Information Sheet Harambee University 2022/2023

Harambee University
Ethiopian TVET-System
Curriculum
Hard ware and network Servicing
Level IV
Based on
Occupational Standard (OS)
Learning Guide
Unit of Competence: Migrate to New
Technology
LO2: Apply Functions of Technology to Assist in Solving
Organizational Problems

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Planning implementation
The introduction of new technology requires careful planning in order for a smooth
transition to occur.

Implementing the technology without planning is bound to result in problems and

frustrations.

The objective here is to minimize any disruption to the day-to-day running of the
organization.

Sound project management skills are required in implementing new technology.

In producing an implementation plan, the following should be considered:

• timing
• tasks involved
• resources required
• schedule
• milestones
• Organizational issues.

Timing
Timing is an important consideration if the implementation is to go smoothly.

The adoption of new technology can place an additional burden on staff having to deal
with disruption to their normal workflow.

Most departments have peak periods of activity that should be avoided.

For example, an accounting department’s busiest time is the end of the financial year;
therefore, this period is definitely not suitable for any implementation of new technology.

Tasks
What are the things that have to get done to implement the new technology? The
implementation plan should clearly identify these tasks and schedule them in an
appropriate sequence.

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Installing a network, for example, will have a different set of tasks from installing a new
software system.

Table 1 shows the tasks required to install new PCs for a group of users.

Table 1: Tasks for installing new PCs

Task Description
1 Back up files on existing computers
2 Remove existing computers
3 Install new computers
4 Test new computers
5 Restore files to new computers

Identifying the tasks and their sequence beforehand should ensure that the
implementation goes smoothly.

This is a very simple example, but can you imagine what would happen if Task 2 was
performed without performing Task 1?

Resources
Having identified the tasks, the next step is to allocate people and resources to them.

To minimize confusion, people need to know exactly what they are supposed to do.

Obtaining resources may involve negotiating with the people involved or their superiors
as they may have other commitments.

Table 2 provides an example of resources required for installing new PCs.

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Table 2: Resources required while performing implementation tasks.

Task Description Human resource Resource (tools)

1 Back up files on existing Portable HDD and backup software

computers
Trolley, packaging tools and inventory
2 Remove existing computers forms
3 Install new computers Trolley and inventory forms
4 Test new computers Testing software and checklist
5 Restore files to new computers Portable HDD and backup software

Schedule
After assigning resources to each task, the next step is to determine how long each
task will take to complete. Work out the start and finish date of each task.

Then communicate this to those involved so that they know exactly when particular
tasks are to be done.

Table 3 below shows the start and finish dates for each task so that staff knows when
the tasks are to be completed.

This means that your plan should provide a picture of:

• what is to be done
• who is to do it
• When it is to be completed.
Table 3: Task duration
Task Description Resource Start Date Finish Date
Back up files on existing
1 computers 1st Sept 1st Sept
2 Remove existing computers 2nd Sept 3rd Sept
3 Install new computers 4th Sept 9th Sept
4 Test new computers 10th Sept 14th Sept
5 Restore files to new computers 15th Sept 15th Sept

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Milestones
Milestones are established points in the project used to determine whether or not the
project will meet the anticipated schedule.

These are usually major events in the course of the project such as ‘installing new
computers’ or ‘software purchased’.

It is important to establish milestones in your implementation plan and monitor the

progress of the implementation on an ongoing basis.

You can also gather project progress reports from implementation team members.

Organizational issues
Any impact on the day-to-day running of the business needs to be identified and
planned for.

For example the installation may require that the network not be operational for a period
of time.

Therefore it should be scheduled for a time when it will have as minimal an impact as
possible, for example, after hours.

Sometimes it is difficult to identify downtime when no one would be affected.

In all cases, users who will be affected need to have sufficient warning in terms of days
not hours.

Managing the implementation

Technology and its use need to be managed if it is to be used effectively. Management
of technology includes tasks such as:

• overcoming resistance to technology

• ensuring that users are competent in using the technology
• monitoring the efficient use of the technology
• Monitoring the performance of the technology.

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User acceptance
User acceptance of new technology is usually based on:
 user-friendliness of the new system
 management making it known that staff are expected to use the new technology
 identified benefits of the new technology for the users of the system
 training provided to ensure that users are comfortable with the new technology and
commitment by management to support staff during the initial stages of use
 timely hardware/software application support
 Clear and communicated commitment by management to support the introduction
of the new system.

Resistance to technology
Change is often seen as threatening, particularly if it is accompanied by ignorance.
People sometimes resist new technology, especially if they are comfortable with the
existing system. Resistance can occur at any time however.

Consider an employee who has been transferred to another section where they are not
familiar with the technology.

Resistance needs to be addressed, as its negativity can spread to other users and this
can adversely impact on the productivity of the system.

Resistance to technology can often be countered by providing information.

Describing the technology, the advantages, the objectives and other issues to the users
can dispel resistance.

User competence
Training and user support are very important. Without this, you may as well not install the
new technology because the benefit it was intended to bring will not be realized.

Not only does training need to occur when the technology is first installed but it has to be
provided on an ongoing basis according to need.
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Part of the continuing management function is to analyses the skills users require and
ensure that they have them.

Not only do users need to be competent in their use of technology but they need to be
well supported in its use as well.

The help desk is an important support tool. Its effectiveness relies upon it being
continually monitored.
Efficient use of technology
Is the new technology being used efficiently?

Have the users adopted the new technology or are they reverting to the old system?

Managing implementation of new technology involves monitoring its use and rectifying
any problems through appropriate means such as providing additional training where
needed.

Inefficient use of new technology can arise in many situations.

Sometimes, users may use it just like the old system, in other words, not take advantage
of its new features. They might also use it for certain tasks, but not all of them.

The worst-case scenario would be that of users resorting to developing their own solution
rather than use the new system.

This might indicate a more serious problem perhaps the solution selected was not the
right one!

Performance of new technology

In implementation, it is very important to monitor the performance of the new technology
to ensure that it is fully functional.

All attributes of the new technology need to be continually monitored.

Any problems should be rectified so that the new system can function as expected.

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Some questions you can ask when monitoring performance are:

 Does the software ever fail, e.g. lock up or close unexpectedly?

 Does the hardware ever breakdown, e.g. hard drive crash or system prone to
overheating?
 Does the network fail, e.g. device not found or print jobs not being received?

Reflect
Think of a time when you felt apprehensive about using some new technology. What
could have been done to make you less apprehensive about using it?

Feedback
You probably would have appreciated a training session that showed you how to use the
technology by applying it to a familiar problem.

Converting data
A key ingredient of the success of the implementation of new technology is the seamless
accessing of data. At some point the new technology will replace the existing technology
(unless there was nothing prior). This usually involves a conversion process of some
kind. The conversion process should ensure that:

• the data is complete and valid

• the structural integrity of both the legacy system and the new database/data
warehouse is sound
• the data reflects and works with the business rules and data standards
• The data will work well with the conversion process.

There are four well-recognized methods of system conversion:

1 direct conversion
2 parallel conversion
3 phase-in conversion
4 Pilot conversion.

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Types of conversion
1. Direct conversion
This is the implementation of the new system and the immediate discontinuance of the
old system. Once the conversion is made there is no way of going back to the old
system.

It is inexpensive, but involves a high risk of failure because the entire system is
converted at once and going back to the old system will create a lot of hassle and
problems.

This approach is appropriate when:

 the system is not replacing any other system
 the old system is judged to be without value
 the new system is either very small or simple, or both
 The design of the new system is drastically different from that of the old system
and comparisons between systems would be meaningless.

2. Parallel conversion

This is an approach where both the old and the new system operate simultaneously for
some period of time until a thorough evaluation is completed.

It is the opposite of direct conversion. A high degree of protection from system failure is
provided, but parallel conversion is costly.

Usually though, if this conversion type fits in with the organization’s IT plan then the extra
expense is warranted.

3. Phase-in conversion
This approach allows for a segmented system to be gradually implemented over time
until the old system is fully replaced.

Unlike direct or parallel conversion, phase-in conversion uses a step-by-step process of

converting one segment at a time.

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This method avoids the risk inherent with direct conversion while allowing users to get
used to the new system gradually.

The cost of temporary interfaces with the old system, along with not giving IT
professionals the satisfaction of implementing the system in its entirety, can be negative
factors in this type of conversion.

4. Pilot conversion
This method segments the organization, providing a ‘guinea pig’ branch or office where
the new system proves itself before conversion is performed elsewhere.

Pilot conversion is less risky than direct conversion and less costly than parallel
conversion, and is preferred where the new system is drastically different from the old.

A disadvantage is that more time is required for full and complete conversion, but this
time can be put to good use by training all users at the pilot test site.

Managing the conversion

As the IT professional charged with the task of migrating to new technology it is your
responsibility that, throughout the implementation, the integrity of the system and its data
remain intact.

The likelihood of this will depend largely upon the conversion method chosen.

With the exception of direct conversion, all of the conversion methods provide the
opportunity to compare the outputs from the new system with the outputs of the existing
system.

All the above methods outline the standard methods of converting from an existing
system to a new one.

However, not all implementations of new technology relate to complete systems.

The conversion may be as straightforward as upgrading from one version of application

software to the next, for example, upgrading from Microsoft Excel 97 to Microsoft Excel

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XP. No matter what the type of conversion, one thing remains a constant throughout, and
that is the underlying data.

It is vital that the conversion of data is planned for.

The success of migrating to new technology depends to a great degree on how well the
IT professional prepares for the creation and conversion of data files required for the new
technology.

File conversion usually means that the existing file will be modified in at least one of
three places:

• in the format of the file (e.g. reading a tape on a 2003 platform having being written
as a UNIX TAR file)
• changing the data structure (e.g. restructuring the fields in a database, converting
EBCDIC to ASCII format)
• In the storage medium where the file is located.

In some instances it is possible that some files will experience all three aspects of
conversion.
Methods of file conversion
There are two formally recognized methods of file conversion:
1 total file conversion
2 Gradual file conversion.

Total file conversion is the process of preparing files, which are compatible with the
new system from the old system’s files. All files are converted, either by a file conversion
utility program or by manual data entry. Total file conversion can be used in conjunction
with any of the four conversion methods.

Gradual file conversion is a method by which data is converted only when there is
some activity on it.

For example, a customer record is only converted when there is some transaction
activity.

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Most of the active records would be converted within a relatively short period of time.
Gradual file conversion is especially useful for parallel and phase-in conversion methods.

Maximizing benefits of implementation

It is not unusual for the features of new technology to be under-utilized or even ignored.
In most cases, when an upgraded version of a familiar piece of software comes along,
users tend to keep using it just as before.

Generally, most users only use about 20 percent of features in a given software package.
The new technology probably contains features that are not used but could be useful.

It is common sense that you should aim to get maximum benefits from the new
technology.

Here are some strategies that can help users derive maximum benefits from new
technology:
 Training and support — showing people how to use technology is often a more
effective method than the trial and error approach.
 Direct knowledge can be shared through teamwork, socialization and informal
communication.
 Contribute to a knowledge base that will formally document procedures, processes
and experiences to capture the experiences of various people.
 Consultants or experts could be hired for a short period of time to examine how the
technology is used.
Then they can provide suggestions on how to get more out of the system. This may be
by using features that you were not aware of, or by using the technology for other work
that you had not considered.

Access to information on new equipment

As pointed out earlier, resistance to new technology often comes from ignorance or lack
of information. It is, therefore, very important to ensure information about new equipment
is readily available to users.

Computer journals and magazines can be circulated internally and the same should
apply to product information from leading-edge producers and suppliers.
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Small group sharing sessions would also help, as you will often find that the most useful
sources of information about new equipment are other people, work colleagues and
friends.

Awareness of benefits
Users are more likely to accept new technology if they are aware of the benefits expected
from implementation.

In the long run, this would translate into improved organizational practice.

Therefore, it would help to highlight the benefits specific to particular user groups
throughout the implementation process.

The types of benefits can cover the following aspects:

 new features, performance and breakthroughs

 integrity of products and processes
 increased productivity
 operational benefits
 maintenance benefits
 reduced waste
 administrative benefits
 advanced communications
 customer responsiveness and business enhancement
 innovation, continuous improvement
 Employee job satisfaction.

Introduction of new technology may sometimes have adverse effects as well, so the
strategy is to ensure that the benefits outweigh the costs of introducing the new
technology.

Some of the well-known adverse conditions are: difficulty in managing the new
technology implementations, steep learning curve for gaining new skills, high initial costs,
disruptions to day-to-day routines of the business and excessive time requirements.

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OH&S implications
The implementation of new technology may sometimes change the occupational health
and safety (OH&S) conditions in the workplace.

Any new technology that is purchased must be assessed against the compliance
requirements of occupational health and safety standards.

The rig our of assessment will depend on the complexity and the novelty of the
technology.

The scope of the assessment process could range from observations to safety training,
depending on the nature of the technology.

For example, staff must be educated in ergonomic issues if computer equipment is going
to be introduced and change the setup of their workstations.

If new machinery is introduced, workers must be conversant with the health and safety
guidelines before operating it. These guidelines usually come from the manufacturer.

Organizational best practice

In old organizational systems, workers saw hoarding knowledge and information as
providing personal power and job security.

However, in today’s competitive business environment, managers must establish a

strategy to manage the existing knowledge and information within the company and
capture these for the benefit of the organization.

This is called ‘knowledge management’.

A common example of this is that knowledge about new technology is captured within the
organization and then structured so that it is easily accessible to all members of staff.

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The following are some benefits of knowledge management:

 Innovation is encouraged with the open sharing of ideas and information.

 Learning time is reduced as it is easier to learn from past successes and mistakes
rather than ‘re-inventing the wheel’.
 Staff satisfaction will increase as they are getting the recognition for their knowledge
and innovations.

It is best practice in an organization to use various tactics such as employee recognition

and reward schemes to encourage all employees to contribute to a knowledge base.

A knowledge base typically refers to a database that holds knowledge in a variety of

forms such as facts and rules, and case examples about successful business practices.

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