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Knowledge Transfer Partnerships 1 HANDBOOK FOR KTP ASSOCIATES: HOW TO MANAGE YOUR KTP PROJECT AND YOUR PERSONAL DEVELOPMENT Version 11 November 2008

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HANDBOOK FOR KTP ASSOCIATES: HOW TO MANAGE YOUR KTP PROJECT AND YOUR PERSONAL DEVELOPMENT

Version 11 November 2008

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CONTENTS1. WELCOME!

2. REGISTERING AS A KTP ASSOCIATE 2.1 Registration Process 2.2 Why You Need to Register 3. THE KNOWLEDGE TRANSFER PARTNERSHIPS 3.1 The Structure of the Partnerships 3.2 The Purpose of the Partnerships 3.3 Key People in Knowledge Transfer Partnerships 3.4 Important Organisations 3.5 The Funding of Knowledge Transfer Partnerships 3.6 The Management of Knowledge Transfer Partnerships 3.7 Executive Summary Reports

4. MANAGING YOUR PROJECT 4.1 Your Role 4.2 Finding Out the Details of Your Project 4.3 The Project Team 4.4 Project Meetings 4.5 Downloadable Tools

5. EMPLOYMENT ARRANGEMENTS FOR KTP ASSOCIATES 5.1 Terms and Conditions of Employment 5.2 Confidentiality 5.3 Review of Performance 5.4 Pensions

6. PERSONAL AND PROFESSIONAL DEVELOPMENT 6.1 Challenge and Opportunity 6.2 Time Commitment 6.3 Finance for Your Development 6.4 Planning your Personal and Professional Development 6.5 Formal Recognition of Your Development 6.6 Further Academic Qualifications 6.7 Recognition as a Professional in your Specialism 6.8 Recognition as a Competent Manager

7. RESOURCES FOR YOUR DEVELOPMENT 7.1 Resources

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8. DEVELOPING YOUR MANAGEMENT SKILLS TO THE NATIONAL STANDARD AND ACHIEVING THE LEVEL 5 DIPLOMA IN MANAGEMENT AND LEADERSHIP 8.1 Learning to Manage to the National Standards 8.2 Learning to be a Manager 8.3 Performing to the National Management Standards 8.4 The National Management Standards 8.5 Structure of the Standards 8.6 The Management Skills Model for KTP Associates 8.7 Induction to the Diploma Programme 8.8 Timescales for the Diploma Programme 8.9 Online Module 1 8.10 Residential Modules 2, 3, & 4 8.11 Preparing for the Mini-Project 8.12 Coaching & Mentoring Sessions 8.13 Online & Other Training 8.14 Achieving Your Level 5 Diploma in Management and Leadership 8.15 The Assessment Process 8.16 Quality Assurance 8.17 Appeals 8.18 Time Commitment 8.19 Becoming a Chartered Manager

9. COMPLETING YOUR ASSOCIATESHIP 9.1 Your Final Report 9.2 Associate Certificate 9.3 Premature Termination of Your Associateship

ANNEX 1

ANNEX 2

ANNEX 3

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1. WELCOME!Congratulations on your appointment as a KTP Associate.

This Handbook is for you. It explains how to make the most of the opportunity that working at the heart of a Knowledge Transfer Partnership offers you to complete a challenging and rewarding project and develop your career.

Chapter 2 explains why you must register with the KTP Programme Office as a KTP Associate. This is a priority. If you have not already registered, you should follow the instructions in this chapter.

Chapter 3 explains the purpose of Knowledge Transfer Partnerships, how they are organised and managed, who the key people and organisations are and the financial arrangements.

Chapter 4 explains how you should take charge of managing your Project.

Chapter 5 describes the employment arrangements for KTP Associates including contracts, salaries, progress reviews and pensions.

Chapter 6 describes the extensive arrangements made to support your personal development as a professional and a manager. This includes planning your personal development and your career and taking part in the modular KTP Associate Development Course.

It is important that you work through the first, web-based module of the Associate Development Course – An Introduction to Knowledge Transfer Partnerships – as soon as possible after registering as a KTP Associate.

Chapter 7 lists the resources available to Associates throughout their partnership

Chapter 8 explains how you can improve your management and leadership skills and how you can qualify as professional manager.

Chapter 9 provides information on the completion of your Associateship and how to take the maximum advantage of it in pursuing your further career.

Annexes 1 – 3 provide useful contacts and links.

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2. REGISTERING AS A KTP ASSOCIATE2.1 Registration ProcessYour company Supervisor should have registered you as a KTP Associate. If not you will need to ask them to visit http://portal.ktponline.org.uk/Supervisors/default.aspx and register you as an Associate.

Once your Supervisor has registered you, you will be emailed using the address your Supervisor has entered, and asked to complete the registration process.

If you do not have web access, you should phone the KTP Programme Office on 0870 190 2829 and ask for KTP Associate registration

2.2 Why You Need to RegisterWhen you have registered as a KTP Associate you will:

• beabletostartworkonAnIntroductiontoKnowledgeTransferPartnerships,theweb-basedintroductory module of the KTP Associate Development Course

• beabletobookyourplaceontheresidentialmodulesoftheAssociateDevelopmentCourse,

• beabletouseKTPKnowledge,theweb-basedmanagementlearningsupportsystem

• beabletoregisterasastudentmemberoftheCharteredManagementInstituteforaccreditationofyour Level 5 Diploma in Management and Leadership

• receivecopiesoftheKTPNewsletterandregularupdatesonAdditionalTrainingCoursesforKTPAssociates and Supervisors.

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3. THE KNOWLEDGE TRANSFER PARTNERSHIPSKnowledge Transfer Partnerships is a UK-wide activity that helps businesses to improve their competitiveness and productivity by making better use of knowledge, technology and skills within universities, colleges and research organisations.

3.1 The Structure of the PartnershipsThe partners in each Knowledge Transfer Partnership are:

• the Company Partner: this is usually a company but in some cases it can be a health or education organisation

• the Knowledge Base Partner: this is a university, college or research organisation.

• OneormoreKTP Associates are employed in each Partnership. The Associates carry out strategic projects which benefit the business of the Company Partner whilst they gain professional experience. In carrying out their projects, the Associates are supported by both the company and knowledge base partners and receive extensive professional and management training.

3.2 The Purpose of the PartnershipsFormally, the overall objectives of Knowledge Transfer Partnerships are to:

• facilitatethetransferofknowledgeandthespreadoftechnicalandbusinessskills

• stimulateandenhancebusiness-relevantresearchandtrainingundertakenbytheKnowledgeBase

• providecompany-basedtrainingforAssociatestoenhancetheirbusinessandspecialistskills.

Thus Knowledge Transfer Partnerships exist not only to benefit the Company Partners’ businesses and the Associates’ careers but also to help the Knowledge Base Partners build closer links with businesses so they can carry out research and teaching which reflects the needs of the economy.

Associates should always be aware that the success of the Partnerships depends on balancing the benefits to all three parties.

3.3 Key People in Knowledge Transfer PartnershipsThe key people responsible for your Knowledge Transfer Partnership are:

• you,theKTPAssociate.

• yourCompanySupervisor.ThisisanexperiencedemployeeoftheCompanyPartnerwhowillactasyour manager and guide. You should report to your Company Supervisor on a day-to-day basis.

• yourKnowledgeBaseSupervisor.ThisisanemployeeoftheKnowledgeBasePartnerwhohasexpertise relevant to your project. Your Knowledge Base Supervisor should normally visit you and your Company Supervisor once per week to help you carry your project out and to guide your professional development.

• thePartnershipFacilitatorandKnowledgeBaseLeader.TheseareseniorpeoplefromtheCompanyand Knowledge Base Partners who are responsible for ensuring that the Partnership does not lose sight of its objectives and that their organisations make all necessary resources available.

• yourKTPAdviser.AKTPAdviserisassignedtoeachKnowledgeTransferPartnershipbytheKTPProgramme Office (see below). S/he will visit the Partnership every 3 or 4 months to take part in the regular meetings of the Local Management Committee (see section 3.6) and to provide coaching and mentoring support to progress towards the completion of the Level 5 Diploma in Management and Leadership (Level 5). Your Adviser will have extensive experience and you should regard them as a source of independent advice. They will help you if you have problems that you cannot solve by discussion with your Supervisors or other employees of the Company or Knowledge Base Partners.

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3.4 Important OrganisationsSixteen public sector bodies, known collectively as the KTP Sponsors, provide financial support and set the strategy for the Knowledge Transfer Partnerships. They are led by one of the sponsors, the Technology Strategy Board (TSB), an executive non-departmental public body, established by the Government. All current KTP sponsors are listed at http://www.ktponline.org.uk/sponsors/sponsors.aspx

The Technology Strategy Board has contracted the day-to-day management of Knowledge Transfer Partnerships to AEA on the Sponsors’ behalf. This company, based in Harwell, Oxfordshire operates the KTP Programme Office. The KTP Programme Office will answer your queries ([email protected] or telephone number 0870 190 2829) and is also responsible for:

• co-ordinatingtheKTPAdvisers

• managingtheKTPAssociateDevelopmentCourse

• publishingguidesandhandbooks,includingthisdocument

• providingthektponlinewebsiteatwww.ktponline.org.uk

• publishingtheKTPnewsletter.

The Chartered Management Institute (CMI) is the UK’s professional body for management (www.managers.org.uk). By arrangement with the Institute, the KTP Programme Office is able to award a Level 5 Diploma in Management and Leadership and National Vocational Qualifications (NVQs) in Management to Associates (see chapter 6). 3.5 The Funding of Knowledge Transfer PartnershipsThe government encourages the formation of Partnerships by making a grant to the Knowledge Base Partner as a contribution to the costs of the KTP Project(s). The Company Partner also pays a share of these costs. Specifically, this joint funding makes a contribution to the cost of:

• youremployment,bytheKnowledgeBasePartner,asaKTPAssociate

• theKnowledgeBasePartner’sinputtotheworkofthePartnership,includingtheworkofyourKnowledge Base Supervisor

• materialsandequipmentneededtocarryoutyourProject

• specialisttrainingyoumayneedforyourprofessionaldevelopmentortocarryoutyourProjecteffectively.

In addition to contributing to the grant, your Company Partner also meets the full cost of its input to your Project and to accommodating you on its premises. The full cost of the Company Partner’s participation often represents a very significant commitment by the company.

The expenditure of the grant and the Company Partner’s contribution is controlled by the Partnership’s Local Management Committee (see the next section).

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3.6 The Management of Knowledge Transfer PartnershipsEach Knowledge Transfer Partnership has its own Local Management Committee (LMC). This committee is responsible for top-level decisions regarding the conduct of the Partnership. This includes:

• reviewingand(ifnecessary)revisingtheobjectivesofthePartnership

• agreeingplansfortheworkofthePartnership

• monitoringprogresstowardsthePartnership’sobjectives

• monitoringandadvisingonyourdevelopment

• approvingyourtraininganddevelopmentactivities(seeChapter6)

• controllingtheexpenditureofthegrantfundsandotherresourcescommittedbythepartners

• reportingtotheKTPSponsorsontheresultsofthePartnershipinafinalreport.Youwillbeexpectedto contribute part of this document.

The LMC for each Partnership meets regularly (normally every four months) throughout the period of the Partnership. The committee’s members are senior representatives of the Company and Knowledge Base Partners, the Company and Knowledge Base Supervisors and the KTP Advisers.

You are expected to play an important role in the meetings of the LMC.

3.7 Executive Summary ReportsBefore each meeting of the LMC, you will be expected to circulate an executive summary report to members. You will be expected to present it formally during the meeting.

The executive summary is a formal report describing the progress made on your Project relative to the objectives, the effects of this progress on the partners and proposals for the work to be carried out before the next meeting of the LMC.

The executive summary should also report on the progress of your professional development and make proposals for further development.

The executive summary is a management document of the type you are likely to need to produce throughout your career. It should be concise and understandable to non-specialists.

A recommended format for the executive summary is given in Annex 1.

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4. MANAGING YOUR PROJECT4.1 Your RoleYou are expected to take responsibility for managing your project.

You will be given considerable support by your Supervisors and your KTP Adviser. The KTP Associate Development Course and the KTP Knowledge management learning support system help you develop into a competent, qualified manager.

4.2 Finding Out the Details of Your ProjectIn order to manage your Project effectively, you need to understand its objectives, the plans for carrying it out and the benefits that it is expected to produce for the company and knowledge base partners. This information is provided in the Partnership Proposal and Grant Application that was submitted to the KTP Programme Office before a grant was approved. You will be able to obtain a copy of this document from either of your Supervisors.

You should obtain this information about your Project at the earliest opportunity and discuss it with your Supervisors, to see if circumstances have changed and to understand the background to your Project.

4.3 The Project TeamYou and your Supervisors are the Project Team, responsible for the management of your Project. Sometimes it is appropriate for other people, who make a significant contribution to the Project to join the Team.

You are expected to lead and co-ordinate the Project Team.

4.4 Project MeetingsBetween the LMC meetings, you should organise and lead meetings of the Project Team, which should take place at least monthly.

The meetings of the Project Team should review progress against the objectives agreed with the LMC and plan future activities in line with those objectives. The meetings should lead to clear agreement of actions to be taken, who is responsible for carrying them out and the timescales involved.

Before each meeting of the Project Team, you should distribute an agenda to team members. Immediately afterwards, you should record decisions and actions agreed and distribute written notes to team members confirming them.

Organising and leading meetings of the Project Team effectively will make a big contribution to the success of your Project. The training you will receive by taking part in the KTP Associate Development Course will help you develop the skills needed to carry out this responsible task well. They will be useful throughout your working life.

4.5 Downloadable ToolsThe first, web-based module of the Associate Development Course, An Introduction to Knowledge Transfer Partnerships, contains a number of downloadable tools which will help you manage your Project including a work planner and a check-list for ensuring actions agreed at Project Team meetings are carried out.

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5. EMPLOYMENT ARRANGEMENTS FOR KTP ASSOCIATES5.1 Terms and Conditions of EmploymentYou will be employed by the Knowledge Base Partner who should provide you with an employment contract. This should set out the terms and conditions of your employment including hours of attendance, holiday entitlement, confidentiality, arrangements for review of your performance, salary and the period of notice required to terminate the contract.

Although your formal terms and conditions of employment will be set by the Knowledge Base Partner, you should be sensitive to the fact that you will be working predominantly on the premises of the Company Partner and with Company employees. You should therefore comply with standards that apply in the Company.

5.2 ConfidentialityYou should ask your Supervisors to inform you about any agreements reached between the partners regarding confidentiality and the ownership and protection of intellectual property so you do not accidentally breach them. You may be asked to sign a confidentiality agreement.

5.3 Review of PerformanceYou should expect to take part in at least two formal appraisals of your performance whilst you are a KTP Associate. The purpose of the appraisal is for your Supervisors to discuss with you the strengths and weaknesses of your performance and how it can be improved. The appraisal should also consider your personal and professional development in the context of your personal development plan.

You may also use the occasion of the appraisal to comment constructively on the support you have received from your Supervisors.

5.4 PensionsYou should speak to the personnel office of your employer (the knowledge base partner) about your options regarding pension arrangements. The office is responsible for providing you with factual information and will be able to suggest sources of impartial advice.

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6. PERSONAL AND PROFESSIONAL DEVELOPMENT6.1 Challenge and OpportunityAs a KTP Associate, you will undertake a company-based project which is challenging intellectually and important for the future of your company partner. You will be supported by Supervisors from both partners each of whom have substantial (and potentially conflicting) interests in your Project’s progress. You will need to develop and apply inter-personal skills and project management techniques as well as further developing and applying your technical knowledge to practical situations. The project management skills you will need to develop include planning, communicating, influencing, team working and problem solving. These will be useful throughout your career.

The challenge of your Project and the considerable support arrangements provided for KTP Associates will enable you to develop professional skills (technical, managerial and academic) rapidly and to a high level. You will also be able to take advantage of arrangements to ensure that your development is formally recognised and to exploit it in your future career.

6.2 Time CommitmentAs a KTP Associate, you are expected to devote approximately ten per cent of your working time to personal and professional development. The 15 days needed to attend the three compulsory residential modules of the KTP Associate Development Course are included in the ten per cent time allowance.

6.3 Finance for Your DevelopmentThe budget for your Partnership includes funds for Associate Development. These are provided to meet the cost of your personal and professional development beyond participation in the Associate Development Course, which is provided at no charge to your Partnership. Subject to the agreement of the LMC, this funding may be used to finance your participation in training courses and other activities for your personal and professional development.

You are expected to take the initiative in proposing personal development activities to your Supervisors and ultimately to the LMC, in accordance with your Personal Development Plan (PDP) (see below).

6.4 Planning your Personal and Professional DevelopmentIn order to make the most of the opportunity that being a KTP Associate offers, you will need to plan your personal and professional development. The first (web-based) module of the Associate Development Course, An Introduction to Knowledge Transfer Partnerships, provides a template and guidance for drawing up the first version of your PDP.

The discipline of working to an evolving PDP is very worthwhile and evidence of doing so is increasingly demanded by professional bodies.

6.5 Formal Recognition of Your DevelopmentBy carrying out your project and taking advantage of the learning and development opportunities listed in this section, you will rapidly gain in confidence and develop new knowledge and skills. In order to focus your skills development efforts and to ensure others (such as potential employers) recognise your capabilities, you need to gain formal recognition of your achievements academically, professionally and as a manager.

The following sections explain how you can achieve recognition for your developing skills and achievements.

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6.6 Further Academic QualificationsYou are encouraged to make arrangements with your Knowledge Base Partner to gain a further academic qualification in your specialist field. The level and nature of the qualification will depend on your existing qualifications and the length and academic challenge of your project. Possibilities include a post-graduate diploma, a masters degree or a doctorate.

You should discuss the acquisition of a further academic qualification with your Knowledge Base Supervisor.

6.7 Recognition as a Professional in your SpecialismThe nature of your existing academic qualifications and of your work as a KTP Associate probably entitles you to become a member of the professional institution most relevant to your specialism. For example, engineers will be able to join one of the engineering institutions (such as the Institution of Mechanical Engineers, physicists can join the Institute of Physics, marketers can join the Institute of Marketing and IT specialists can join the British Computer Society.

You are encouraged to join the professional institution most appropriate to you. This will open up networking and educational opportunities as well as enabling you to start on the path of gaining professional recognition as, for example, a chartered engineer. Such recognition usually requires proof of knowledge and professional experience. The experience you gain by working on your project may well count towards the professional experience requirement, but gaining recognition of it is simplified if you join the institution concerned at an early stage and take account of its requirements.

Contact details of professional institutions are given in Annex 3.

6.8 Recognition as a Competent ManagerChapter 7 describes how KTP Associates are expected to develop management skills to the Management and Leadership National Occupational Standards. This can enable you to gain a professional management qualification and to make progress towards becoming a Chartered Manager.

Your plans for gaining formal recognition of your new skills and knowledge should be incorporated in your PDP.

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7. RESOURCES FOR YOUR DEVELOPMENTA wide range of resources is available to support your personal and professional development. Section 7.1 describes them and explains how to start using them.

7.1 Resources• The KTP Associate Development Course. All KTP Associates are required to take part in the

course, which is provided at no charge to your Partnership. The Course is designed to enable you to:

- acquire a comprehensive range of management skills, to a nationally agreed standard, which you will need to manage your Project and which will provide an excellent foundation for a career in any field.

- develop the skills and understanding needed to lead developing businesses

- plan your personal and career development

- provide you with the opportunity to gain a Level 5 Diploma in Management and Leadership.

Further details of the KTP Associate Development Course are described in section 8 and at www.ktponline.org.uk.

• Courses and other development opportunities to meet your specific, personal and professional development needs agreed by your Partnership’s LMC and financed from the Partnership’s Associate Development budget.

• KTP Knowledge – the web-based management learning system made available to you when you register as a KTP Associate. This provides learning material on any management topic you want to know more about.

• Study opportunities (such as short courses) on specialist subjects which may be available to you as an employee of the Knowledge Base Partner. You should discuss this with your Knowledge Base Supervisor.

• The Chartered Management Institute’s Management Information Centre. As a KTP Associate you will automatically be registered as a student member of the Institute and be able to access the Centre, which is a valuable source of management learning material. See Annex 2.

• Your Supervisors, who will be able to guide you within their areas of expertise and experience

• Your KTP Adviser, who will be able to advise you on maintaining good working relationships within your Partnership and how to plan your professional development in broad terms. In addition, your KTP Adviser will provide you with coaching and mentoring in support of becoming a competent manager and in particular in achieving the Level 5 Diploma in Management and Leadership qualification.

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8. DEVELOPING YOUR MANAGEMENT SKILLS TO THE NATIONAL STANDARD AND ACHIEVING THE LEVEL 5 DIPLOMA IN MANAGEMENT AND LEADERSHIP8.1 Learning to Manage to the National StandardsYou will need to develop considerable management skills in order to make a success of your Project and your future career.

The Management and Leadership National Occupational Standards are a nationally agreed framework to guide you in acquiring these skills, and the Associate Development Course provides a route to gaining a professional award, the Level 5 Diploma in Management and Leadership.

This chapter explains more about the process of developing management competence to the Management and Leadership National Occupational Standards and gaining the Level 5 Diploma in Management and Leadership.

Before you can begin you need to register with CMI via the KTP Programme Office. Details can be found on the KTP Associate Portal. Please note, if you do not complete your Diploma within 3 years from initial registration with CMI, CMI may ask you to pay a one off re-registration fee.

8.2 Learning to be a ManagerAs a KTP Associate, you learn the fundamentals of good management by participating in the KTP Associate Development Course and using the support provided by KTP Knowledge and your KTP Adviser. You have many opportunities to put your learning into practise as you manage

• yourKTPProject

• theprojectteamthatsupportsyou

• theresourcesthatyouuseforyourProject

• yourowndevelopment.

8.3 Performing to the National Management StandardsAll KTP Associates are expected to develop their management skills to the National Standards.

The Knowledge Base and Company partners in your Partnership were asked to specify, in the partnership proposal and grant application for your Partnership, how working on your project will give you the opportunity to practise the application of key management skills specified in National Standards. This requirement is reinforced when your Supervisors attend the New Partnerships workshop at the start of the Partnership.

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8.4 The National Management StandardsYou can view and download the National Management Standard at http://www.management-standards.org/

The Management Standards were produced following consultation with practising managers, employers and professional bodies. They define best practice in management.

8.5 Structure of the StandardsThe Standards are made up of Units, each of which concern a specific aspect of management such as Resource Management (Unit 5004) or Project development and control (Unit 5009)

For each Unit, the Standards define management best practice for the topic concerned.

8.6 The Management Skills Model for KTP AssociatesThe Level 5 Diploma in Management and Leadership Standards list 12 Units. The following nine Units have been selected as those which most closely reflect the key management skills that you will need to develop whilst you are a KTP Associate.

Unit Title

5001 Personal development as a leader and manager

5002 Information based decision making

5004 Resource management

5005 Meeting stakeholder and quality needs

5006 Conducting a management project

5007 Financial control

5008 Marketing planning

5009 Project development and control

5012 Being a leader

In addition, the Associate Development Course covers three KTP specific topics:

• IntellectualPropertyRights

• TheUseofDesigninaBusinessContext

• InternationalBusiness.

8.7 Induction to the Diploma ProgrammeYour KTP Advisor will take you individually through a personal induction to the KTP Programme as a whole, including an overview of the Level 5 Diploma in Management and Leadership – timescales, methods of assessment, delivery and assessment timescales, equal opportunities and appeals procedures, etc.

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8.8 Timescales for the Diploma ProgrammeYour Level 5 Diploma in Management and Leadership course will begin in month 1 of your KTP and will conclude in month 14 of your KTP.

The Table below shows timescales for the programme.

8.9 Online Module 1Your Level 5 Diploma in Management and Leadership training begins with Online Module 1.

This interactive online module will give you a valuable introduction to management principles that will be vital – both for the success of your KTP and for your future career.

8.10 Residential Modules 2, 3, & 4During months 3, 6, & 9 of your KTP project you will be attending a series of residential training modules.

Each of these will commence on a Sunday evening and will conclude at lunchtime the following Friday.

The 8 Units of the Diploma syllabus will be delivered during these residential modules.

Task Timescale

Module 1 (online) Month 1

Assignment 1 – Personal Development Plan Month 2

Module 2 (5 day residential) Month 3

Mini Project Month 3

Assignment 2 Month 4

Module 3 (5 day residential) Month 6

Assignment 3 Month 7

Module 4 (5 day residential) Month 9

Assignment 4 Month 10

Assignment 5 Month 14

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8.11 Preparing for the Mini-ProjectYou are expected to carry out your mini project in Month 3 of your Associateship. It should take about three days’ work and is designed to:

• introduceyoutoasmanyfunctionsandpeoplewithintheCompanyPartneraspossible

• complementyourmainproject(ratherthanbepartofit)

• providethebasisforyoutoprepareaformalwrittenreporttotheLMCandapresentationtobereviewed during Module 3.

The web-based module, An Introduction to the Knowledge Transfer Partnerships, provides guidance and formats for specifying your mini project.

8.12 Coaching & Mentoring SessionsAn extremely valuable component of your management training (and of the Diploma programme) will be the 1 to 1 coaching & mentoring sessions with your KTP Adviser.

If your KTP is 2 years or longer you will receive up to 8 coaching & mentoring sessions. These will normally take place immediately before, or after, your LMC meeting. If your KTP is shorter than 2 years, the number of coaching and mentoring sessions will be proportionately less. For example, on an 18 month KTP you would receive up to 6 coaching & mentoring sessions.

8.13 Online & Other TrainingThe KTP Knowledge information repository (www.ktpknowledge.co.uk) will provide you with extensive access to further learning, online support material and discussion forums.

8.14 Achieving Your Level 5 Diploma in Management and LeadershipYour Level 5 Diploma in Management and Leadership will be achieved by successfully completing each stage of the Diploma programme as outlined earlier (in section 8.8). Each of the assignments must be completed within the timescales specified.

Following your successful completion of each assignment you will be awarded the CMI Level 5 Diploma in Management and Leadership.

8.15 The Assessment ProcessEach of the 5 assignments listed in section 8.8 will be assessed by an experienced Assessor.

The assessments will be measured against the requirements of the Level 5 Diploma in Management and Leadership syllabus.

Each Associate is entitled to a 2 submissions per Assignment, and where required a 3rd submission for one assignment. Associates who achieve a pass on first submission of an assignment will receive a merit.

8.16 Quality AssuranceThere are strict quality controls on the assessment process. Once an assignment has been assessed it may be subject to internal verification at random.

The purpose of this is to have an internal verifier (senior assessor) confirm that he/she agrees with the decision made by the assessor.

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8.17 AppealsIf you feel that your assignment/project has been assessed unfairly, you can appeal to the Diploma Manager at the KTP Programme Office, who will normally respond within 30 days of receipt. If your appeal cannot be satisfied at that level, you have the right to refer it to CMI.

8.18 Time CommitmentYou will have to devote some time to the process of developing your management skills. This will be needed so that you can:

• assessandreassessyourlearningneeds

• acquireanymanagementknowledgeyouneedbeyondthatprovidedbytheKTPAssociateDevelopment Course (e.g. by using KTP Knowledge)

• undertakethenecessarywork-basedassignments.

Experience shows that this work is best done on a regular planned basis.

8.19 Becoming a Chartered ManagerFollowing receipt of a royal charter in 2002, the CMI has introduced the designation “Chartered Manager” for people who have appropriate management qualifications and experience and who undergo continuous professional development.

The Project Report you complete to achieve your Level 5 Diploma in Management and Leadership may also be used as your “Impact Submission” when applying for Chartered Manager status. Please speak with your KTP Advisor about this.

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9. COMPLETING YOUR ASSOCIATESHIP9.1 Your Final ReportIt is important that your Project should be completed effectively so that all participants gain the maximum benefit from it. At the end of your Project you are required to complete a KTP Associate Final Report and send it to the KTP Programme Office. The report gives your personal account of the Partnership and your achievements. It forms part of the overall final report on the Partnership, which contains the views of all the participants.

Your final report should reflect your personal views and does not require the approval of anyone else. However, it is good practice to discuss a draft version of your final report with the LMC for your Partnership.

The final report helps the government evaluate the return on its investment in the Knowledge Transfer Partnerships and provides feedback on the effectiveness of the management arrangements for the Partnerships.

Approximately five months before your Associateship is due to end, and again one month before the KTP Programme Office will remind you to produce your final report and provide a format for its production.

You will be able to present your final report to your Assessor as evidence of your competence to manage the closure of projects.

9.2 Associate CertificateIf you complete at least seventy-five per cent of your Associateship, the KTP Programme Office will provide you with an Associate Certificate when you submit your final report. This describes the role of KTP Associates, and gives details of your Project. This is intended to be a useful addition to your CV.

9.3 Premature Termination of Your AssociateshipIf your Associateship ends before your contract period is completed, for any reason, you should contact the KTP Programme Office’s Associate registration section.

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Annex 1Format for Executive Summary Reports to the LMCPurposeThe Executive Summary should provide the LMC with a concise, up to date account of the status of your Project relative to its objectives and to those of the KTP Programme. It should indicate the current and potential impact on the company, the Knowledge Base Partners and your development. It should be informative, understandable to a non-specialist, forward looking and aid decision taking. It is not a substitute for a full record of what has been done and achieved.

Preferred formatThe summary should be no more than two A4 pages (with appended Gantt Chart) organised under the headings 1 to 4 below and preceded by a title page.

0. Title Page• indicatethatdocumentisasummaryofyourProjectintheKTPProgrammebetweenthenamed

Company and Knowledge Base Partner

• includedate,referencenumberandyourname

• listpersonstowhomitwillbedistributed

1. Project Aim• statementofaim,objectivesandplanofyourProjectincorporatinganychangesagreedbytheLMC

since the Project was initiated

• statementofhowtheProjectfitsintotheKTPProgrammeandhowtheProgrammerelatestothefuture business plans of the partner company

2. Activity Since Previous Meeting• summaryofProjectstatusatpreviousmeeting

• comparisonofwhatwasactuallyundertakensincepreviousLocalManagementCommitteemeetingwith plan (Gantt Chart) agreed at previous meeting

3. Achievements to Date• recordofachievementsanddeliverablessincepreviousmeeting,includingprogressagainstProject

plan and against PDP

• recordofbenefitstotheCompanyPartnerandtoyou,theAssociate

• costbenefitestimatesofwhathasbeenachievedtodateincludingindicationsofaccuracy

• overallprogressagainstaimandobjectives

4. Proposals for future action• alternativeproposalsforanychangestoProjectplan

• estimateofcostsandbenefitsofproposedactions,withindicationoftheiraccuracy

• GanttChartshowingactions(includingtraining),keyoutcomesanddeliverables(withdates)forperiod to next meeting

• indicationofhowproposedactionsfitoverallProjectPlanandPDP

• statementofresourcesrequiredtoachieveplans

• trainingrequirements

• decisionsrequiredtoenableplanstobeimplemented

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Annex 2CMI and its Management Information CentreThis represents an extensive and authoritative source of information about management. It is available to all student members.

As a student member, you can borrow up to four books or pamphlets from the Centre at any time, for an initial four weeks, but this can be renewed twice by telephone. To do so, contact the loans desk by phone (01536 207400) or e-mail [email protected] with the title and author and your membership number.

All materials are dispatched by first class recorded delivery (requiring a signature). There is a charge of £2 for the first item and £1 for subsequent ones. The member has to pay for the return postage.

In addition to borrowing books and pamphlets, you can make contact with a researcher at www.managers.org.uk/researchreports, who will draw up lists of materials tailored to your requirements and order photocopies of journal articles.

Recommended ReadingThe following table gives details of books which will help you understand more about management topics. The table shows whether the books are available from the CMI’s Management Information Centre.

Subject to the agreement of your KTP LMC, funds from your training budget may be used to buy management text books.

Title Subject Author Pub-LisherAvailable From Mic?

Meeting Customer Needs

Internal Communications Marketing

Ian SmithButterworth Heinemann

y

Managing Information

Business Applications of IT (non-technical)

David A WilsonButterworth Heinemann

y

Personal Effectiveness

Covers MCI Personal Competencies

Alexander Murdock and Carol Scutt

Butterworth Heinemann

y

Managing PeopleManaging Self and Others

Rosemary ThomsonButterworth Heinemann

y

Managing Financial Resources

Costing, Budgeting, Pricing

Mick Broadbent and John Cullen

Butterworth Heinemann

y

The Management Task

Managing Performance

Rob DixonButterworth Heinemann

y

Managing Quality TQMGeorge Wilson, Philip McBride and Des Bell

Butterworth Heinemann

y

y = available from MICn = not available from MIC

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Recommended Reading

Title Subject Author Pub-LisherAvailable From Mic?

How to Get Control of Your Time and Your Life

Time Management Alan Lakein Signet y

Staying OKUpdated Text on Transactional Analysis

Amy and Thomas Harris

Pan n

The One Minute Manager

Tips for Effective Management

Kenneth Blanchard and Spencer Johnson

Fontana/Collins y

TA TodayTransactional Analysis

Ian Stewart and Vann Joinos

Lifespace Publishing

y

Body LanguageNon-Verbal Communications

Alan Pease Sheldon Press y

It's Negotiable Negotiation Skills Gavin Kennedy Arrow Books n

Write Right Effective Writing Jan VenoliaDavid and Charles

n

Team Roles at WorkPersonality Types and Teamwork

Meredith BelbinButterworth Heinemann

n

Assertiveness at Work

Oral Communication Skills

David R Stubbs Pan n

The People Side of Project Management

Good Coverage of Project Management Skills

Ralph Kliem and Irwin Ludin

Gower y

Managing ActivitiesExplanations of Management, linked to Standards

Michael Armstrong CIPD y

Goal SettingSetting Targets and Planning

Susan Wilson AMACOM n

Implementing Quality Through BS5750/ISO 9000

Quality Management David Irwin Thorogood n

Handbook of Management

includes Resource Management

Denis Lock Gower y

Everything You Need for an NVQ in Management

722 pages for £15 - good value!

Julie Lewthwaith Hawksmere y

Please Note: This list is not exhaustive and a library search by subject is recommended to find answers to specific needs.

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Annex 3Professional InstitutionsInstitute of Physics76 Portland Place, London W1B 1NT Tel: +44 (0)20 7470 4800, Fax: +44 (0)20 7470 4848 Web: www.iop.org

Institute of Biology1 Bierton Court, Spencer Hill Road, London, SW19 4ELTel: 020 8241 7499Web: www.iob.org

Institute of Mechanical Engineers30 Boileau Road, London, W5 3AH Tel: 0208 248 7641Web: www.imeche.org.uk

Institute of Chemical EngineersOne Portland Place, London, W1B 1PNTel: +44 (0) 20 7927 8200, Fax: +44 (0) 20 7927 8181Web: www.icheme.org

The Institution of Engineering and TechnologyMichael Faraday House, Stevenage, Herts, SG1 2AYTel: +44(0)1438 313 311, Fax: +44 (0)1438 765 562Web: www.theiet.org

British Computer Society1 Sanford Street, Swindon, Wiltshire, SN1 1HJ Tel: 01793 417417Email: E-mail: [email protected], Web: www.bcs.org.uk

Chartered Institute of MarketingMoor Hall, Cookham, Maidenhead, Berkshire, SL6 9QHTel: 01628 427500, Fax: 01628 427499Web: www.cim.co.uk

Chartered Management InstituteManagement House, Cottingham Road, Corby, NN17 1TTTel: 01536 204 222, Fax: 01536 201 651E-mail: [email protected], Web: www.managers.org.uk

Chartered Institution of Wastes ManagementLondon Borough of Camden Street Environment Services, 211 Arlington Rd Camden Town, London, NW1 7HDFax: 020 745 83808Web: www.ciwm.co.uk