer to Peer – advantages & disadvantages to SME’s
Impact on work – opportunities for transforming performance
Client Server networks – advantages and disadvantages to SME’s
Main features of Intranets & Extranets and benefits to business
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Internet Technologies, E-commerce and
TelecommunicationsInternet Applications for SMEs Website Development and E-commerce
Functions that can be performed with Internet access and benefits to business e.g. promotion, trading, communication, research
Features and issues of e-commerce e.g. security, supply chain management, managing return of goods
Key features and purposes of a website e.g. hyperlinks, links to databases,
Website hosting and development options e.g. internal versus hosted
Internet Technology Attracting traffic to a website e.g. search engines, links, banners
Components of connecting to the Internet e.g. ISP, browser, modem, routers, proxy servers
Telecommunications
Internet Service Providers and range of services e.g. internet connection, email accounts, web space
Applications of telecommunications technology – Computer Telephone Integration, Audio Conferencing
Features of ISDN and Broadband communications e.g speed, cost
Telecommunications providers and hardware – advantages and disadvantages of different services
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Course Outlines
Course Outlines are available to take away
Cost on all About IT TMB courses is £100 per delegate per day
Timetable of dates for courses also available
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What are the long-term benefits to a TMB Adviser?
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Benefits to Advisers
Tools for use with SME clients Materials and resources to assist
you to become accredited Latest product news and
developments in business advice Networking with other advisers Regular member updates
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Benefits to Advisers
Hot links to key organisations Inclusion in the online register of
accredited advisers Use of TMB brand Continuous development
programme
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Value to SME’s
Quality of advice – Client is aware that our knowledge is current, i.e. upgraded and tested for yearly
Consistent – application of knowledge to improving SME performance is assessed yearly
Increasing the understanding of the role of ICT in an SME – accreditation that matches business knowledge with ICT knowledge.
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Values to SME’s
A full awareness of ICT integration rather than just adoption of ICT – being able to plan and implement an ICT solution, e.g. utilising telecommunications and desktop applications to control and improve business processes - “You shouldn’t be saying ‘buy a computer’ but asking what the business needs”.
Identify future potential of full integration and utilization of ICT to develop the business further.
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Value to SME’s
Being part of a network of expert advisers
Assisting the business to manage the process of change – ‘quick fix’, tinkering, radical, incremental
Strengthening business sustainability Improving competitiveness of SME’s
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What to do now?
If you are interested in the TMB programme I invite you to share questions with About IT on any aspect of the TMB programme.
10 minutes
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