Asossa poly technic College Training, Teaching and Learning Materials Development

Assosa Poly Technic College

Under

Ethiopian TVET-System
DATABASE ADMINISTRATION
Level IV
LEARNING GUIDE # 1-3
Unit of Competence: Assisting with Policy Development for Client Support
Module Title : Assisting with Policy Development for Client Support

LG Code : EIS DBA4 03 0811

TTLM Code : ELS DBA4 TTLM03

LO 1: Review change requests

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Information Sheet 1 Introduction to Review Change Requests

Review Change Requests

A change request is a document containing a call for an adjustment of a system; it is of great

importance in the change management process. A change request is declarative, i.e. it states what
needs to be accomplished, but leaves out how the change should be carried out.

A change request is a formal proposal for an alteration to some product or system.

Change requests typically originate from one of five sources:

1. Problem reports that identify bugs that must be fixed, which forms the most common
source,
2. System enhancement requests from users,
3. Events in the development of other systems,
4. Changes in underlying structure and or standards (e.g. in software development this
could be a new operating system), and
5. Demands from senior management.
Additionally, in Project Management, change requests may also originate from an unclear
understanding of the goals and the objectives of the project.
Change requests have many different names, which essentially describe the same concept:
 Engineering Change
 Engineering Change Request
 Engineering Change Order
 Change Notice at Chemical
 Action Request
 Request For Change
 Change Request
 Operational Change Request
Change Procedure
This change procedure is to be followed when any change or modifications to the activities or
deliverable that have been identified on the project plan or Statement of Work is requested.

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The change procedure consists of three activities:

 Change Request Initiation

 Change Request Review
 Change Request Approval
Change requests may be of either of two (2) of the following types:
 Design changes – Any changes that modify the project work effort scope, as outlined in the
Business Functional Requirements or Statement of Work (SOW).
 Non-compliance changes – Changes that result from a lack of resources planned for a
specific project work effort segment, or a delay caused by failure of an individual or group to
meet a responsibility outlined in the Statement of Work.

1. Change Request Initiation

Change requests can be initiated by a manager who is a:

 Customer of the project.

 Member of the project management staff.
 Project sponsor.
 Proposed user of the system.
All Change Requests must be made in writing, using a standard Change Request Form.

As part of the initiation of a change request, each Change Request Form must:

 Identify the name of the individual requesting the change request.

 Identify the name of the individual submitting the change request.
 Clearly describe the requested change.
 Identify the estimated dollar cost to implement the change request.
 Identify the estimated revised completion date.
 On a detailed summary (to be attached to the Change Request Form):
 Identify all of the resources (including system and people) required to
Implement the change.
 Identify the estimated time required to implement the change.

2. Change Request Review

All Change Request Forms will first be provided to the Project Manager for:

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 Initial review of the nature and substance of the change request, and
 Review of estimates of work plan schedule and cost impacts.
The Project Manager will assign a sequential number to each Project Change Request Form
received, for purposes of tracking change activity on the project. All change requests will be
logged on the Project Change Log. Change request sequence number will be numeric, and for
each project, will begin with the number “1”.

3. Change Request Approval

All Project Change Request forms must be reviewed and approved by the Project Manager. All
change requests will be subject to Change Approval Criteria included with this Statement of
Work. Change Approval Criteria specify the categories into which changes will be classified,
and the approval hierarchy for change requests. All approvals will be given by a written
signature of the approving individual on the Change Request Form.

Receive and documented hardware and software changes

In this case receive all client/customer requests and document all requests in the specified
recording document in order to make easy to implement. When utilize a change in the hardware
and software you should be follows the organizational help desk procedures.

The document change control software from Master Control offers a change form that automates
the entire process for change management. The pre-configured, multi-page best practice form
helps to collect and track data throughout the document change control process, which includes +
-submission, evaluation, approval/ rejection, implementation, verification, possible validation
and close of project.
The change submission form captures information such as: description of change, justification,
and impact. Both original and revised documents can be attached to the form for easy
comparison.

Gather and organize relevant data to the request change

When you gather information you have to consider the following things
What: This tool will help you when you need to gather information about what is Happening,
what needs to be changed, how people are reacting and to Solve problems related to change.

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Why: As a change leader, you may need to gather information to gain a clear Understanding of
the situation, issue or problem; to help others understand The change needed; and to move
change forward.
When: Gather information during the planning stages and then continue to seek information as
you build commitment, anchor and monitor the change.
How: Before you begin to gather information – consider the following questions:
 Why do you need more information and how will it be used?
 Who can provide meaningful and relevant information?
 What method(s) will be used?
 What resources and time will be required to collect and analyze data?
 Who might be involved in planning, gathering and/or analyzing this information?
 How will confidentiality be maintained?
 How will the summary of results be shared with those involved (if applicable)?
 What concerns might people have about the process and use of this information?
Five steps for gathering information about a change
1. Decide on most appropriate method for getting the information you need
2. Collect the information
3. Decide what the information tells you
4. Respond, provide feedback or report as appropriate

5. Plan the next steps

1. Decide on most appropriate method for getting the information you need:
The most common gathering information mythologies are
1. Observation
2. Interview
3. Document Review
4. Meetings
2. Collect the information
Explain to those involved in the process:
• The background and rationale for gathering the information
• How confidentiality will be maintained, if applicable
• How the results will be shared, if applicable
• How the information will be used

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3) Decide what the information tells you.

• Avoid conducting any analysis until collection process is finished. This ensures
you do not jump to the wrong conclusion.
• When appropriate, involve others in interpreting the collected information.
Different viewpoints strengthen analysis of the results and help you recognize
your own personal biases.
• Sort the information into manageable pieces that can be understood by others.
• Use suitable tools and methods to analyse the results. Don't hesitate to seek
assistance from those who are experienced with data interpretation techniques and
tools.
4) Respond, provide feedback or report as appropriate
• Decide who needs to hear the information and tailor your report to them (eg.
senior management, staff, peers or transition team).
• Consider the analysis as preliminary and in draft form until you've had the chance
to present the material to stakeholders and obtain their feedback.
5) Plan the next steps
The most important step in gathering information from others is developing your action
plans. Action plans should include who will do what and by when.
 Using Data Gathering Techniques
•Observation
•Searching existing and special purpose records
•Sampling
•Questionnaire
•Written Reports

Review the proposed changes against current and future business

requirements
After reviewing all the request change from the client you have to review the proposed change in
case of it’s necessary to the client and its requirement to the current and future business. The
reviewing process can be performed individually or in team.

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The Foundation’s review of Full proposed change has several steps includes:

 Staff Review
 Expert Review
 Proposal clarifications or Enhancements
 Proposal Write-up and Staff Recommendation and
 Final Review and Decision

Though the review of each Full Proposal begins with Staff Review and ends with Final Review
and Decision, the steps in between are discretionary and are based on decisions made in Staff
Review. A particularly strong or weak proposal may skip Expert Review or Proposal
Clarification on its way to being approved or declined.
1. Staff review

The details of each proposal are analyzed, and review notes are made for each proposal. The
various program teams then meet to discuss next steps, which might include notifying the
applicant that we require additional information or greater clarity regarding one or more sections
of the proposal, sending the proposal out for Expert Review, or moving the proposal directly to
the write-up and recommendation stage of review.
2. Expert review
The Foundation uses external expert review as an additional means for evaluating proposals. The
information, suggestions, ideas, questions, and concerns raised by expert reviewers enable the
Foundation to understand more accurately the strengths and weaknesses of a proposed project.
Expert reviewers come in two varieties:
1. Those suggested by the applicant as part of the Full Proposal and
2. Those identified by the Foundation as having expertise in the relevant subject matter.
If the program team decides to send a proposal out for expert review, the Foundation will
typically invite at least two reviewers from the list provided by the applicant and one or more
reviewers identified by the Foundation. The Foundation takes every precaution to ensure that
these reviews are kept strictly confidential.
3. Proposal clarifications or enhancements
If a proposed project has been identified as having merit but the Foundation’s staff or expert
reviewers have noted concerns or recommendations to further strengthen the proposal, a “bounce
letter” will be e-mailed to the applicant, requesting further development of the proposal. Failure
to respond promptly to the Foundation’s request may result in your proposal’s being declined.

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3. Proposal write-up and staff recommendation

Though the Foundation’s program staff is responsible for reviewing and evaluating all proposals,
only the Foundation’s President (or Trustees) has the authority to approve proposed projects,
making them into grants. In preparation for a decision by the President, the program staff writes-
up a proposal analysis that pulls together key components from the applicant’s proposal and
combines them with staff notes, recommendations, and any expert reviews. This write-up plus
the Full Proposal and any relevant additional documents are then provided to the President for
review.

This step in our process typically happens during the last three weeks of the three-month review
window. Thus, if an applicant is asked for any clarification or revisions to the proposed project
based upon suggestions from staff or Expert Reviewers, these changes will need to be completed
before the last three weeks of the review cycle.

4. Final review and decision

The final proposal review and decision typically take place in a meeting attended by the
President and all relevant program staff.
The President’s decision on the Full Proposal will fall into one of three categories:
1. Approved as proposed and recommended by staff
2. Declined (refuse) as proposed
3. Approved pending the acceptance of certain provisos

For all Full Proposals that are approved as proposed, the Foundation’s staff notifies the applicant,
and a Grant Agreement is generated and sent. For all proposals that are declined by the President,
a declination letter is generated, and the applicant is formally notified via e-mail.

Self-Check 1 Written Test

Name: _________________________________ Date: _________________

1. Give the Five steps for gathering information about a change?

2. Write the steps of Foundation’s review of Full proposed change?

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Lo2: Modify system according to requested Changes

Information Sheet
Modify system according to requested Changes
1
Modify system according to requested Changes

A request modifier document is used to modify the following information on

previously submitted requests. Use it only when the change pertains to the entire quantity due in.

Identifies Potential solution to solve the problems

1. Recognizing and defining the problem

Obviously, before any action can be taken to solve a problem, you need to recognize that a
problem exists. Once you have recognized a problem you need to give it a label..... a tentative
definition. This serves to focus your search for relevant information, from which you can write
an accurate description or definition of the problem. The process of definition differs for closed
and open ¬ended problems. With closed problems you need to define all the circumstances
surrounding the deviation from the norm. Sometimes this will provide strong clues as to the
cause of the problem.

Defining open-ended problems involves identifying and defining your objectives and any
obstacles which could prevent you reaching them. The problem definition provides the basis for
finding solutions.

2. Finding possible solutions

Closed problems generally have one or a limited number of possible solutions, while open-ended
problems usually can be solved in a large number of ways. The most effective solution to an
open-ended problem is found by selecting the best from a wide of possibilities. Finding solutions
involves analyzing the problem to ensure that you fully understand it and then constructing
courses of action which will achieve your objective.

Analyzing the problem involves identifying and collecting the relevant information and
representing it in a meaningful way. Analyzing closed problems helps you to identify all the
possible causes and confirm the real cause, or obstacle, before looking for a solution. With open-
ended problems you are looking for information which will help to suggest a range of possible
ways to solve the problem. Analysis also helps you to decide what the ideal solution would be,
which helps to guide your search for solutions.

Constructing courses of action to solve the problem involves discovering what actions will deal
with any obstacles and achieve your objective.

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3. Choosing the best solution

This is the stage at which you evaluate the possible solutions and select that which will be most
effective in solving the problem. It's a process of decision making based on a comparison of the
potential outcome of alternative solutions. This involves

 identifying all the features of an ideal solution, including the constraints it has to meet
 eliminating solutions which do not meet the constraints
 evaluating the remaining solutions against the outcome required
 assessing the risks associated with the 'best' solution
 making the decision to implement this solution

4. What resources you might need to use.

And also you have to remember that make a schedule to finish each step, how the plan and the
solution will affect the organization and other organizations, assuming that the plan and solution
will work exactly as you think and ignore other unrelated ideas.

The main issue that you have considered in identifying the potential solution is knows your
requirement to develop the system and the existing resources that can be found easily.

Developing Recommendation
After identifying potential solutions you have to develop your recommendation about the best
solution to the given problem from the identified solutions. When you recommend the solution
you have to consider the following important things
 What the problem says
 What the customers need to be solved
 Which solving mechanism the customer understand easily
Documenting Recommendation
You have to document all the recommended solution it in order to identify the week and strong
side of each recommended solution.

Evaluate the Valid Potential Solutions to Select a Best Solution

Once a list of potential solutions has been generated, the evaluation process can begin. First, a
list of criteria for judging all solutions equally must be chosen. It is vital to eliminate personal
bias towards particular solutions as well as to utilize a consistent set of criteria to evaluate all
solutions fairly. For example: most cost effective, most socially acceptable, most easily
implemented, most directly solves the problem, most far reaching effects, most lasting effects,
least government intervention required, least limiting to development, or quickest to implement.
It is important to have research and logical reasons for the criteria chosen as well as factual
support for the rankings given to a particular solution for each criterion.

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Once the criteria are chosen, they should be given a weighting. In most cases, all the criteria have
the same weight. However, it is possible to give other weightings to criteria so that a particular
factor is seen as more important. Many times, the cost, time to complete, or political nature of a
project is more important than other factors and so that criteria may have a higher ranking than
others used to judge.

Rank possible solutions

If there is many related solution to the given problem you have to rank the possible solutions
based on there relativity to the proposed system
Finally present and discuses the most appropriate solution with the appropriate person in order to
approve or reject the proposed system.

System Design
System design is the process of defining the architecture, components, modules, interfaces, and
data for a system to satisfy specified requirements. In design phase you should describe the
proposed system by using text and diagrams to specify how the user interacts with the system.
For example in software development you can use so many structures like:
DFD (data flow diagram) it is structure approach
UML diagrams Unified Modeling Language (object oriented approach) like
 Use case
 Sequence diagram
 Stat chart diagram
 Class diagram
 Deployment diagram

Implementation and evaluation of solutions are planned

One’s already system is designed the next step is implementation. Implementation is the carrying
out and execution of a plan. Implementation is the action that must follow any preliminary
thinking in order for something to actually happen. Implementation is the realization of an
application, or execution of a plan, idea, model, design etc. It is the process of moving an idea
from concept to reality. It is also the process of moving an idea from concept to realize In
implementation phase if the design phase if large then you have to break the system into smaller
parts or components

This involves three separate stages:

 planning and preparing to implement the solution

 taking the appropriate action and monitoring its effects
 reviewing the ultimate success of the action

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Implementing your solution is the culmination of all your efforts and requires very careful
planning. The plan describes the sequence of actions required to achieve the objective, the
timescale and the resources required at each stage. Ways of minimizing the risks involved and
preventing mistakes have to be devised and built into the plan. Details of what must be done if
things go wrong are also included.

At any stage in solving a problem it may be necessary to go back and adapt work done at an
earlier stage. A variety of techniques and strategies are available to help you at each stage and
these are described in later articles.

Implementation process
1. Breaking down the design into small parts
2. Implement each part
For example if our system is broken down into two parts you have to follow the following steps
1. Implement the first part or component
2. Test the component whether it is fulfill the desired result
3. Implement the second component
4. Test second component
5. Check the interaction between the two modules
6. Repeat the process until all the components are completed

Lo3: Train on the use of modified system

Information Sheet
Train on the use of modified system
1

Train on the use of modified system

After modifying the system based on the request change you have to train or teach the users of
the system. Which means as its name indicated the system is changed or modified then the users
need some clarification about the system how they operate it.
Why training needed?

Training is the process of acquiring specific skills to perform a job better. It

helps people to become qualified and proficient in doing some jobs. Usually
an organization facilitates the employees' learning through training so that
their modified behavior contributes to the attainment of the organization's
goals and objectives. Defined training as the process of teaching, informing,
or educating people so that:
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 They may become as well qualified as possible to do their job and

 They become qualified to perform in positions of greater difficulty and
responsibility.

Types of training

Training may broadly be categorized into two types: pre-service training and
in-service training. Pre-service training is more academic in nature and is
offered by formal institutions following definite curriculum and syllabuses for
a certain duration to offer a formal degree or diploma. In service training, on
the other hand, is offered by the organization from time to time for the
development of skills and knowledge of the incumbents.

Pre-service Training

Pre-service training is a process through which individuals are made ready to

enter a certain kind of professional job such as agriculture, medicine, or
engineering. They have to attend regular classes in a formal institution and
need to complete a definite curriculum and courses successfully to receive a
formal degree or diploma. They are not entitled to get a professional job
unless they can earn a certificate, diploma, or degree from the appropriate
institution. Pre-service training contents emphasize mostly technical subject
matter such as crops, animal husbandry, and fisheries as well as pedagogical
skills to prepare the students to work in agriculture.

In-service Training and Staff Development

In-service training is a process of staff development for the purpose of

improving the performance of an incumbent holding a position with assigned
job responsibilities. It promotes the professional growth of individuals. "It is a
program designed to strengthen the competencies of extension workers
while they are on the job" (Malone, 1984, p. 209). In-service training is a
problem-centered, learner-oriented, and time-bound series of activities which
provide the opportunity to develop a sense of purpose, broaden perception
of the clientele, and increase capacity to gain knowledge and mastery of
techniques.

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In-service training may broadly be categorized into five different

types:

I. Induction or orientation training,

Induction training is given immediately after employment to introduce the

new extension staff members to their positions. It begins on the first day the
new employee is on the job. This type of training is aimed at acquainting the
new employee with the organization and its personnel. Induction training for
all new personnel should develop an attitude of personal dedication to the
service of people and the organization

II. Foundation training

Foundation training is in-service training which is also appropriate for newly

recruited personnel. Besides technical competence and routine instruction
about the organization, every staff member needs some professional
knowledge about various rules and regulations of the government, financial
transactions, administrative capability, communication skills, leadership
ability, coordination and cooperation among institutions and their linkage
mechanism, report writing, and so on. Foundation training is made available
to employees to strengthen the foundation of their service career. This
training is usually provided at an early stage of service life.

III. On-the-job training,

This is ad hoc or regularly scheduled training, such as fortnightly training

under the training and visit (T&V) system of extension, and is provided by
the superior officer or the subject-matter specialists to the subordinate field
staff. This training is generally problem or technology oriented and may
include formal presentations, informal discussion, and opportunities to try
out new skills and knowledge in the field. The superior officer, administrator,
or subject-matter specialist of each extension department must play a role in
providing on-the-job training to the staff while conducting day-to-day normal
activities.

IV. Refresher or maintenance training

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This training is offered to update and maintain the specialized subject-matter

knowledge of the incumbents. Refresher training keeps the specialists,
administrators, subject-matter officers, extension supervisors, and frontline
workers updated and enables them to add to the knowledge and skills they
have already. Maintenance or refresher training usually deals with new
information and new methods, as well as review of older materials.

V. Career development training

This type of in-service training is designed to upgrade the knowledge, skills,

and ability of employees to help them assume greater responsibility in
higher positions. The training is arranged departmentally for successful
extension workers, at all levels, for their own continuing education and
professional development.

All of these types of training are needed for the proper development of
extension staff throughout their service life.

Prepare training

There are several major steps in preparing a training session

Six ways to develop training plan

1. Establish Your Training Goals

 Consider the goals of your organization. The purpose of the training may be to prepare
employees for emergencies, improve business offerings or protect the privacy of clients.
 Identify the benefits for trainees. Outline the skills, information and certifications that
participants will gain by undergoing the training. These might include mastery of specific
software applications, detailed knowledge of company policies and procedures, or
enhanced customer service skills.
2. Identify the Trainees
 Indicate which individuals and groups will participate in the training. Your training
may be organization-wide, gear toward a single department or designed specifically for
entry-level employees.
 Group the trainees by training type. For example, some members of the organization
may need simple overviews, whereas others involved in the day-to-day completion of
tasks may require in-depth training.

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3. Establish a Training Budget

 Identify necessary training resources. Videos, software, websites, workbooks and

computers are a few examples.
 Calculate training costs. Review the list of required training resources to
determine how much money you will need. Other costs to consider include meeting
space rental, trainer compensation and employee time.

4. Select Trainers

 Choose qualified trainers. They may be working for the organization or outside
experts. Examine their qualifications and experience before hiring
 Gain required knowledge. If you will personally deliver the training, obtain the
necessary skills and information

5. Develop Training Content

 Create a training topic outline. When conducting training on productivity software, for
example, your topics may include creating files, formatting text, copying and pasting text
and saving files. Break down the topics into specific lesson titles. For example,
formatting text might be divided up into 3 separate lessons: formatting fonts, paragraphs
and tables.
 Design lessons. Include in your training plan a list of lessons complete with lesson
objectives, specific activities and assessment plans, which may include pre- and post-
tests, class discussions or group activities.
 Determine the best training modality. You might deliver the training via online files,
video conferencing, in person instruction or audio files. Choose the method based on the
objective. For example, software navigation may be best taught in person or via video,
whereas delivering information about safety procedures may be adequately
communicated through web-based files.
 Develop a training feedback form. Ask participants to rate the training on various
aspects, including instructional delivery, environment, and knowledge gained and other
relevant factors.

6. Outline the Training Structure

 Use one-on-one training for detail-oriented tasks. Some tasks are best learned
by observing and actively doing them across a substantial period of time. In this

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case, one-on-one training delivered in the form of shadowing an experienced person

might be best.
 Train people in small groups for tasks requiring interaction. Teaching customer
service skills, for example, may be done in small groups using role-play and
problem-solving activities.
 Utilize large group trainings for overviews. Delivery of information and
overviews can be done in large groups. Break the large group into smaller groups, if
necessary.
 Establish a time frame. To master new skills, trainees might need to meet 1 hour
each day for several weeks. If they must be trained by a certain date, include these
requirements in your training plan.

Self-Check 3 Written Test

Name: _________________________________ Date: _________________

Instruction: Answer all the questions listed below, if you have some difficulty doing this self check, feels
free to ask your teacher for clarifications.

1. When you develop Training content you have to include what?

2. Give the Six ways to develop training plan

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