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OCCUPATIONAL STANDARD
INFORMATION TECHNOLOGY
SERVICE MANAGEMENT
NTQF Level V
Ministry of Education
August 2011
Introduction
The Ethiopia Occupational Standards (EOS) is the core element of the Ethiopian
National TVET-Strategy and an important factor within the context of the National
TVET-Qualification Framework (NTQF).They are national Ethiopia standards, which
define the occupational requirements and expected outcome related to a specific
occupation without taking TVET delivery into account.
This document details the mandatory format, sequencing, wording and layout for the
Ethiopia Occupational Standard which comprised of Units of Competence.
Together all the parts of a Unit of Competence guide the assessor in determining
whether the candidate is competent.
The ensuing sections of this EOS document comprise a description of the respective
occupation with all the key components of a Unit of Competence:
chart with an overview of all Units of Competence for the respective level
including the Unit Codes and the Unit Titles
contents of each Unit of Competence (competence standard)
occupational map providing the technical and vocational education and
training (TVET) providers with information and important requirements to
consider when designing training programs for this standards and for the
individual, a career path
NTQF Level V
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Ability to establish and maintain client liaison in an IT
environment.
Evidence of communication and reporting mechanisms
consistent with the identified role and as agreed between the
parties must be demonstrated.
Underpinning Demonstrates knowledge of:
Knowledge and General knowledge of the role that IT plays in the client’s
Attitudes business domain. Knowing what equipment supplies
business-critical services (e.g. web server for e-business,
internet file transaction security for client accounts)
Awareness of who the stakeholders are, what role they
play in the organisation and how dependent they are on the IT
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Evaluated impact of system on business continuity
Evaluated threats to system
Formulated prevention and recovery strategy
Developed disaster recovery plan to support strategy
Underpinning Demonstrates knowledge of:
Knowledge and Broad knowledge of basic engineering (e.g. when
Attitudes evaluating threats)
Broad knowledge of fire/safety knowledge (e.g. when
formulating prevention and recovery strategy)
Detailed knowledge of back-up methodologies (e.g. when
formulating prevention and recovery strategy)
Broad knowledge of systems engineering (e.g. when
evaluating threats)
Specific components of the business planning process
relevant to the development of IT business solutions (e.g.
when evaluating impact of system on business continuity)
Broad knowledge of the client business domain (e.g.
when evaluating impact of system on business continuity)
Detailed knowledge of the system’s current functionality
(e.g. when evaluating impact of system on business
continuity)
Underpinning Demonstrates skills to:
Skills Logistic management skills for identified resources and
1. Specify 1.1 Critical principles, functions and framework for the system
architecture to operate across business units, are identified. taking into
requirements account the project deliverables, acceptance criteria and
current IT blueprint
1.2 Functions are organised into layers or wrappings and
components to meet business requirements.
1.3 Processing environment, the hardware, network and
software required to support the operational environments
are identified.
1.4 The system topology model, templates and standards are
refined to guide development
1.5 The project guidelines, standards, models, acceptance
criteria and general framework are utilised to develop the
architecture
2. Specify 2.1 Various products and vendors are evaluated against the
hardware and requirements of the architecture to determine the best IT
software solution.
2.2 Current and future capacity requirements are estimated and
evaluated against client future requirements.
2.3 Requirements are identified for upgrade or change through
analysis of software versions and interoperability status of
existing system and applications.
3. Conduct walk- 3.2 Requirements model are compared against technical
through and specifications and acceptance criteria.
compare/ 3.3 Requirements model are compared against vendor
contrast proposed offering
expected
performance 3.4 The requirements model benchmarked against current
industry standards and IT blueprint for performance,
4. Document and 4.1 System infrastructure design plan are prepared including
report on hardware, network, software and general infrastructure
findings aspects
4.2 Recommendations are documented and referred to the
appropriate person for improvement.
Variable Range
System May include
Databases
Applications
Servers
operating systems
gateways
ASP
ISP
Acceptance May include
criteria Timeframe
cost implications
technical and logistical Considerations
Business May be in reference to
requirements the business
system
application
network or people in the organisation
Hardware May include but is not limited to
workstations
personal computers, Laptop and PDA
modems and other connectivity devices
networks
ADSL modems
remote sites
servers
Project May include a
total organisational change
a systems-only change
a business improvement process
e-business solution involving the total organisation
or part of the organisation
Standards May include
ISO/IEC/AS and relevant standards
organisational standards
project standards
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Software May include but is not limited to
commercial Software
in-house developed Software
packaged or customised Software
Network May include but is not limited to
large and small LANs, WANs
the internet
PSTN for dial-up modems
CDMA 1X
EV-DO
private lines
VPNs
data and voice
Current Internet Technologies
Architecture May include but is not limited to:
Operating system: any operating system that has
multi-user ability, Linux, Mac OS, Windows XP or above
Database software: Oracle, Sybase, Microsoft SQL
server, Ingres, DB2,Informix, MySQL, SQL server
Configuration: small memory model, large memory
model, requests per second
Requirements may be in reference to
the business
system
application
network
people in the organisation
Solution May include but is not limited to
new hardware,
hardware upgrades,
new software, software upgrades,
user training
implementing a new system
Client May include but is not limited to
internal departments,
external organisations,
individual people
employees
Applications May include but are not limited to
commercial software applications;
organisation-specific software;
word processing,
spreadsheet,
database,
graphic
communication packages
May include presentation applications contained in:
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Microsoft Office
Lotus Suite
Specifications May include but are not limited to
technical requirements
user problem statement
current system functionality
Documentation May follow
ISO/IEC/AS and relevant standards
audit trails
naming standards
version control
project management
report writing conventions
maintaining equipment inventory
client training
satisfaction reports
Organisational May be in reference to
requirements the business
system
application
network
people in the organisation
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Specified hardware and software
Conducted walk-through and compared/contrasted
expected performance criteria against vendor proposed
offerings
Documented and reported on findings
Underpinning Demonstrates knowledge of:
Knowledge and Current industry-accepted hardware and software
Attitudes products
Broad general knowledge of the client business domain,
particularly the business function and organisation (e.g. when
specifying architecture requirements)
Basic knowledge of cabling and telecommunications
technologies (e.g. when specifying architecture requirements)
Broad knowledge of vendor product directions and
technology directions (e.g. when specifying hardware and
software)
Networking technologies, including broad knowledge of
general features and capabilities incorporating substantial
depth in some areas (e.g. when specifying architecture
requirements)
Broad knowledge of systems architectural design
1. Prepare for 1.1 Objectives, success criteria and acceptance criteria are
pilot system established and confirmed for pilot implementation
1.2 Technical and organizational resources required for pilot
implementation are identified and secured.
1.3 Executive support for pilot is established and confirmed.
1.4 Project plan for pilot is completed and project documentation
is referred to appropriate person for approval
2. Install pilot 2.1 Pilot is installed and configured according to project plan
system 2.2 Technical readiness of pilot is verified and recorded.
2.3 Necessary actions is taken to ascertain accuracy of data.
2.4 A status report is prepared and submitted to appropriate
person for sign-off.
3. Monitor 3.1 Pilot and support documentation is reviewed, to ensure
implementation complete understanding.
of pilot system 3.2 Pilot and system procedures is Identified.
Variable Range
Acceptance May include but not limited to:
criteria timeframe
cost implications
technical
logistical considerations
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Prepared for pilot system
Installed pilot system
Monitored implementation of pilot system
Evaluated pilot system
Underpinning Demonstrates knowledge of:
Knowledge and Current industry-accepted system piloting
Attitudes methodologies, with knowledge of general features and
capabilities
Current industry system development and design
methodologies (e.g. when preparing for pilot)
Current industry-accepted hardware and software
products, with broad knowledge of general features and
capabilities and detailed knowledge in some areas (e.g.
when installing pilot system)
Project objectives and client requirements (e.g.
when monitoring implementation of pilot)
Overall project objectives and client requirements
(e.g. when preparing for pilot)
Client business domain
Three or more current industry information
gathering methodologies (e.g. when preparing for pilot)
Role of stakeholders and the degree of stakeholder
involvement
System’s current functionality (e.g. when installing
pilot system)
TOP
Occupational Standard: Information Technology Service Management Level V
Research and Review Hardware Technology Options for
Unit Title
Organizations
Unit Code ICT ITM5 05 0811
Unit Descriptor This unit defines the competency required to apply research
skills in conjunction with reviewing hardware solutions, as part of
an analysis of emerging technology.
Variable Range
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence the ability to apply technical knowledge in the
preliminary analysis of emerging technology according to
organizational requirements or practices
Ability to convey and access conceptual information
regarding emerging technology in relation to organizational
needs.
Underpinning Demonstrates knowledge of:
Knowledge and Current industry and technology information
Attitudes sources (e.g. vendor seminars, expert email groups, etc,
as mentioned above)
Current business practices in relation to preparing
reports
Components of the business planning process
relevant to the development of IT business solutions
Current industry-accepted hardware and software
products, including broad knowledge of general features
and capabilities, with particular reference to emerging
trends and product design
Broad knowledge of vendor product directions such
as self-configuring ADSL or cable modem-router-switch for
the Small Office Home Office (SOHO) market
General knowledge of the client business needs,
with a view to expanding into new possibilities, as
presented by new technology
Basic knowledge of quality assurance practices, to
promote reliable investigation processes
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Basic knowledge of information gathering
techniques
Industry networks
Key individuals and organizations within the IT
industry
Variable Range
Appropriate May include but not limited to:
person supervisor,
authorized business representative or client
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence accessed and analyzed relevant information on
changes to technology and resources;
analyzed strategic plans to determine future
technology needs;
monitored resource utilization and cost efficiency
and effectiveness of technology
Developed action plan
TOP
Occupational Standard: IT Service Management
Implement Quality Assurance Processes for Business
Unit Title
Solutions
Unit Code ICT ITM5 07 0811
Unit Descriptor This unit defines the competency required to define and
implement quality assurance processes and procedures to
ensure that business solutions achieve quality performance
expectations.
Variable Range
Quality standards May include but not limited to:
May be specific to organizational standards, international
standards, national standards, internal or customer-supplied
standards
Client May include but not limited to:
internal departments
external organizations,
individual people
employees
Appropriate May include but not limited to:
person supervisor
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authorized business representative
client
System Databases
Applications
Servers
operating systems
gateways
ASP
ISP
Stakeholders May include but are not limited to
end user
internal or external client
government body
corporate body
community groups
Documentation May include but are not limited to
standards policy relating to
sign-off, storage,
distribution,
revision
Standards may include ISO/IEC/AS standards, organizational
standards, project standards
May include tools for documenting (e.g. word processing
packages, desktop
publishing packages)
Quality May include
management plan processes, authorizations and responsibilities for
quality control
quality assurance
continuous improvement,
communications and responsibilities,
may contain
critical success factors
measurement criteria and inspection
audit
report and
review procedures
Standards May include ISO/IEC/AS standards, organizational standards,
project standards
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Planed and implemented business quality assurance
procedure and appropriate process
Improved quality.
Top
Occupational Standard: Information Technology Service Management Level V
Unit Title Facilitate and Capitalize on Change and Innovation
Unit Code ICT ITM5 08 0811
Unit Descriptor This unit specifies the outcomes required to plan and manage
the introduction and facilitation of change; particular emphasis
is on the development of creative and flexible approaches, and
on managing emerging opportunities and challenges.
Evidence Guide
Critical Aspects of Planning the introduction and facilitation of change
Competence Developing creative and flexible approaches and
solutions
Managing emerging challenges and opportunities
Underpinning Relevant legislation from all levels of government that
Knowledge and affects business operation, especially in regard to
Attitudes occupational health and safety and environmental issues,
equal opportunity, industrial relations and anti-discrimination
the principles and techniques involved in:
change and innovation
management
development of
strategies and procedures to implement and facilitate
change and innovation
use of risk
management strategies: identifying hazards,
assessing risks and implementing risk control measures
problem identification
and resolution
leadership and
mentoring techniques
management of quality
customer service delivery
consultation and
communication techniques
record keeping and
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management methods
the sources of change
and how they impact
factors which lead/cause resistance to change
approaches to managing workplace issues
Underpinning Communication skills
Skills Planning work
Managing risk
Resources The following resources must be provided:
Implication Workplace or fully equipped assessment location with
necessary tools, equipment and consumable materials
Assessment Competence may be assessed through:
Methods Interview
Observation/Demonstration
Context of Competence may be assessed in the work place or in a
Assessment simulated work place setting
Top
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Occupational Standard: Information Technology Service Management Level V
Unit Title Establish and Conduct Business Relationship
Unit Code ICT ITM5 09 0811
Unit Descriptor This unit covers the skills, attitudes and knowledge required to
manage business relationship with customers.
Variables Range
Opportunities to informal social occasions
maintain industry functions
regular contact association membership
with customers co-operative promotions
may include: program of regular telephone contact
Negotiation identification of goals, limits
techniques clarification of needs of all parties
identifying points of agreement and points of difference
preparatory research of facts
active listening and questioning
non-verbal communication techniques
appropriate language
bargaining
developing options
confirming agreements
appropriate cultural behavior
Evidence Guide
Critical Aspects of It is essential that competence is fully observed and there is
Competence ability to transfer competence to changing circumstances and
to respond to unusual situations in the critical aspects of:
consistently applying enterprise policies and
procedures and industry codes of practice in regard to
customer service
providing a quality service environment by treating
customers in a courteous and professional manner through
all stages of the procedure
using effective questioning/active listening and
observation skills to identify customer needs
communicating effectively with others involved in or
affected by the work
maintaining relevant and current customer databases in
accordance with enterprise policies and procedures
6. Review systems 6.1 Review all systems which impact or are impacted on
for compatibility improvements and the improvement system
with improvement 6.2 Analyze relationships between improvement systems
strategy and other relevant systems
6.3 Analyze practices caused by and results from the
systems
6.4 Negotiate changes to the systems to improve the
outcomes from improvement systems
6.5 Obtain necessary approvals to implement changes
6.6 Monitor the implementation of the changes
Variable Range
Competitive systems Competitive systems and practices may include, but are not
and practices limited to:
lean operations
agile operations
preventative and predictive maintenance approaches
monitoring and data gathering systems, such as
Systems Control and Data Acquisition (SCADA) software,
Enterprise Resource Planning (ERP) systems, Materials
Resource Planning (MRP) and proprietary systems
statistical process control systems, including six sigma
and three sigma
JIT, kanban and other pull-related operations control
systems
supply, value, and demand chain monitoring and
analysis
5S
continuous improvement (kaizen)
breakthrough improvement (kaizen blitz)
cause/effect diagrams
overall equipment effectiveness (OEE)
takt time
process mapping
problem solving
run charts
standard procedures
current reality tree
Competitive systems and practices should be
interpreted so as to take into account:
stage of implementation of competitive systems and
practices
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the size of the enterprise
the work organization, culture, regulatory environment
and the industry sector
Code of practice and Where reference is made to industry codes of practice, and/or
standards Ethiopian/international standards, the latest version must be
used
Organization Organization systems may include:
systems problem recognition and solving
operational/process improvement
improvement projects
product/process design and development
processes for making incremental improvements
Relevant metrics Relevant metrics include all those measures which might be
used to determine the performance of the improvement
system and may include:
hurdle rates for new investments
KPIs for existing processes
quality statistics
delivery timing and quantity statistics
process/equipment reliability (‘uptime’)
incident and non-conformance reports
complaints, returns and rejects
Process Improvement process yield may be regarded as:
improvement yield the benefit achieved for the effort invested
Breakthrough Breakthrough improvements include:
improvements those which result from a kaizen blitz or other
improvement project or event and are a subset of all
improvements
Timing of Timing of breakthrough improvements includes:
breakthrough frequency (which should be maximized) and duration
improvements (which should be minimized) of events/projects
Continuous Continuous improvement is part of normal work and does not
improvement require a special event to occur (although may still require
authorizations) and contrasts with breakthrough
improvement/kaizen blitz which occurs by way of an event or
project
Resources for Resources for improvements include:
improvement improvement budget
guidelines for trialing of possible improvements
mechanism for approvals for possible
improvements
business case guidelines for proposed
improvements
indicators of success of proposed improvement
mechanisms for tracking and evaluation of
changes
forum for the open discussion of the results of
Evidence Guide
Critical Aspects of A person who demonstrates competency in this unit must be
Competence able to provide evidence of the ability to:
critically review current continuous improvement
processes
establish ongoing review of continuous improvement
processes
implement improvements in the practice of continuous
improvement
better align internal and external systems
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gather data through interviews with stakeholders
review existing data
obtain additional data through a variety of techniques
communicate and negotiate at all levels within the
organization
Underpinning Demonstrates knowledge of:
Knowledge and competitive systems and practices tools, including:
Attitudes value stream mapping
5S
Just in Time (JIT)
mistake proofing
process mapping
establishing customer pull
kaizen and kaizen blitz
setting of KPIs/metrics
identification and elimination of waste (muda)
continuous improvement processes including
implementation, monitoring and evaluation strategies for a
whole organization and its value stream
difference between breakthrough improvement and
continuous improvement
organizational goals, processes and structure
approval processes within organization
cost/benefit analysis methods
methods of determining the impact of a change
advantages and disadvantages of communication
media, methods and formats for different messages and
audiences
customer perception of value
define, measure, analyze, improve, and control and
sustain (DMAIC) process
Underpinning Skills Demonstrates skills to:
undertaking self-directed problem solving and decision-
making on issues of a broad and/or highly specialized
nature and in highly varied and/or highly specialized
contexts
communicating at all levels in the organization and
value stream and to audiences of different levels of literacy
and numeracy
analyzing current state/situation of the organization and
value stream
determining and implementing the most appropriate
method for capturing value stream improvements
collecting and interpreting data and qualitative
information from a variety of sources
analyzing individually and collectively the
implementation of competitive systems and practices tools
industry, academe and government agencies who donated their time and expertise
We would like also to express our appreciation to the Staff and Experts of MoFED,
Ministry of Education (MoE) and Engineering Capacity Building Program (ecbp) who
This occupational standard was revised and finalized on August 2011 Addis Ababa,
Ethiopia.