addressing ict entrepreneurship empowerment in response to statement of work on technologies and...

8/6/2019 Addressing ICT Entrepreneurship Empowerment in response to Statement of Work on Technologies and Management Tools for Digital Villages

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IBM Corporate Service Corps (CSC)Kenya Team1 Sub Team 3

Addressing ICT Entrepreneurship Empowerment in response to

Statement of Work on Technologies and Management Tools forDigital Villages

Final Report

October 15th, 2010


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IBM Corporate Service Corps in Kenya ICT Entrepreneurship Empowerment

Table of Contents

1 Executive Summary 32 Sub Team 3 Assignment Overview 5

2.1 Sub Team 3 52.2 IBM 62.3 IBM in Kenya 72.4 Corporate Services Corps (CSC) 72.5 CSC In Kenya 8

3 Key Observations 94 Recommendation 11

4.1 Standardisation of technical platform 114.2 Standardisation of business processes 174.3 Enablement beyond initial training 184.4 Definition of a continuous support framework on technical andbusiness topics 21

Appendix A: Tools & Templates 23Pasha Customer 23Pasha Manager 28KICTB Central Support and Pasha Managers 32

Appendix B: ICT Entrepreneurship Enhancements 32Appendix C: Enablement Roadmap Template 32


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1 Executive Summary

The IBM CSC Kenya 1 Team was assigned the work of defining a strategy,identifying key IT enabled services and creating an enablement plan for theDigital Villages Project, as envisioned by the Kenya ICT Board (KICTB).

The Digital Village Project supports Kenyas Vision 2030 and addresses the

disparity between urban and rural areas through Government e-services delivery,ICT training and enablement and job creation and revenue generation. TheDigital Village ecosystem includes various CBOs (Community BasedOrganisations) , NGOs, Telcos, churches, co-operatives, development partners,cyber-cafs and Pasha centres. The Pasha centres are a critical subset of theDigital Village Project and are supposed to be the flagship/centre of excellencefor other Digital Villages to emulate. They are also expected to have distinct andinfluential role in overall Digital Village strategy. The Pasha centres are driven byKICTB and funded by the World Bank. The target is to have 210 Pasha centres

by the end of 2012 (one per constituency).

The IBM CSC Kenya 1 Team consists of 11 team members, who were dividedinto three subgroups to achieve the objective defined above:

Sub Team 1: Strategic Positioning of Digital Villages as Centres for RuralEmpowerment and Development

Sub Team 2: Strategic Framework: Rural IT Enabled Services (ITES) forDigital Villages

Sub Team 3: Empowering Entrepreneurs to Successfully Operate theirDigital Villages


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The three sub teams, aided by the NGO partner Digital Opportunity Trust (DOT)

and IBM East Africa, spent 4 weeks in Machakos, Kenya. During their stay, theyinteracted closely with members from KICTB as well as Pasha centre owners fordata collection. Each team used different methods to define their own set ofrecommendations. The recommendations provided by sub team 3 revolvedaround the following points:

For the Pasha centres to overcome the competition offered by the otherDigital Villages, they need to differentiate themselves via quality and servicesoffered

Central support and enablement on technical and business topics is required

to support growth to advanced centres providing complex services

The key recommendations provided by sub team 3 were the following:

Standardisation of Technical Platform

Guidelines should be defined to standardise the workstation softwarebetween centres, in order to provide a consistent customer experience,simplify technical support, and support the expansion of bouquet of

service to advanced centres

New or recent quality hardware should be acquired using KICTB supportand the revolving fund provided by World Bank, to improve customerexperience and reduce power consumption

Standardisation of Business Processes

Business processes should be standardised through training, supportedby a common toolset made of software and templates, in order to support

the growth of business to advanced centres and allow the creation of acommunity of managers with similar practices

Empowerment beyond initial training

An enablement roadmap should be defined for development ofentrepreneurship and technical skills. The existing ICT Entrepreneurshiptraining should be expanded and converted to online self-paced modulesand additional optional technical and business enablement should be

provided. Also ICT Entrepreneurship trainers should participate in alonger mentoring program to ensure quality of instructors

Definition of a continuous support framework

Continuous support is required for enablement beyond training. A centralsupport structure should be available for technical issues. A PashaManagers community should be encouraged to provide support and best


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2 Sub Team 3 Assignment OverviewSub team 3 was tasked with reviewing and proposing tools and training tosupport the Digital Village initiative championed by the Ministry of Information andCommunications (MoIC). This initiative is specifically aimed at developing locallevel entrepreneurship in digital villages in the rural areas as centres fordevelopment. This project included evaluation of software, programs and tools asa well as training programs on the technologies. The technologies will provide awide range of services to digital villages including content creation platforms,

sustainable management tools for entrepreneurs, data capture tools and so on.

2.1 Sub Team 3

Sub team 3 was comprised of the following IBM Corporate Service Corps (CSC)Kenya team 1 members:

Name Country Job Title Expertise and

skill

CherylThrailkill

United Statesof America

TechnicalSalesEnablement

Technicaltraining,projectplanning,contentcreation

LosGuillemaille

France ManagingConsultant,SAP Practice

Businessprocessdesign andERP insupply chainareas

RafaelLavezzo dosSantos

Brazil CustomerFulfillmentTeam Lead

Processworkflows,team andpeoplemanagement,business


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2.2 IBM

IBM (International Business Machine) was incorporated in the United States ofAmerica in 1911. Today, IBM has more than 407,000 employees in over 200countries, with an extensive suite of Information Technology products andservices and revenues of over $103.6 billion.

IBMs business is based on some values which go to the very core of how thingsare done. We at IBM believe very strongly in:

Trust and Personal Responsibility in all Relationships

Dedication to Every Client's Success

Innovation that Matters for our company and the worlds

IBM is organized to address the realities of todays business and IT marketplace.Our primary business operations include the following:

Services

Technology

Hardware

Software

Research

Financing


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2.3 IBM in Kenya

Kenya is the fastest growing country in East Africa, with a predicted GDP growthof 4.2% for 2010. The Kenyan government has a pro-business stance, withforeign investors receiving the same treatment as locals. This has helped Kenyashow better resilience to the otherwise tough economic conditions of the recentpast, compared to its other sub-Saharan African neighbours.

IBM Kenya is the regional hub of IBM East Africa, which is a fully fledgedsubsidiary of IBM Corporation and constitutes of Kenya, Tanzania, Uganda,

Ethiopia, Rwanda and Burundi. IBM conducts its operations in Kenya (and therest of East Arica) through Business Partners (3 tier 1 and 14 tier 2 partners). TheEast African team has about 28 people across GTS, SWG, STG and S&D.

The top 3 business priorities for IBM in Kenya are:

1. Geographic expansion

2. Grow revenue

3. Develop relationships with key influencers

The main industries for IBM Kenya are:

1. Telco: Mobile telecommunications operators are actively involved in thegrowth of other sub sectors in the ICT industry in Kenya

2. Financial Services Sector: Kenya has a well developed banking sector and afast growing insurance sector.

3. Government: The Kenyan Government aims to digitize all governmentdepartments in order to improve operational efficiency and service delivery tocitizens.

The Kenya ICT board is the largest influencing body in the Government Sector.IBM involvement with ICT Board and the Government of Kenya (GoK) is in thefollowing areas:

1. Infrastructure of the National Data Centre

2. Lotus Notes as the email platform for the government departments

3. Partnerships in ICT Board Events and e-government activities

IBM is making an attempt through the CSC program to help the ICT Board in itscurrent focus of optimization of existing IT investments. This partnership feedsdirectly into the Digital Villages Project which is part of the Vision 2030 for the


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2. Raising global standards in education

3. Broadening cultural awareness

4. Promoting openness and transparency

The Corporate Service Corps program brings together teams of IBM leaders witha diverse set of skills from around the world and different business units. Theseteams are placed in growth markets to tackle important social and economicissues in collaboration with Non-Government Organization (NGO) partners fromaround the world. These IBMers are assigned to work on projects of significantvalue in different countries with four weeks of the project taking place in country.

These teams are expected to tackle real societal, educational and economicchallenges, while at the same time experiencing a diverse cultural perspectiveand enhancing their skills and leadership.

2.5 CSC In Kenya

Digital Opportunity Trust (DOT) has been selected by IBM as a globalimplementation partner for the CSC program. They have partnered with IBM inTurkey, China, Egypt, and now in Kenya to implement the CSC program.

In Kenya, DOT is working with the Ministry of Information and Communicationand the Kenya ICT Board as in-country implementation partners. DOT will placeIBM leaders with Kenyan stakeholders to work with the Ministry of Informationand Communication and the ICT Board on Kenyas Digital Villages strategy.Currently, three perspectives for work on digital villages have been identified:

1. Strategic - developing a national strategic plan for digital villages

2. Tactical - rural business process outsourcing3. Operational technologies, tools, software and management

entrepreneurship in Digital Villages for sustainability as well as marketing

Potential project assignments correspond with priority areas identified for the IBMCorporate Service Corps program in Kenya. These priority areas include, but arenot limited to:

1. Local governance and community economic development2. Private-public-NGO collaborations to support economic and social

development

3. Entrepreneurship and small business support and training

4. Energy and environment


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3 Key Observations

This section focuses on the current situation as assessed by Sub Team 3.

Three key areas were assessed:

Centre infrastructure

Existing support

Current business processes

This assessment is based on interviews conducted with key stakeholders anddetailed review of existing ICT Entrepreneurship training materials. Theinterviews were conducted over a two month time span with various stakeholdersincluding:

Digital Opportunity Trust (DOT) associates

Kenya ICT Board (KICTB) members

Intelecon consultants Digital Village/Pasha centre managers in Meru, Kangundo, Mukuru Slum and

Excel Girls High School

The interviews with the Digital Village/Pasha centre managers were conductedonsite. This interaction gave Sub Team 3 the ability to evaluate the existinginfrastructure first hand. The key findings for infrastructure and support include:

Second hand hardware received mostly through donations

Diversity of software used

Windows or Linux OS (no platform standardization) Internet Explorer or Firefox web browser MSN messenger, Yahoo messenger, Skype or other messaging software Microsoft Office or Open Office suites Free antivirus such as Avast, Antivir or none

Internet connection through ADSL or radio integrated in a LAN, no Wifi orWimax

Training and support received

Initial KICTB training received in Meru and Mukura Pasha centres,


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Central support and enablement requiredto support growth to Advanced Pasha centre

Skill demonstrated, internal staff managehardware and software maintenance

Many different software used

Technology

Tools or template required to supportgrowth to Advanced Pasha centre

Accounting done in Excel in Meru andKangundo

Accounting andFinance

Tools or template would help to supportgrowth to Advanced Pasha centre

Missing guidelines on hiring and definingsalaries

Human Resources

Tools or templates required to support theservices provided

Enablement to be provided oneGovernement services

Paper registry used for tracking time andbilling customers in Meru and Kangundo

Missing information on eGovernementservices available to market in Meru

Operations andcustomer service

AssessmentFindings and feedback received

Marketing and Sales

Business planning

Consistent branding should be defined

Value proposition of Pasha centre should

be reinforced (differentiation by quality)

Skill demonstrated in Meru and Kangundo:differentiation through branding (Pasha logo)

and quality (ADSL) at a price aligned withcompetitors

Existing training to be enhanced

To be reassessed after first round ofbusiness plan review with banks

KICTB / Intelecon template exists

Evaluation of existing training indicatesareas with deficiencies

Central support and enablement requiredto support growth to Advanced Pasha centre

Skill demonstrated, internal staff managehardware and software maintenance

Many different software used

Technology

Tools or template required to supportgrowth to Advanced Pasha centre

Accounting done in Excel in Meru andKangundo


Tools or template would help to supportgrowth to Advanced Pasha centre

Missing guidelines on hiring and definingsalaries

Human Resources

Tools or templates required to support theservices provided

Enablement to be provided oneGovernement services

Paper registry used for tracking time andbilling customers in Meru and Kangundo

Missing information on eGovernementservices available to market in Meru

Operations andcustomer service

AssessmentFindings and feedback received

Marketing and Sales

Business planning

Consistent branding should be defined

Value proposition of Pasha centre should

be reinforced (differentiation by quality)

Skill demonstrated in Meru and Kangundo:differentiation through branding (Pasha logo)

and quality (ADSL) at a price aligned withcompetitors

Existing training to be enhanced

To be reassessed after first round ofbusiness plan review with banks

KICTB / Intelecon template exists

Evaluation of existing training indicatesareas with deficiencies

During the interviews, Sub Team 3 focused on six business process areas:

Business planning Marketing and sales

Operations and customer service

Technology

Accounting and finance

Human resources

The business process assessment includes findings, feedback received, and anassessment of the current situation. For each area, a state of readiness isindicated. A ready state of green means the area is sufficiently covered with theexisting tools and training. A ready state of yellow means the area is partiallycovered, but needs enhancements. A ready state of red means the area needssignificant enhancements.


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4 Recommendation

This section focuses on the overall recommendations of the team.

It has been divided into four primary categories:

Standardization of technical platform

Standardization of business processes

Enablement beyond initial training

Definition of a continuous support framework on technical and businesstopics

4.1 Standardisation of technical platform

We recommend that KICTB define guidelines for all the Pasha centres to deploy

a standard set of software on their machines. This standardisation will help in thefollowing ways:

It will provide a consistent customer experience across Pasha centres,regardless of the location of the Pasha centre

The task of providing technical support to all the Pasha centres from acommon body will be much simpler if all the Pasha centres use the same setof software.

It will be easier to expand the bouquet of services offered by the Pashacentres when they grow to Advanced Pasha centres

There is also a need to upgrade the existing quality of hardware available in thePasha centres. The Pasha centres should work towards acquiring new andrecent quality hardware with the support of KICTB, and using the revolving fundprovided to them for starting or upgrading their centres. Good quality of hardware

will help in the following ways:

It will go a long way in improving the customer experience, in terms of speedwith which any computer related services can be accessed by the user

Reduce power consumption, which will directly translate to lesser electricitybills


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Software selection matrix

We defined a set of parameters to be considered during our survey of tools, sothat we can arrive at the right tool selection for a particular category.

The following is the list of criteria, with possible options, which were used forselection of tools:

Architecture

Windows / Linux standalone: The complete workstation toolset should beavailable for both operating systems

Web based: Preferred solution for quick roll out in centres with low ITskills

Client / server on premise: With heavyweight or web client License

Free or open source software: Preferred Commercial software: With moderate license price

Language

Swahili and English English only

Support

Editor based, with assessment of level of support provided Community based, with assessment of size of community and level of

activity

Evaluated as High / Medium / Low Training and documentation

Availability of detailed documentation for use and training Evaluated as High / Medium / Low

Breadth and Depth of Functionality

Evaluated as High / Medium / Low Ease of use


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Proposed Tools and Templates Categories

Pasha Manager Central SupportPasha Customer

Office suite

Web browser

Instantmessaging,VoIP andVideo

Publishing

Imaging

Audio and

Video Video

Recording

CD Burning

Cyber CafeManagement

WirelessHotspotManagement

Collaboration

Web sitedevelopment

Community

content eCommerce

Survey software

Internet Radioand TV

Antivirus

BusinessPlanning

Marketing andSales


HumanResources

Communitycontent

Collaboration eLearning

Videoconferencing

Remote access

IT assetmanagement

Networkmanagement

Issuemanagement

Tools and templates categories

The categories for tools and templates were determined, keeping in mind thefollowing profiles of users:

Pasha Centre Customer

Pasha Centre Manager

Central Support and Pasha Managers: The Central Support could beprovided by KICTB directly or by a third party outsourced organization

The following chart shows the categories of tools and templates recommendedfor the user profiles mentioned above. More details about the tools recommendedunder each category have been provided in the later part of the document.


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Recommended tools by user profiles

The complete list of tools studied with evaluation, comments and homepage URLis provided in Appendix A.

Pasha Customer

Office suite

Open Office with Swahili locale and dictionary

Web browser

Mozilla Firefox with Swahili locale Instant messaging, Voice over IP and Video

Google Chat, free, plugin available for voice and video Publishing

Scribus, open source equivalent to Adobe Pagemaker Imaging

GIMP for pictures editing, open source equivalent to Photoshop Inkscape for vector image and banners, open source equivalent to Adobe

Illustrator

Audio and Video Player

VLC player, open source versatile media player Video Recording

Windows Movie Maker for Windows, free Kino for Linux, open source

CD Burning

Final Burner Free for Windows, free K3B for Linux, open source


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Pasha Manager

Cyber Cafe Management

Cyber Cafe Pro for Windows, free with ads, include point of sale andemployee timesheet management

Mkahama for Linux, open source solution for management of bothWindows and Linux workstation

Wireless Hotspot Management Hot Spot System, revenue sharing, web based solution only requiring

installation of a specific firmware on a wireless router

Zeroshell, open source solution requiring a Linux server Web site for collaboration

Google Apps / Sites / Groups, already used by KICTB

Web site development easyPHP, complete open source web development suite includingApache, PHP, MySQL and support for plugin such as Joomla

Web site for community content

Joomla, open source content management system, already used byKICTB

Web site for eCommerce

Shop Factory eTrader, web based design tool and hosting provider Survey software

Surveymonkey, web based solution with free limited version Limesurvey, open source Linux solution

Internet Radio and TV

Youtube, web based Icecast, server based alternative allowing local broadcasting through Wifior Wimax without internet connexion

Antivirus

Avast for Windows


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Central Support and Pasha Managers

Web site for community content

Joomla, open source content management system, already used byKICTB

Web site for collaboration

Google Apps / Sites / Groups, already used by KICTB eLearning

Moodle, open source training management system already used byKICTB

Videoconferencing

Webex, web based solution already used by KICTB LotusLive, alternative solution

Remote access and Desktop sharing

TightVNC, open source server based solution IT Asset Management

Spiceworks, free with ads web based solution SME toolkit template, to be used pending Spiceworks roll out

Network Management

Spiceworks, free with ads web based solution Issue Management (ticketing)

Spiceworks, free with ads web based solution


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4.2 Standardisation of business processes

Business processes should be standardised through training supported by acommon toolset made of software and templates in order to:

Support the growth of business to Advanced Pasha centres

Allow the creation of a community of Pasha Managers with similar practices

The complete list of tools and templates studied with evaluation, comments andhomepage URL is provided in Appendix A.

Tools and templates recommendations by business area are:

Business Planning

The already existing business plan template provided by KICTB can becompleted by tools and templates from SME toolkit

Sample business plans

Business plan checklist

Starting a new business checklist

Marketing and Sales

For online communications and advertisement, a simple and efficientmethod is to use the popular social networks in Kenya:

Facebook

Twitter

For paper communications and advertisement, generic template shouldbe created with Pasha logo for

Marketing poster and billboards

Office stationary (letter, fax)

Accounting and Finance

An accounting software is required to keep track of revenues andexpense in a more organised way than with the current paper register andExcel spreadsheet

Turbocash v3: Windows, open source, already used in Kenya andwith commercial support provided from South Africa

GNU cash: Linux, open source


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4.3 Enablement beyond initial training

The third key recommendation is to extend the enablement of the ICTentrepreneurs beyond the initial training. This goal can be accomplished byenhancing existing material, creating new material, leveraging material from othersources and improving the Train-The-Trainer program.

The current ICT Entrepreneurship training provides a good framework, but can beenhanced to provide more depth and breadth. The following changes to theexisting ICT Entrepreneurship training should be implemented:

Clearly state the objectives of the class and each module

Standardize the module format

Reorder modules/topics

Enhance existing modules

Add new modules

Defining clear objectives within a course is a best practice that helps ensureexpectations are met. The objectives should be written such that the studentsknow what they will be able to do after completing the class and each module.Here is an example of a course abstract with objectives:

The ICT Entrepreneurship Training programme is designed to preparemotivated ICT focused entrepreneurs to run a flagship digital village centre.The training programme will cover an overview of the KICTB and PashaInitiative and the following key areas required to run an ICT business:

Entrepreneurship & Self Employment

Characteristics of Successful Entrepreneurs

Business Creation

Record Keeping In Small Business

Quality & Research

Legal Aspects of Businesses

Human Resources

Marketing and Communications

Accounting

Sources of Finance


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Write a business plan

An abstract such as shown in this example can be used in advertisements for thetraining class and as an introductory when the class is taught. The followingapproach with objectives should be used for each individual module. Whenwriting objectives for a class or module, actions words describing exactly what thestudent will be able to do should be used.

Standardization of the module format will improve the student experience andsimplify the transition to online training modules. For example, each moduleshould have a similar flow which includes an introduction, list of objectives and an

estimated delivery time each section in the module will take to complete. Againthis approach helps set the expectations of the students. Anotherrecommendation is to incorporate the instructor slides into the student guide. Thisstep can be accomplished by simply printing the slides as part of the studentguide package or integrated into each module. The advantage to integrating theslides into each module is the students can see the slide and the explanation ofthe slide material beneath it in the guide. This approach is very useful for self-study and will simplify the transition to online modules.

The remaining enhancements to the ICT Entrepreneurship training material focuson updating the flow and enhancing the content. As mentioned earlier, the currenttraining is a good framework. However, it can be improved. Modifying the flow sothe concepts build on each other will help improve student understanding of theconcepts being taught. During the assessment period, it was determined thatadditional material was needed by the students. Appendix B provides a completelist of the recommended enhancements to the training material including a newflow to the module topics.

Beyond enhancing the material itself focus should be placed on improving thequality of instructors. Feedback during the assessment period indicated a varyingdegree of quality between instructors. To close this gap an instructor mentoringprogramme should be implemented. New instructors should be assigned acertified instructor as a mentor. Instructors-in-training should attend a class beingtaught by a certified instructor. In addition, when an instructor-in-training deliverstheir first training class, they should be shadowed by a certified instructor.


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In addition to enhancing the existing ICT Entrepreneurship Training Programme,new enablement material should be created or leveraged to supplement the

class. This material set should include resources that provide enablement on thefollowing topics:

Fundamental computer skills

Computer terms Fundamental Microsoft Windows and Linux concepts Basic computer troubleshooting Word processing Spreadsheet usage Web browsing Digital media

Advanced computer skills

Hardware, software and network concepts including a buying guidehttp://tips4pc.com/computer_tips_and_tricks/computer_buying_tips.htmhttp://reviews.cnet.com/desktop-computer-buying-guide/

Workstation administration Network and wireless networking (LAN, firewall, internet, wifi, wimax) Graphics design Web design

IT Enabled Services

eGovernment services eBanking services

Specific class and material recommendations have not been provided within thisscope of work, but could be considered for the next CSC Kenya teamassignment. When determining the material recommendations, use a broad

scope for the selection criteria. This enablement material can be instructor-ledclasses, self-paced online modules or additional reading material. To assist theICT entrepreneurs in determining the correct training classes and material toreview, an enablement roadmap should be created. An enablement roadmap is aflow diagram that is used to visually explain to the trainees what enablement isneeded to acquire the skills. An example roadmap template is provided inA di C Th bl t d h ld b t d ith t


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4.4 Definition of a continuous support framework on

technical and business topicsIn order to maximise the success of Pasha centres, initial and additional trainingmust be completed by a continuous support framework catering for the diversityand complexity of the issues faced by Pasha Managers, on technical andbusiness topics.

A technical support component is integrated in the Pasha Programme andplanned to be outsourced. To keep a single point of access for Pasha Managers

around Pasha Programme and to avoid vendor lock-in with the selectedoutsourcing provider, the tools and processes required for the technical supportshould be chosen by KICTB and implemented whenever possible on the PashaPortal. Proposal for the main piece of software required to run a central supporthave been included in the tool selection part of the technical standardisation areaof focus. Additionally wiki pages should be created for recurring issues andfrequently asked questions, as well as for the software included in the Pasha startup kit to allow Pasha Managers to comment on it and share their experience

The technical support component must be completed by business orientedsupport for areas such as Accounting, Marketing or HR. With the standardisationof technical platform and business processes across Pasha centres, a communityof entrepreneurs with similar practices can be created. This community could becentred around Pasha Portal using tools such as a forum to raise questions, wikipages to present best practices, web conferences to give feedback on what isworking or not working well. The community could be initially led by the trainers ofentrepreneurship course and then by senior and successful Pasha Manager.

Additionally a mentoring scheme could be set up between senior entrepreneursand less experienced ones. Rewards for participation could be provided byannouncement of most active contributors and eventually gift software or freemonth of technical support subscription


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Pasha Centre Start-up Kit

The list of recommended tools and templates could be consolidated in a PashaCentre Start-up kit allowing new Pasha Manager to find in a single placeeverything they need to start their business. It could be added to the Pasha Portalin wiki pages and periodically on a CD / DVD that could be given to entrepreneursreceiving the grant.

The organization of the Pasha Centre Start-up kit could use the same categoriesused for the analysis, except for the central support tools:

Software for Pasha Customer workstations

For Microsoft Windows For Linux

IT Software for Pasha Manager

For Microsoft Windows For Linux

Management tools and templates for Pasha Manager

Business planning Marketing and Sales Operations and Customer service Accounting and Finance Human Resources


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IBM Corporation | October 16, 2010 23

Appendix A: Tools & Templates

The complete list of tools and templates analyzed is included in this appendix, with the evaluation criteria, reference URL andcomments. The recommendations are colour coded with the following rules:

Results Colour Code

Recommended tool

Recommended Linux alternative if recommended is Windows only

Recommended tool already being used by Pasha centres / KICTB

Pasha Customer

Category Tool Name Architecture Licence Support Language FunctionalityTraining and

doc Ease of use URL Comments

Office suite Microsoft OfficeWindowsstandalone Commercial Low, editor English High High Beginners

www.microsoft.com

Office suite Open Office

Windows /Linuxstandalone Open source

Medium,community

Swahili,English Medium High Beginners

www.openoffice.org


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Web BrowserMicrosoft InternetExplorer

Windowsstandalone Free Low, editor English Medium High Beginners

www.microsoft.com

Web Browser Mozilla Firefox


Medium,community

Swahili,English High High Beginners

www.mozilla.com

Web Browser Google Chrome

Windows /Linuxstandalone Free Low, editor English Medium Medium Beginners

www.google.com

Instantmessaging /VoIP / video MSN messenger

Windowsstandalone Free Low, editor English High Medium Beginners

www.microsoft.com

Instantmessaging /VoIP / video Yahoo messenger

Windowsstandalone Free Low, editor English High Medium Beginners

www.yahoo.com

Instantmessaging /VoIP / video Google Chat Web based Free Low, editor English Medium Low Beginners

www.google.com

Instantmessaging /VoIP / video Pidgin


Low,community English High Low Power users

www.pidgin.im

Instant

messaging /VoIP / video Skype

Windows /

Linuxstandalone Free Low, editor English High Medium Beginners

www.skype.com

Publishing Adobe Pagemaker

Windowsstandalone(and Mac) Commercial Low, editor English High High Power users

www.adobe.com/products/pagemaker

/


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Imaging Corel DrawWindowsstandalone

Commercial449 USD Low, editor English High High Power users

www.adobe.com/support/photoshop/

Imaging Adobe Illustrator

Windowsstandalone(and Mac) Commercial Low, editor English High High Power users

www.adobe.com/products/illustrator/

Imaging inkscape

Windowsand Linuxstandalone Open source

Medium,community English Medium High Power users

www.inkscape.org

Can createwebpages as well

Videorecording Windows Movie Maker

Windowsstandalone

Free withWindows XP Low, editor English Medium High Beginners

www.microsoft.com/windowsxp/downloads/updates/moviemaker2.mspx

Videorecording Kino

Linuxstandalone Open source

Medium,community English Medium Medium Power users

www.kinodv.org/

Videorecording VirtualDub

Windowsstandalone Open source

Medium,community English High Medium Power users

www.virtualdub.org

Videorecording Avidemux


Medium,community English Medium Medium Beginners

fixounet.free.fr/avidemux

CD burning Final Burner FreeWindowsstandalone

Free, paidversion 30USD foradditionalfeatures

Medium,editor English High Low Beginners

www.protectedsoft.com/

Pro features inhttp://www.protectedsoft.com/fbprovsfree.php


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CD burning Nero Burning Rom

Windowsand Linuxstandalone

Commercialpart of NeroMultimediaKit startingfrom $79 High, editor English High High Beginners

www.nero.com/eng/nero-burning-rom-overview.html

CD burning AshampooWindowsstandalone Commercial

High. Freelimitedsupport +

paidpremiumsupport English High Medium Beginners

www.ashampoo.com/en/usd

CD burning InfraRecorderWindowsstandalone Open source

Low,community English Medium Low Beginners

infrarecorder.org/

CD burning K3BLinuxstandalone Open source

Low,community English Medium Low Beginners

www.k3b.org/


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Pasha Manager



Template forBusiness

Planning

Business Plan

Template N/A N/A N/A English N/A N/A N/A

Existing KICTB

template

Template forBusinessPlanning

Business PlanSamples N/A N/A N/A English N/A N/A N/A

www.smetoolkit.org/smetoolkit/en/content/en/236/Sample-Business-Plans

Examples ofbusiness plans fromSME toolkit


Business PlanSamples N/A N/A N/A English N/A N/A N/A

www.smetoolkit.org/smetoolkit/en/content/en/612/The-Business-Plan

More examples ofbusiness plans fromSME toolkit


Business PlanChecklist N/A N/A N/A English N/A N/A N/A

www.smetoolkit.org/smet

oolkit/en/content/en/793/Creating-an-Effective-Business-Plan


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Starting a newBusiness Checklist N/A N/A N/A English N/A N/A N/A

www.smetoolkit.org/smetoolkit/en/content/en/731/Checklist-for-Starting-a-New-Business

Template forMarketing andSales

Marketing poster /billboards N/A N/A N/A English N/A N/A N/A

Template notexisting to becreated

Template forMarketing andSales

Office stationary(letter, fax) N/A N/A N/A English N/A N/A N/A

Existing KICTBtemplates to beadjusted for Pasha

Social networkpage Facebook Web based Free Low, editor English High Medium Beginners

www.facebook.com

Social networkpage Twitter Web based Free Low, editor English Medium Medium Beginners

www.twitter.com

Template forHumanResources Employee payroll N/A N/A N/A English N/A N/A N/A

exceltemplates.net/form/salary-slip/

Template to beadapted to Pashacentres

Template forHumanResources

Employee attendanceand working hours N/A N/A N/A English N/A N/A N/A

kenya.smetoolkit.org/ken

ya/en/content/en/941/Employee-Timesheets


IBM C t S i C i K ICT E t hi E t


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Template forHumanResources Hiring tool N/A N/A N/A English N/A N/A N/A

kenya.smetoolkit.org/kenya/en/content/en/1082/Know-Who-You-Want-to-Hire-An-Interactive-Hiring-Tool


Accountingsoftware Turbocash v3


High,community English High High Power users

www.turbocash.net

Already used inKenya, commercialsupport provided inSouth Africa

Accountingsoftware GNU cash


Medium,community English Medium High Power users

www.gnucash.org

SurveySoftware SurveyMonkey Web based

Free basicversion, paidis $20/month High, editor English

Medium forFreeversion,High for proversion High Beginners

www.surveymonkey.com

Free features can befound herehttp://help.surveymonkey.com/app/answers/detail/a_id/3.PRO features areavailable here :http://help.surveymonkey.com/app/answers/detail/a_id/4

SurveySoftware LimeSurvey

Serverbased, webclient Open source

Low,Community English High High Beginners

www.limesurvey.org

Needs pre reqs likedatabase, PHP anda hosting companyto host the survey.Great communitysupport usingforums, also hasLive Chat, facility totrack bugs and raisefeatures.



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Radio / TVbroadcasting Youtube Web based Free High, Editor English High High Beginners

www.youtube.com

Radio / TVbroadcasting DailyMotion Web based Free Low, editor English High Medium Beginners

www.dailymotion.com

Radio / TVbroadcasting Shoutcast

Serverbased Free Low, editor English High Medium Beginners

www.shoutcast.com

Radio / TVbroadcasting Icecast

Serverbased Open source

Low,community English Medium Medium Beginners

www.icecast.org

Supports limitedaudio formats

Radio / TVbroadcasting Zencast

Windowsstandalone Free Low, editor English High Low Beginners

www.zencast.com

Supports IPTV,video blogs andpodcasts

OperatingSystem Microsoft Windows

Windowsstandalone Commercial Low, editor English High High Beginners

www.microsoft.com

OperatingSystem Linux Ubuntu

Linuxstandalone Open source

High,community English High Medium Beginners

www.ubuntu.org

Antivirus avastWindowsstandalone

Freepersonaledition, paidpro edition Low, editor English High High Power users

www.avast.com

Antivirus antivirWindowsstandalone

Freepersonaledition, paidpro edition Low, editor English High Medium Power users

www.free-av.com

Cyber cafemanagement Cyber Cafe Pro

Windowsserver /Windowsheavyweightclient

Free withads, 59 USDwithout High, editor English High High Power users

www.cybercafepro.com

Include Point of Salemanagement



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Cyber cafemanagement

Antamedia InternetCaffe


Commercial99 USD upto 4 users,199 USD upto 10 users High, editor English High High Power users

www.antamedia.com

Include Point of Saleand Hotspotmanagement

Cyber cafemanagement Smart Launch


Commercial35 USD peruser High, editor English High High Power users

www.smartlaunch.net


Cyber cafemanagement Handy Cafe


Free withads Low, editor English Medium Low Power users

www.handycafe.com


Cyber cafemanagement Mkahawa

Windows /Linux server,Windows /Linuxheavyweightclient Open source

Low,community English Medium Low Power users

mkahawa.sourceforge.net


Hotspotmanagement Hot Spot System

No server,runs onrouter

Commercialrevenuesharing plantaking 20%to 30%

Medium,editor English High Medium Beginners

www.hotspotsystem.com

Hotspotmanagement Public IP

Linux server,web client

Commercial85 USD peryear Low, editor English High Low Beginners

www.publicip.net

Hotspotmanagement Zero Shell

Linux server / web client Open source

Medium,community English High Medium Beginners

www.zeroshell.net



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Hotspotmanagement Wifidog

Linux serveror router Open source

Low,community English High Low Beginners

dev.wifidog.org

Web site -development

Apache + PHP +MySQL Linux server Open source

High,community English Medium High Power users

www.apache.org +www.php.net+dev.mysql.com

Web site -development

Apache + Tomcat +MySQL Linux server Open source


tomcat.apache.org +dev.mysql.com

Alternative to PHPusing Java

Web site -development easyPHP

Windowsserver Open source


www.easyphp.org

EasyPHP is apackage includingthe scriptinglanguage PHP, theweb server Apache,the SQL serverMySQL and pre-configuredapplications likeWordPress, Drupal,Joomla, Prestashop

Web site -communitycontent CiviCRM


Medium,Community English High High Beginners

www.civicrm.org

Web site -communitycontent Joomla


High,Community English High High Beginners

www.joomla.org



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Web site -communitycontent Wordpress Web based Commercial

High, editorandcommunity English High High Beginners

www.wordpress.com

Joomla has anextension whichsupports integrationwith wordpress (notfree though). Joomlahas its own blogspace as well.

Web site -communitycontent Dotclear



www.dotclear.org

Web site -collaboration Google sites / groups Web based Free High, Editor

Swahili,English High High Beginners

sites.google.com

Easy to share andupdate commondocuments sinceGoogle supportsshared documents.

Web site -collaboration wikini


Low,community English Medium High Beginners

www.wikini.net/

Web site -eCommerce Shop Factory eTrader Web based

Free versionwithpartnershipwith SMEtoolkit up to10 products,paid after 20USD /month High, editor English High Medium Beginners

kenya.smetoolkit.org/kenya/en/content/en/781/ShopFactory-e-Trader

Web site -eCommerce Prestashop

Serverbased

Free, paidsupport withPrestabox

High,community English High Medium Beginners

www.prestashop.com Localisation features

Web site -eCommerce oscommerce


Medium,community English Medium Low Beginners

www.oscpmmerce.com



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p p y p p p


KICTB Central Support and Pasha Managers



Issuemanagement Bugzilla

Linux server,web client Open source

High,community English High High Beginners

www.bugzilla.org

Issuemanagement

Open source TicketRequest System

Linux /Windowsserver, webclient Open source

Low,communityand payingfor additionalsupport English High Low Beginners otrs.org/

Issue

management GLPI

Linux /Windowsserver, web

client Open source

Low,

community English High Low Power users

www.glpi-

project.org

Include IT asset

management

TemplateEquipment inventorylist N/A N/A N/A English N/A N/A N/A

kenya.smetoolkit.org/kenya/en/file/content/994/en

/equiplst.rtf

IT assetmanagement OCS Inventory NG

Linux /Windows,

Linux /Windowsheavyweightclient Open source

Medium,community English High High Power users

www.ocsinventory-ng.org



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p p y p p p




IT assetmanagement Open Audit

Linux /Windows,Linux /Windowsheavyweightclient Open source

Medium,community English Medium Medium Power users

www.open-audit.org

NetworkManagement SpiceWorks

Windowsserver

Free withads

Low,community English High Medium Power users

www.spiceworks.com

Include issue and ITasset management

NetworkManagement Nagios

Linux server,Linux /Windowsheavyweightclient Open source

Medium,community English High Medium Power users nagios.org

NetworkManagement Munin

Linux server,Linux /Windowsheavyweightclient Open source

Low,community English Medium Medium Power users

munin-monitoring.org

Remoteaccess /desktop

sharing Real VNC

Windows /Linux server,Windows /Linuxheavyweight

client

Free editionwith verylimitedfeatures,paidPersonalandEnterprise

edition Low, editor English High High Power users

www.realvnc.com/vnc/ind

ex.html

Remoteaccess /desktopsharing Tight VNC

Windows /Linux server,Windows /Linuxheavyweightclient Open source

Low,community English Medium High Power users

www.tightvnc.com/



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Remoteaccess /desktopsharing

Remote DesktopConnection

Windowsserver,Windowsheavyweightclient (preinstalled withXP) Free Low, editor English Medium High Power users

www.microsoft.com/windowsxp/downloads/tools/rdclientdl.mspx

eLearningplatform Moodle

Serverbased, webclient Free


www.moodle.org

Videoconferencing Webex

Windows /Linuxstandalone

Commercial49 USD permonth High, editor English High High Beginners

www.webex.com

Videoconferencing LotusLive

Windowsstandaloneforpresenter,web basedfor client

Commercial48 USD permonth up to14 users High, editor English High High Beginners

www.lotuslive.com



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Appendix B: ICT Entrepreneurship Enhancements

This appendix provides the detailed recommendation list for the ICTEntrepreneurship Training Programme. The outline used presents therecommended order and addition of modules. Within each section, a summary ofthe module is provided. For modules that exist in the current training material willalso include recommendations for enhancement.

Module 1: KICTB Overview & Pasha Initiative

This module is a combination of module 8 and 9 in the current curriculum. Thecontent of this module should introduce the purpose of the entire class. Materialshould be leverage from the existing modules 8 and 9 and augmented usinginformation from other KICTB sources such as the Digital Village Trainingadvertisement/Call for applications. The overall objects for this module should besimilar to the following list:

Describe the purpose of Vision 2030 Describe the role of KICTB

Explain the purpose of the Pasha initiative

Module 2: Kenya Economic Environment

This module is new. The content of this module should introduce the students todoing business in the Kenyan economic environment. It should provide moreinformation on the macro and micro economic environment in Kenya. Thepurpose is to build expertise and to stimulate future entrepreneurs to begin tothink logically about the economy they will be working in. This module would need

to be created using KICTB resources. The overall objects for this module shouldbe similar to the following list:

Describe the nuances of the Kenyan economic environment List key points for succeeding in Kenya Understand Strengths and weakness from the environment via SWOT

Analysis

Module 3: Entrepreneurship & Self Employment

This module is equivalent to module 1 in the existing course material. Theexisting material should be enhanced by KICTB using information from thefollowing sources:

http://kenya.smetoolkit.org/kenya/en/http://www entrepreneur com (How to Guide Business Ideas)



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Module 4: Characteristics of Successful Entrepreneurs

This module is equivalent to module 2 in the existing course material. Thismodule should be updated with case studies that are more applicable to Kenya.The current example using Richard Branson is too long and not easy to relate to.The existing material should be enhanced by KICTB using information from thefollowing sources:

http://kenya.smetoolkit.org/kenya/en/ http://www.entrepreneur.com http://www.score.org/index.html

http://www.africareport.com/ http://www.usiu.ac.ke/gbsn/index.htm

The overall objects for this module should be similar to the following list:

List the key characteristics of a successful entrepreneur Explain the skills needed to be a successful entrepreneur

Module 5: Business Creation

This module is equivalent to module 4 in the existing course material. Theexisting material for this module is good. However, it could be enhanced withadditional material from the following sources:

http://kenya.smetoolkit.org/kenya/en/ http://www.entrepreneur.com http://www.score.org/index.html http://www.africareport.com/


Define key business terms Explain the stages of business Describe the reasons why business fail

Module 6: Starting and Managing Small Business Successfully

This module is equivalent to module 3a in the existing course material. The

existing material for this module is good. However, it could be enhanced withadditional material from the following sources:




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Module 7: Record Keeping In Small Business

This module is equivalent to module 6 in the existing course material. Theexisting material for this module is good. Module should be enhanced so that itcovers the following objectives:

Explain the importance of recordkeeping in a small business Illustrate procedures for establishing a basic recordkeeping system in ICT

oriented small business Apply knowledge and skills in recording financial information in

electronically generated business records

Module 8: Quality & Research

This module is equivalent to module 11 in the existing course material. Theexisting material for this module is good. However, it could be enhanced withadditional material from the following sources:



Explain research, especially market research Conduct market research for businesses Apply research findings to decision making and planning in business Enhance knowledge on quality and apply it to improve sales and enhance

business growth Appreciate business and general industry benchmarks in the area of

quality and research

Module 9: Legal Aspects of Businesses

This module is equivalent to module 5 in the existing course material. Theexisting material for this module is good. However, it could be enhanced withadditional material from the SME toolkit (http://kenya.smetoolkit.org/kenya/en/):


Describe what is legal Explain the various forms of legal aspects of business with a focus on ICT

legal and policies Identify the legal requirements in starting and operating a business.



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Module 10: Human Resources

This module is new. The content of this module should introduce the students tokey human resource topics. During the assessment, it was discovered that theentrepreneurs struggled with key concepts such as how to hire an employee orhow to determine the appropriate salary. This module can be written usingmaterial from the following sites:


http://www.africareport.com/


Explain key HR concepts and terms Describe why HR management is important Explain how HR impacts your business Describe how to hire and fire employees Explain how to pay employees and track time worked

Complete typical HR related forms

Module 11: Marketing and Communications

This module is equivalent to module 10 in the existing course material. Theexisting material for this module is good. However, it could be enhanced withadditional material from the following sites;



Market, develop and manage marketing communications Identify the main elements of marketing Explain the role of Marketing communications in achievement of

organizational plans Explain how the tools of the promotional mix can be coordinated in order

to communicate effectively. Develop marketing communication and product supporting activities

based on an understanding of the target audience



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Module 12: Accounting

This module is new. The content of this module should introduce the students tokey accounting topics. This module can be written using material from thefollowing site:

http://kenya.smetoolkit.org/kenya/en/ http://www.entrepreneur.com http://www.dwmbeancounter.com/tutorial/Tutorial.html http://www.principlesofaccounting.com/

The overall objects for this module should be similar to the following list: Explain key accounting concepts Manage bookkeeping and cash flow management Perform budgeting and forecasting tasks Manage credit and collections Perform financial management and reporting Manage employee payroll

Module 13: Sources of Finance

This module is equivalent to module 7 in the existing course material. Theexisting material for this module is good. However, it could be enhanced withadditional material gathered from banks involved in the KICTB funding.


Describe how to finance a business List the alternative sources of finance suitable for small scale businesses Explain the alternative ways to tap these sources according to business

needs

Module 14: Business Plan Concept

This module is equivalent to portions of module 3a and 3b in the existing coursematerial. The existing material for this module is good. However, it could beenhanced with additional material from the following sources:





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An example of the business plan template should be included in the trainingmaterial and used as part of the exercises.

The following annexes should be kept in the training material:

Annex 1: Pasha Bouquet of Services This annex should be updated to reflexthe IT enabled services recommended by sub team 2.

Annex 2: Case study This annex should be updated to include more Kenyan-centric information. One resource that can be used ishttp://www.usiu.ac.ke/gbsn/case.studies.htm#Case_Summaries

Annex 3: Business Plan Template This annex should be updated to include thelatest version of the business plan template.



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Appendix C: Enablement Roadmap Template

This appendix contains an example template for the recommended enablement roadmap. This template can be used as a guide tocreating the final roadmap used to communicate the enablement options for ICT entrepreneurs. The roadmap begins with an overallflow of enablement activities then focuses on each key area. There are placeholders in the flow diagrams for enablement materialsthat are still to be determined.



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Pasha Centre Entrepreneur Enablement Overview

EntryPoint

Yes

No

Do you meet thePasha Centre

EntrepreneurshipPre-requisites?

AssessICT Entrepreneurship

Development

AssessFundamental Technical Skill

development

AssessAdvanced Technical Skill

development

AssessIT Enabled Services Skill

development

Work on developingPasha centre

entrepreneurshippre-requisites

Capable of running a Pasha centrewith significant IT assistanceoffering IT Enabled Services

Capable of running a Pasha centrewith minimal IT assistance offering IT

Enabled Services

This flow diagram is an overall view of the enablement process. Each blue box refers to another flow diagram within the broaderroadmap. Each flow diagram will have an entry point. For this diagram, the entry point is meant to determine if they are suitablecandidates for the programme. This requirement is tied to a recommendation made by sub team 1 that highlighted the need to have amore selective process for the programme to ensure quality applicants who will be able to successfully run the Pasha centres.



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EntryPoint

ICT Entrepreneurship Development

Capable of submittinga Pasha centre

business plan

How did you scoreon the

fundamental

technical skillsassessment?

How did youscore on the ICT

Entrepreneurskills

assessment?

Test score below 70%

Test score of 70%or higher


Test score of 70% or higher

CompleteFundamental Technical Skill

development

AssessAdvanced Technical Skill

development

CompleteICT Entrepreneurship Training

Modules

CompleteAdditional ICT

Entrepreneurship DevelopmentResources

The next flow diagram in the overall roadmap focuses on the ICT entrepreneurship development. This diagram is the drill-down of thefirst blue box of the Pasha centre Entrepreneur Enablement Overview. The entry point for all ICT entrepreneurs is to complete the ICTentrepreneurship training modules. After the class is complete, each student should be assessed on how well they learned thematerial. This assessment should be a standardised test that covers all of the main topics. Once the students pass the assessmenttest, they can move on in the enablement path. The next steps are to assess the technical skills of the entrepreneurs.



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Fundamental Technical Skills Development

EntryPoint

Training to be defined

Self Paced Varies

Additional material tobe defined

Self Paced Varies

Capable of runninga Pasha centrewith externalassistance

Web resource to bedefined

Self Paced Varies ACQUIRED

Assess Advanced TechnicalSkills Development



Assess Advanced Technical

Skill development

Assess IT Enabled Services

Skill development

How did you scoreon the

fundamentaltechnical skillsassessment?

Each Pasha centre owner should have fundamental ICT skills. This flow diagram details how this can be assessed and gives asuggested enablement path. As mentioned in the recommendation section, the materials for this path must still be determined.



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Advanced Technical Skills Development

EntryPoint

Capable of runninga Pasha centrewith minimalexternal assistance

ACQUIRED



How did you scoreon the advancedtechnical skillsassessment?


Self Paced Varies


Self Paced Varies


Self Paced Varies

Although advanced technical skills are not absolutely necessary for every Pasha centre owner, having these skills will strengthen theirposition in the marketplace. With advanced skills, they will minimise the need for outside support and can potentially use the skills foroutsourcing of ICT services as mentioned in the recommendations of sub team 2.



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IT Enabled Services Development

EntryPoint

Do you havefundamental IT

Enabled Servicesskills?

YES

NO

Capable of offeringIT EnabledServices in aPasha centre

ACQUIRED


Self Paced Varies


Sel f Paced Varies


Self Paced Varies

The final flow diagram is for enablement on the IT Enabled Services that will be offered within the Pasha centres. To successfully offerthe services, the owners will need training on each offering. For example, if the Pasha centres will be directed to offer e-Governmentservices, they must be trained on the processes. Material will need to be created for each IT Enabled Service. More information aboutthe IT Enabled service recommendations can be found in the final report from sub team 2

addressing ict entrepreneurship empowerment in response to statement of work on technologies and...

Documents