CEO

Cybersecurity for Small Businesses

Description

Cyber attack! It’s in the headlines nearly every day. Cybersecurity, or lack of is affecting thousands of business and individuals daily. We don’t all have the benefit of an IT department to protect our daily operations. What can you do to protect against a cyber theft affecting your monetary, operations, client information, or intellectual property? Learn to analyze potential cybersecurity threats and solutions that can be applied to your and business. Understand how to manage cybersecurity measures that are critical to maintaining your business operations and continuity. Determine how and when to call in law enforcement for cybersecurity issues. Identify action steps that can be taken to protect your data, designs and drawings from security threats and data breaches.

Knowledge Level:

This course provides and introduction and basic information to assist you in the cyber protection of your business.

Program Design:

This instructor led session is designed to be delivered on-line in a 1 hour time frame, or in-person in a 1.5 hour interactive format. While there will be time for questions the focus will be on understanding the fundamentals, functions, comparing and contrasting various scenarios.

Learning Objectives:

At the end of this program you will be able to:
1. Correctly classify the type of attack as one of: physical, remote, phishing, malware, or social engineering - given an attack scenario.
2. Correctly classify the scenario as a primary data breach or not - given an information exchange context and scenario.
3. Design an example social engineering attack, including fictitious company, information target, sample script, and fallback exit.
4. Search online for resources (keywords, context) and identify which ones are appropriate / helpful for a given need, purpose or situation.
5. Differentiate various Shareware and social media - impact, importance and pitfalls.

This Course is Recommended:

• Online for individuals or small work teams.
• For Regional, State or local association events.
• To support a firm's or small business Talent Management efforts.
No participant minimum required to book this session.

Faculty

Katin Imes is an experienced software developer, project manager, and a UX/systems designer. His passion and mission is creating access to the skills, tools, and knowledge that let people thrive in the Information Age. Specialties include: social networking software systems, online courses and LMS (Learning Management Systems), CMS (content management systems), online communities, e-commerce, Drupal, and Open Source. He has developed and managed web systems since 1996, the earliest days of the web, including server operations, hosting, security and encryption, e-commerce, and advanced back-end functionality.

Learning Objectives Simplified: Check out the New Bloom’s Taxonomy Tool

Candle Flame

The tool is simple, easy to understand, and easy to use. If you are the course designer, a trainer, an instructor, or the firm's Learning and Development Coordinator, Manager, Director or the CLO - this tool will make your professional life a little easier. If only this tool had been available during the past 30 years.

I would like to thank the Center for Excellence in Learning and Teaching (CELT) at the University of Iowa for posting on their website the Model of Learning Objectives. This model was created by: Rex Heer, Iowa State University.

Sharing this tool with my professional peers who are working in the A/E/C design industry, this is probably the best gift I can offer for the New Year. Try it for yourself; I think you will like it.

Taxonomy for Learning, Teaching, and Assessing: A revision of Bloom’s Taxonomy of Educational Objectives.

If you have trouble accessing the interactive Flash-based model the content is available in a text-only table.

Instructional Method: A Professional Action Plan

Learning contracts do not need to be complex. A number of years ago when I was involved with the AIA/CES Firm Leadership Symposium we needed to a simple method for an after-training-support-by-the-faculty. The process and tool we developed was simple. At the beginning of the workshop we would spend a few minutes explaining that each participant would be expected to identify at least one goal that they would like to accomplish after the workshop was over and they returned to their work environment. The action plan exercise was always planned at the end of the workshop so should that should they choose, the participants could include some of what they learned during the workshop into their action plan.

First we would discuss the purpose of the action plan. We would provide each participant with a Leadership & Learning: Professional Action Plan worksheet. The worksheet was intended as a simple structured outline for developing an individual action plan. Each participant was expected to identify at least one goal or action that they wanted to complete. The Leadership & Learning: Professional Action Plan required that the participants respond to 7 questions:

What is the goal?
What are the strengths related to achieving the goal?
What obstacles are we likely face?
What opportunities would likely be present?
What resources would they need?
What action steps are needed to complete the plan?
What were the related timelines?

First the participants would work to complete their own action plans. Additional time was then set aside to work in pairs - sharing with each other their goal and how they intend to accomplish it. At the end of the exercise participates exchanged POC information and committed to contacting each other after 30 days and again after 60 days.

The group faculty member or facilitator can become as involved after the event as appropriate. For those who did make contact at the 30 day mark, most went on to complete their goals. This process can be accomplished on-site, on-line or as a blended approach. I have since used the action plan approach successfully at the executive, manager and supervisory levels, and in both the private and public sectors. Hope this provides you with enough information. If you would like a free WORD copy of the worksheet just contact me directly at tlowther7@gmail.com.

After the Storm- A Plan for Renewal

Lowther7, LLC Sunset photo of a gazebo in Sanderling, NC

The challenge: How can we survive right now and prepare to thrive as a relevant business for the future? The answer: Channel resources toward organizational and professional development renewal.

By Guest author Sonja H. Winburn, SPHR.

Industries serving the built environment continue to weather a perfect storm: a tough economic climate, new technologies, and varying delivery systems. The tension between the way we have done our work in the past and the way it will need to be done in the future is causing firms to feel disconnects and dilemmas in all operational areas. There is fear, confusion and ambiguity in how leaders need to lead and carry their firms forward. This indicates that organizations need to create and communicate a new vision for their new reality and then realign their business model to match the new direction. In order to accomplish this, firms need to define where they are now and where they want to go in the future.

Firm Leaders need to be able to see and communicate clearly the changes they wish to make and the activities that may need to be eliminated. One way to start defining your needs is by challenging some of the assumptions held from the past. As we look over our shoulders and examine current dilemmas in light of past assumptions, the disconnection between them can be seen. Similarly we can look ahead, reviewing the current state of affairs in terms of the new environment and then make connections to new needs. Such efforts can only be accomplished if we can see and highlight the gap between the current reality and where to go from here. Then translate the change to the people that will need to carry out the strategy. Then the firm and its people can change and realign with the leaders newly defined path.

This kind of organizational change has to be addressed holistically. Plans for redirecting or reshaping an organization have to be purposeful, systemic, and coordinated. A new vision, ideas about innovation, attitudinal changes, and appropriate process changes all need to be aligned and communicated in a renewal plan. The plan should address what services we provide and to who, how we will lead and develop people, how to achieve operational excellence, and then utilize resources effectively. When we accurately describe our strategic goals and current reality, and then line up our resources to close the gap between them, we can move ahead with confidence.

Terminology from the industrial environment separated organizational development from individual profession or employee development. A/E/C leaders do not make this distinction and it hinders communication and holistic system change and planning. A successful plan will address both your organizational plan and include how this should impact the new skills and information needed by staff to be productive in their work. The implementation of the strategy must permeate employee selection and development, the orientation processes, skills training, manager’s mentoring, and the relevant education of your business along with the relevant issues in the markets of our clients. In other words this is an entire system “upgrade”.

Your renewal plan’s implementation map will look like a spider web that runs through all efforts and activities. For example, how do you now communicate with people on important information? All firm systems should be examined for more effective ways to access any needed information quickly and easily. Utilization of an intranet or a company Wiki to capture and disseminate knowledge and changes, or the use of VOIP options such as Skype to help facilitate long distance communication, are inexpensive ways of improving the effective use of time, people, and resources. Firms can also use forums and lessons learned sessions to share problems and solutions. There should be opportunities that require face to face interaction as well as the use of blogs and the standardization of project documentation. There is no replacement for face to face interaction because business is about relationships and trust. It takes time and personal interaction with those you work with to develop this kind of trust. Also remember to apply more than one method to reach target audiences because of differing experience levels and generational communication preferences.

As a starting point for developing a renewal plan:

1. Put forth the effort to discuss your business issues, markets, disconnects etc. with those in your organization that know the current environment and markets.
- Choose this group carefully. Rethink who can and will contribute in terms of defining the current and future needs of “your” business.

- Center your discussion on what your people need to know today to be more effective.

- Topics should include markets, operations, people, project management, technology, research and innovation, etc.

- Document the discussion and highlight any ideas for change or improvement.

2. Focus on the real and current client and business needs first.
- Correctly and honestly identify the issues that come out of this discussion. This will determine if your plan will impact and change your effectiveness as a firm.

- This effort should lead to ideas that will have full system impact, process changes in the way you market, manage projects and define subjects for an employee education plan.

3. Choose a champion.
- Make sure this is someone you will allow to take the time to work on this.

- Someone that understands learning theory and people.

- A person that really believes in the process and cares about the outcome.

- Someone that has a good understanding of the resources and can allocate them for this kind of effort.

4. Develop and document a formal plan.
- Commit to it.

- Designate responsibility to appropriate staff and set timetables.

5. Align defined implementation strategy with the resources you can afford and have available.

After you have established your needs, do what you can today with what you have today. Don’t wait until you have it all worked out.

In the past, one of the primary obstacles to establishing and completing this kind of planning effort was finding the time to devote to implementation. The people most qualified to take on such an effort are the same people wearing the project and managerial hats. When a conflict between the urgent project need and the important strategic need arise, the immediate project wins. The trick here is to either elevate in your mind the value of your strategy needs or to minimize in terms of your use of resources the conflicts by allowing someone with the proper skill set to hold this as a primary responsibility.

Another obstacle connected to having our project managers and our leaders combined in the same individual has hindered the development of good and relevant content for programs and training for the needs of the A/E/C environment. As technology and information sharing explode there are now ways to get this content at reasonable costs.
As a result of converging macro environment factors, the recognition by multiple design practices that this is the perfect time to leverage sustainable design and the LEED building certification process, together have allowed the USGBC to offer some ground breaking choices for firms. The education arm of the USGBC has developed case studies on green buildings and also provides content subscriptions. that are available for purchase, thus providing good and relevant content for at least this one area of possible program need.

Most small to mid size firms do not have people on staff that can facilitate this kind of holistic change or focus on the individual development components of the system. After you have specifically defined your needs you may need to seek help from outside resources in terms of outside consultants to help with implementation or program content development, facilitators, etc. But someone internally needs to be tasked with primary focus of the development of staff and their alignment with the newly defined vision.

If your firm develops this kind of holistic plan then you will feel more comfortable with your ability to deliver improved service that can impact fee and/or profit. The resulting changes will have elements to capture and communicate the strategy needed, then search for appropriate solutions to business and project needs, and somehow stretch the searching and communication into a continuous process. The new business system model itself should also hold people accountable to a defined, well-communicated specific set of expectations. Research shows that when people accurately understand what the firm expects of them and they have the right skills to execute it then performance does improve sharply. A comprehensive plan for renewal will translate into better project performance and more credibility with clients and staff.

Sonja H. Winburn, SPHR. is an HR and Business Operations Consultant for her firm “People and Solutions” Sonja helps organizations serving A/E/C organizations with organizational planning and implementation strategy. You can contact Sonja at sdhwinburn@bellsouth.net

What Are the Differences Between the CEU and the ILU?

Photo by Lowther7

The Continuing Education Unit (CEU) was developed by the International Association for Continuing Education and Training (IACET).
The International Learning Unit (ILU) was developed by the the Learning Resources Network (LERN).

The CEU has been widely used for several decades.
The ILU has been used since the early 2000’s

The CEU was designed to address issues of the industrial age.
The ILU was designed to address issues during the “Age of the Internet.”

The CEU is a measurement of education units based upon time, specifically - seat time in class.
The ILU is a measurement of education units based upon based upon competency to measuring learning.

The CEU emphasizes that the professional/participant/student is in the classroom while a qualified instructor delivers his/her presentation.
The ILU emphasizes that the professional/participant/student learns the material while a qualified instructor delivers his/her presentation.

The CEU measures the length of the class, the time from start to finish.
The ILU requires an outcome based competency with a minimum result of at least 80% or better.

The CEU has difficulty measuring time on some eLearning platforms.
The ILU accommodates all platforms when measuring competency and skills.

Remember, not that one is good or bad but there are differences between the CEU and the ILU. And now it is your turn to add to the list:

The CEU is different from the ILU in that….?

The ILU is different from the CEU in that….?

Placement By Design

"PLACEMENT BY DESIGN, Inc. is an A/E/C Design Industry-focused career placement and consulting services firm, specializing in the placement of technical and non-technical A/E/C industry professionals. Our mission is to join design firms and design professionals together - resulting in quality placement services for satisfied employers and employees.

SERVICES:

Firms -First key to unlocking the secrets of a quality education program

Photo by azwaldo via Flickr

At first glance it should be rather easy to determine if professional development and education is really supported by the firm’s leadership. The leaders from every firm that I have ever worked with say that staying in business requires that the staff is continually learning. These leaders state that they must learn just to stay current. I would agree with all of them, just by living and being exposed to new experiences – you will learn new things. Living as your learning model however does not mean that you have learned the right things or that what you learned will improve your business. And this approach to learning does not support the practice that the firm has a learning culture.

I generally divide firms into one of three categories. Most professional firms are small frequently 3- 5 persons. If a firm has less than 50 employees – which is the majority of professional firms - they are lucky be able to assign education duties to a staff member on a part time. When the firm reaches between 50 - 250 staff that part time person becomes full time somewhere at the point where the staff reaches about 100. A second staff member may be assigned full or part time when the staffing level reaches about 150 -200. Both of these firm categories are finding some relief in the growing use of online learning options that are now available.

Then there is the professional mega firm, those who have a staff of over 250. Those mega firms that are truly committed to a professional development culture will bring in a learning management expert to head the professional development department. These positions are often found under HR or marketing. Both of these firm categories are finding some relief in the growing use of online learning options that are now available.

However, regardless of the size of the firm, an education program will not work effectively or efficiently if it is just an afterthought or an add-on program. Only by involvement of a firm partner or firm principal participating at the highest decision making level will education play an appropriate key role in the overall business operations of the firm. To achieve a level of delivering quality education, the firm leadership must think strategically. This means that they commitment long term, through the highs and lows of the business cycles. Continuing professional education is not free so integrating staff development into the business plan is critical. It should not be about just meeting hours to fulfill a license or credential requirement. There must be clear education goals and objectives since the firm is already investing dollars to meet the basic requirements.

Professional firms were making advancements in the development of strong internal educational programs until the down economy hit hard. With continuing professional education requirements still in place these same firms still need to maintain their requirements, license and certificates. Firms of all sizes have had to cut their internal staff those they had to support their education efforts. With strong leadership the firms do not have to cut back on quality, they just need to be smarter. Now more than ever is the time for visionary leadership and commitment to learning.

Commitment - A key to unlocking the secrets to establishing a quality education program

The first key to unlocking the secrets of building a quality education program within your organization is to gain commitment and support internally. It must start at the top of the organization. But in order for your education program to achieve excellence it will need more than just senior level support. For the program to be truly outstanding it needs senior management’s involvement in creating and sustaining the organization’s educational direction, performance, and focus. This includes the development of a strategic process that ties education into the overall business plan of the organization. The education program will not work effectively or efficiently if it is just an afterthought or an add-on program. Like any business, to achieve quality you need to think strategically which includes a long term investment of time, involvement of people and investing of dollars. To be successful the education program must be integrated within the working foundation of the organization. In order for the strategic process to be maintained and succeed there must be a buy-in, a commitment at all levels of the organization. This means there are no lasting quick fixes.

Leadership Involvement summary includes:
1. Senior leaders set direction and seek future educational opportunities.
2. Leadership addresses performance expectations and long-term commitment.
3. Leadership is involved in the education program’s overall performance.
4. Leadership takes into account the educational needs and expectations of all key personnel.

Demonstration of these elements by the senior management and you are taking your first steps to building a successful program.

Chief Learning Officer (CLO)