ictict 303 connect internal hardware components...hardware components ram ram is an essential...

ICTICT303

Connect internal hardware components

Learner Guide

© Copyright, 2016 by North Coast TAFEnow

Date last saved: 21 January 2016 by Smart, Rebecca Version: 1.0 # of Pages = 57

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Contents Getting Started .................................................................................................................................. i

About this unit .................................................................................................................................................................... i

Elements and performance criteria ............................................................................................................................. i

Icon Legends....................................................................................................................................................................... ii

Topic 1 - Identify and categorise the different internal hardware components .......................... 1

Explain the purpose of the different internal hardware components .......................................................... 5

Distinguish between the different types of devices within each internal hardware component

category ................................................................................................................................................................................ 6

Topic 2 – Accurately determining client requirements .................................................................. 7

How to analyse client requirements ........................................................................................................................10

Information you and your client need to agree to .............................................................................................12

Document the client’s requirements and report them to your supervisor ...............................................14

Topic 3 – Contacting vendors ........................................................................................................ 17

Requests for proposals ..................................................................................................................................................20

Selection criteria ..............................................................................................................................................................21

Documenting recommendations .............................................................................................................................25

Purchasing procedures .................................................................................................................................................26

Topic 4 – Planning .......................................................................................................................... 29

Your workspace ...............................................................................................................................................................31

Sources of information .................................................................................................................................................32

Installation tips .................................................................................................................................................................33

General notes on planning the installation of hardware components ......................................................34

Testing .................................................................................................................................................................................36

Topic 5 – Evaluation ....................................................................................................................... 39

The process of evaluation ............................................................................................................................................40

Environmental considerations for new equipment and software ...............................................................42

Using feedback ................................................................................................................................................................43

Scoring of usability and performance .....................................................................................................................46

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Getting Started

About this unit

This unit describes the performance outcomes, skills and knowledge required to acquire,

install, configure and evaluate system hardware components according to client and user

requirements.

Elements and performance criteria

Elements define the essential outcomes of a unit of competency. The Performance Criteria

specify the level of performance required to demonstrate achievement of the Element. They

are also called Essential Outcomes.

Follow this link to find the essential outcomes needed to demonstrate competency in this

Unit: http://training.gov.au/Training/Details/ICTICT303

Please note: The activities in this unit build upon each other using a shared scenario. The

activities from this learner guide feed into Assessment event 2 of this unit.

http://training.gov.au/Training/Details/ICTICT303

ii | P a g e I C T I C T 3 0 3 _ L G _ V 1 T A F E n o w

Icon Legends

Learning Activities

Learning activities are the tasks and exercises that assist you in gaining a

clear understanding of the content in this workbook. It is important for you

to undertake these activities, as they will enhance your learning.

Activities can be used to prepare you for assessments. Refer to the

assessments before you commence so that you are aware which activities

will assist you in completing your assessments.

Readings (Required and suggested)

The required reading is referred to throughout this Learner Guide. You will

need the required text for readings and activities.

The suggested reading is quoted in the Learner Guide, however you do not

need a copy of this text to complete the learning. The suggested reading

provides supplementary information that may assist you in completing the

unit.

Reference

A reference will refer you to a piece of information that will assist you with

understanding the information in the Learner Guide or required text.

References may be in the required text, another textbook on the internet.

Self-check

A self-check is an activity that allows you to assess your own learning

progress. It is an opportunity to determine the levels of your learning and to

identify areas for improvement.

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Topic 1 - Identify and categorise the different internal hardware components

Components in computer systems are continually being refined and improved. At the time of

writing this unit the following types of hardware components may be found internally in a

computer:

> Motherboard

> Central processing unit (CPU)

> Random access memory (RAM)

> Firmware

> Power supply

> Removable media devices

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> CD

> DVD

> Blu-ray

> Internal storage

> Hard disk drive (HDD)

> Solid state drive (SSD)

The categories that most internal hardware components come under are:

> Processing

> Storage/ memory

> Input device

> Output devices

Motherboard

The motherboard contains a variety of connectors that support specific types of components.

The specifications of a motherboard will clarify which components are supported.

Figure 1 A Gigabyte motherboard, with 4 RAM slots and 6 SATA connectors

http://flyinghighcomputers.webs.com/apps/photos/photo?photoid=98095501

http://flyinghighcomputers.webs.com/apps/photos/photo?photoid=98095501

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RAM requirements

RAM is perhaps the easiest upgrade that will improve the performance of a computer.

Computer users are often reluctant to upgrade the hardware specs of their computer, yet are

very keen to install newer applications. As a result, the applications can be difficult to run

smoothly if the system requirements are not met.

Types of RAM

Historically, there have been many types of RAM used in personal computers.

DDR RAM (Double Data Rate Transfer)

A DDR-266 184 pin double in line memory module (DIMM) has a data rate represented by the

266. Data transfer rates are many times the speed at which the RAMs internal data rate.

DDR RAM was a standard from 1996 to about 2001, though continued to be used in personal

computers for a few years later.

DDR RAM was typically used in sizes up to 256MB, 512Mb and 1GB per module.

DDR2

In a similar way and representing an improvement in technology, DDR2 RAM had memory

transfer rates of twice that of DDR RAM. This was in the range of 200-533Mhz. DDR2 Ram is

still widely used in 2011.

DDR2 modules are generally available in 1 and 2GB.

DDR3

This represents the latest standard in personal computer memory. At 4 times the rate of DDR2

RAM, this represents a considerable improvement in technology.

Clock cycles for this RAM are typically 400-1066 MHz.

Typical sizes for DDR3 modules are 2 and 4GB.

Each of these types of RAM is available in a smaller form factor for devices such as notebook

computers. These are known as SO-DIMM (small outline dual in-line memory module)

modules.


The choice of RAM for a computer is of course bound by the motherboards slots, with each

supporting one only of the above types of RAM.

The maximum memory availability is given by the largest available module x number of slots

in the mother board.

A machine currently equipped with 4GB DDR3 RAM, would have 2 slots each with a 2GB

module installed or 1 slot of 4GB. Thus it is upgradable to 8GB limited by the motherboard.

(4GB x 2)

For more information about DDR standards, see http://en.wikipedia.org/wiki/DDR_SDRAM

Hard Disk Drive requirements

Types of Hard disks

IDE

These drives used a series of platters in which to store data. It uses a parallel cable to transfer

data the data bus on the motherboard.

Storage sizes typically ranged from 10GB to 320GB.

Data transfer rates for these drives is up to 130MB/s.

SATA

These drive used the same disk technology as the IDE drive. The advantage over the IDE drive

is in the data transfer rate. The transfer rate along a serial cable is more reliable and

significantly faster.

These drives have a data transfer rate of up to 1GB/s, though this is limited by the rate of

transfer of other devices within the computer.

Solid State Drives (SSD)

Here, a change in technology sees data stored in memory chips, containing no moving parts.

The interface used is various. They include SATA connectors, USB and PCI express.

Drive sizes range from 256GB to more than 1TB.

http://en.wikipedia.org/wiki/DDR_SDRAM

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Data transfer rates of up to 6GB/s have been achieved on recent devices.

For more information see http://en.wikipedia.org/wiki/Solid-state_drive

What role does RAM play in a computer system?

Explain the purpose of the different internal hardware components

RAM

RAM is an essential component in a personal computer. Its role is to store data in various

forms for temporary use.

When a computer starts up, the operating system is loading into memory. This allows the user

to interact with devices on the computer, such as a DVD burner or a set of speakers.

It also serves as a temporary storage medium for user data which is being modified. This is

commonly the case with an application into which the user provides data from the keyboard,

such as a word processor or a spread sheet.

Disk Drive

Disk drives store permanent data. They perform the following roles:

> Storage of applications. These are loaded into memory when they are launched by the

operating system.

> Storage of user data. Applications that allow users to store data for later use will interact

with the operating system in order that storage of user data is possible. This is seen when

a dialog box is presented to the user, allowing them to “browse” for a location in which to

store a file. Many applications will have their own file extension e.g. .doc, which allows

the operating system to associate a file with an application, so making easier access to

the file.

http://en.wikipedia.org/wiki/Solid-state_drive


Distinguish between the different types of devices within each internal hardware component category

RAM

The three types of DDR RAM can be distinguished by the placement of the notch among the

gold leaves on the edge of the RAM module. Clearly this notch is necessary to allow the

modules to be seated correctly in the RAM slot on the motherboard.

Also, The ICs on DDR RAM are larger than those on DDR2 and DDR3 RAM modules.

Each of these modules is designed for use with a motherboard with slots designed to support

a specific type of RAM.

Software tools are available to scan a computer’s system and identify components, removing

the need to ‘open the box’ to examine the motherboard.

Disk drives

Disk drives can be identified by their connector.

> IDE drives will have a wide connector to take a ribbon cable 5cm in width.

> SATA connectors are much smaller in size about 1.5cm in width.

> Solid State Drives have different connectors again and look more like RAM modules.

Their connectors will vary.

LEARNING ACTIVITIES ACTIVITY 1

Practical activity

Open your computer’s case and remove a RAM module by pressing the tabs at the ends of the slot.

> How can the type of RAM be identified?

> Can you see there is only one way in which the module can be installed?

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Topic 2 – Accurately determining client requirements Introduction

Throughout this unit, you will be asked to complete activities based on the scenario provided

in the unit materials.

Some client requests and requirements are quite straightforward. Others, however, can be

quite complicated — and will need a lot of thinking through on your part as well as your

client’s.


You may have heard of technology purchased by an organisation that ends up being hardly

used. Or equipment purchased (e.g. by isolated communities) that breaks down and then is

left to rust because parts are not easy to get and the experts are all in the city. You may have

heard of systems that are set up that fail to meet the organisation’s needs or soon get

outdated.

In these cases, the client may not have had a clear idea of exactly what was required — and

may have asked for something they thought they needed. Or the ‘expert’ or supplier may not

have accurately determined or analysed the client’s needs.

What information do you need from your client?

Before meeting with clients to discuss their requirements, you should be prepared. Thorough

preparation should allow you to get all necessary information during a meeting with your

client. You should understand your organisation’s standards and policies, as well as plan to

get the required information from the client in a short time.

It is a good idea to have a standard set of questions to ask your client. Having these questions

printed out and ready to use will further improve the quality of your service. It is very unlikely

you will forget to ask a written question about a particular item, but a question could be

overlooked if you try to commit it to memory. The answers to these questions will not only

provide you with the information you need, but will also allow you to confirm the answers

with the client and your supervisor.

As well, your client will perceive your service as well planned and organised. From this

standard set you can create a subset of questions which will be relevant to your client’s

situation. The standard set of questions should be provided by your supervisor. However, if

you want to create your own set, make sure that it is approved by your supervisor. Remember

that all information collected from a client will help you and your supervisor to make a

decision about the service provided to a client. So it is important that you not only ask the

right questions, but you also record the client’s answers accurately. Your questions should be

worded in plain English without any technical jargon (if possible). If jargon is used, it should

be explained to the client. Acronyms (when a series of words is shortened by spelling the first

letter of each word, e.g. GUI) should not be used at all.

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You need to specify the areas in which you need information from the client. There’s a

suggested template below for determining these areas. It is a generic template that you might

want to adapt to suit. Note: If the client’s request involves more than one problem, you may

need to fill out one of these templates for each problem.

Information to obtain from client

Table 1

Question Response

Background of the organisation or business:

Objectives of this exercise:

Problem (and any underlying issues):

Criteria for successful achievement of objectives:

Issues, factors and information that impinge on the problem:

Resources available to address the problem:

Possible strategies for addressing the problem:

Plan of action to be implemented:

Client feedback process:

Plans for the future:

Budget:

Project scope:

Project specifications:

Project timelines:

Other comments:



Scenario activity

1 Read the following scenario:

Daniel is a real estate salesman. His clients provide him with a variety of promotional material for their properties. There are photos presentations and video clips among the types of files he is provided. He receives these files in various formats – USB drives, CDs & DVDs.

Daniel reviews this material on his desktop computer in the office. He never has reason to carry these files with him.

The volume of material Daniel collects is growing rapidly.

Daniel’s needs to upgrade his computer to ensure that it can continue to be used to review the files he receives. His computer has an Intel Dual Core processor, 320GB HDD, and 1GB DDR2 RAM.

2 Gather information about Daniel’s request using Table1 above.

How to analyse client requirements

Suppose you’ve determined your client’s requirements. You’ve collected from the client the

information that’s on the template we’ve just looked at. You’ll now look at that information

and ask yourself questions such as:

> Does the client know exactly what they want?

> Is there anything I need to research to help the client make a more informed decision?

> Would I be able to meet the client’s requirements?

In other words, you analyse what the client has said their requirements are.

You might then decide to carry out research on the subject. You might find that there are

other ways of solving the problem than what you or the client had decided. Your research

may involve anything from consulting other people in your organisation to reading up on the

subject (e.g. on the Internet and in journals).

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You might find a template such as the one below useful for noting down your analysis. Again,

it’s a generic template that you could adapt or elaborate on.

Answer the above questions in terms of Daniel’s requirements.

Analysis of client requirements

Table 2

Analysis Details

What the client requires (to

resolve the problem):

Other methods for resolving

the problem:

Advantages and

disadvantages of each

method:

Recommendation (if any) and

reasons for recommendation:

Implications for initial

budget, timelines, etc:

Other comments:



Scenario activity

1 Continue with Daniel’s scenario above and complete Table 2.

Information you and your client need to agree to

It is important that you gather the correct information from a client so that you can accurately

determine their requirements. It’s just as important that:

> You provide the clients with information that will help them make an informed decision

> You and your client agree on certain decisions (e.g. the specifications of the job and the

scope of the job).

You would not want a client to say at a later date that they were not satisfied with the service

you provided. You would also want to pre-empt any later misunderstandings. Finally, you

would want to make sure that your organisation is not taken to court!

Types of information you should obtain from the beginning

Listed below are some of the types of information that will need to be obtained from the

outset of the job or project. You may need to provide some of this information to the client —

e.g. your organisation may have a policy for charging predetermined extra fees and other

charges for certain services outside of the service requested by the client. Some information

would need to be agreed to and understood by the two of you.

Extra costs

It is important to ensure that the client is fully aware of how much they would need to pay

and for what service. Are there any extra costs that could be incurred by the client? Are there

any extra charges or penalties the client could be asked to pay?

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Scope of the job

Both you and the client should agree on exactly what you are supposed to do. They should

know what they have to provide. What are the parameters of the job (or project)? Exactly what

lies outside the brief?

Specifications

It’s important to spell out the details that you will need to attend to in order to do the job. (For

example, if you’ve been contracted to publish a company brochure, spell out the exact size,

colours, paper thickness, fonts, etc.)

Agreement or contract

Is there a document such as a service level agreement?

Changing of the brief

Sometimes halfway through a job, a client may want to change their original brief. Is there a

deadline for changes to the brief? Which specifications can be changed? Is there a penalty?

Options

Let the client know what their options are. Provide information on the features of each option.

Possibilities

The client may make a request for a certain service or product. However, they may not be

aware of other options or other possibilities.

Recommendations

Is it your organisation’s policy to give recommendations to the client? Sometimes clients

request that you do. Make sure you carry out research.

Process

The client needs to be aware of the processes you’ll take when carrying out the client’s

request. Is the client part of this process? Will they be consulted? When will they be consulted?

Roles

It’s important to clarify the roles of everyone on the job. What is your role? What is their role?

What are the roles of each person on the project?


Consultation with the client

Will the client be consulted? At what stages of the job or project will this consultation occur?

Contact person

Can the client contact you or someone in the organisation if they have queries?

Timelines

What are the dates for the completion of the job (or various parts of the job)? Will there be

penalties if deadlines are not met?

Job guarantee

Is there a job guarantee? If the client is not satisfied with the service, is there recourse

(someone or a regulatory body they could contact perhaps)?

Once you have agreed on this information, it would be a good idea to put it down in writing. It

could simply be in the form of a letter to the client where you say something like:

‘Below are the decisions we made and agreed to at our meeting on …’ Or it may be in the

form of a contract or service level agreement.

Document the client’s requirements and report them to your supervisor

After analysis of the client’s requirements, you should fully document the client’s

requirements and report them to your supervisor.

This document may take the forms, but would include the following:

> background information such as company details

> problems and issues that may have led to the client’s request

> questions asked during your meeting with the client and their answers to those

questions, as well as a list of any essential criteria

> other options or possibilities of which the client may not have been aware

> any information for the client that will help them understand what they’re getting into

before you go ahead with the job (or project).

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A covering memo should be attached, stating the purpose of your report and asking the

supervisor for their acceptance of the report.


Scenario activity

1 Continue with Daniel’s scenario above and write a report for your supervisor for Daniel’s

request.

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Topic 3 – Contacting vendors ICT hardware and peripherals are often expensive and are purchased with medium-term

capital value in mind; meaning that devices are seen as lasting from two to five years, before

needing to be replaced or updated.

To consider what is involved in replacing ICT equipment, think of a major purchase in your life,

such as a television. You would have thought about and researched the features available and

what you want, the brands that offer that range of features, the relative price of brands and

models within brands, and where the brand and model you decide on might be bought at a

reasonable price.


Where to look and what to look for

To say the ICT marketplace is ‘as wide as the world’ is both a figure of speech and true—you

can find and buy equipment from almost anywhere. Yet unless you are in a large organisation

with specific and possibly unique needs (and therefore can’t avoid costly and untimely

international delivery), you’ll more likely deal with local or national retailers. Sometimes you

may go direct to the manufacturers and at other times through an agent, consultant, licensed

reseller or retail store.

New hardware and information about new hardware (including peripherals such as printers

and scanners) can be found via:

> computer magazines

> newspapers

> the Internet

> ICT consultants

> the yellow pages (for retailers, resellers etc.)

> computer suppliers

> ICT fairs and exhibitions.

Some suppliers provide quarterly updates or give access to a web site, or both, to promote

new equipment releases. The Internet warrants special mention. As noted, freight charges can

be high and there may be long delivery times if hardware is ordered from interstate or

overseas, so you need take care to find out the local availability and prices. Equipment bought

interstate or overseas might also present later problems and delays for any technical support

you may need. In general, you should be able to find local support for any equipment from

major manufacturers.

Table 3 summarises many issues and variables to consider when buying new or replacement

equipment. You need to consider these issues in relation to suppliers, the organisation and

the software and hardware being installed.

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Table 3 Issues and variables when buying new or replacement equipment

Suppliers The organisation Software and hardware

Total cost of ownership. Licensing requirements. Personal computers versus

networks.

Type of licensing offered. Security. Commercial software applications

versus custom-built applications.

Availability of information on

the supplier’s website.

Supplier options. Organisation specific software.

Nature and extent of the

support provided.

Purchasing procedures. Operating systems.

Availability of local support. Contracting arrangements

relating to ICT purchasing.

Software installation instructions

and manuals.

Customer base of people

using the product.

Security arrangements.

Reputation of the supplier

and the extent of their

experience in providing the

product.

Range of suppliers purchasing

procedures.

Using the information you find

Armed with your equipment requirements and system specifications obtained from analysis

of the client requirements, you can now contact suppliers (by phone email or in person).

Have your requirements listed clearly, and get prices for more than one device that fits the

requirements. Obtain lists of specifications for each device, or if you can’t, obtain photocopies

from user manuals of these devices to confirm that they do indeed meet the required

standards.


Make sure that your requirements for such things as speed and capacity are met. Beware of

any jargon that makes it difficult to understand exactly what features the equipment has. Also,

find out what application software may come ‘bundled’ with the equipment (for example,

most scanners come with image editing and optical character recognition software).

When you have lists of specifications and prices for a range of equipment that meet your

needs, you need to compare the features and price of each device and consider the warranty

given. Does the warranty involve taking the device to the supplier, or them coming to you?

You might use a hardware evaluation sheet (discussed later) to make objective comparisons.

Requests for proposals

One way in which to choose a supplier for the equipment you need is to obtain a quote, or

create a request for proposal (RFP), also called requests for tender (RFT). A RFP will require

vendors to show how they will meet your needs by detailing:

> product specifications

> product pricing

> support provisions

> how the product meets the specified performance criteria

> terms and conditions

> vendor history

The content is determined by your organisation’s purchasing procedures. The RFP is only one

part of the procedure. Procedures may also include:

> guidelines on selecting products

> purchasing mechanisms

> dealing with suppliers

> receiving goods

> payment methods

You may need to provide any relevant organisational documents including product

standards. For example, many organisations set minimum hardware configuration for

computers. They may also have particular software packages that all employees use for

functions such as word processing or electronic mail, to help reduce support costs and ensure

compatibility.

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Obtaining an RFP might by simply done, for instance, by ringing computer shops and ask for a

price. It can also be very formal, particularly if the purchase is large. Organisations usually set

an amount (say $100) as the limit for the informal purchases.

With a more formal procedure, you may need to prepare a tender request and advertise it in a

national newspaper. For very large projects, some companies sell the tender documents to

prospective suppliers. For medium to large orders, vendors submit documents and make

presentations to senior management. Your organisation will have specific guidelines that

ensure no unfair advantage is given to one particular supplier.

Selection criteria

It is important to be sure that equipment purchased does what is required of it and that

training and documentation for it are such that users are aware of all the features of the

equipment, to use it fully.

Equipment features that are needed must be encompassed by the criteria you set when you

evaluate the alternatives. When selecting any item to purchase, the main categories of criteria

include:

> product requirements

> support and maintenance

> training

> price

> issues of vendor continuity

The criteria, based on client needs, are generally part of an RFP. The key to selecting the best

product is ensuring that you fully understand the client’s requirements and the constraints

that might apply to what can be used.

Product requirements

The product requirement will vary depending on the technology being assessed and what the

client’s needs are. What is the device supposed to do? How should it do it?

A software product will need certain features depending on its type. Database software, for

instance, needs some form of query language to support data manipulation and reporting.


At another level, the software must be able to support the work practices of the user and be

compatible and interoperable with existing software and systems. So if the user needs to

extract data from his personal database and send it to the corporate mainframe database,

then this is a criterion that the software must support.

Although software products may have minimum configuration needs, the company may also

have constraints on selection. If the client’s computers only have 32 Mbytes of memory and

the software product requires a minimum of 128 Mbytes, then either the product will be

rejected or will require that computers be upgraded.

The hardware platform also dictates the selection criteria, needing to ensure hardware

compatibility and interoperability and to ensure maintenance and support is available for the

device.

A number of factors can affect the performance of personal computers and selecting

hardware and software for networks, mid-range computers and mainframes can be

considerably more complex.

As with stand-alone computers, however, processor speed, memory and disk speed should be

taken into account. However, the computer should be set up to test run the software that is

actually required by the business. This will produce the most realistic results to be used as the

basis of comparison for different computer systems.

All of these criteria would be established when you interview the client and determine their

requirements.

Examples of hardware criteria are:

> processor speed

> memory size and speed

> disk size and speed

> monitor resolution

> type and number of ports

> expansion capabilities (number of slots, etc.)

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Scenario activity

1 Review Daniel’s scenario again:





2 Which of the following items will be important to Daniel’s upgrade?

a. processor speed

b. memory size and speed

c. disk size and speed

d. monitor resolution

e. type and number of ports

f. expansion capabilities (number of slots, etc.)

Support, maintenance and training

Support and maintenance

It would not be in an organisation’s best interest to invest time and resources in acquiring

new technology if the supplier cannot provide assistance when things go wrong, or if there

are not the opportunities of upgrading equipment at a later date.


Vendors can offer support and maintenance contracts for support of upgrades, usually at a

fixed price. Sometimes emerging technology will not have this support structure in place. In

this case, you would have to carefully assess the benefits against what could happen if the

technology failed.

Training

If the equipment to be purchased may require staff training for its use, you need to know the

cost of that training and if any contribution to training is offered by the vendor.

Vendors who develop emerging technology will know their product very well. To encourage

you to adopt their technology, and assist you to use it, they may offer training courses in the

product. This should be a criterion when evaluating the emerging technology as lack of

training can lead to unsuccessful implementation of the technology.

Price

There is more to price than just the purchase price. This criterion also includes development

and implementation costs, ongoing costs and benefits to the organisation.

Hardware is often purchased as part of a capital budget. These budgets are planned well in

advance, often up to 12 months. Most organisations will expect some form of cost/benefit

analysis to be performed. Software on the other hand, is mostly considered as an expense by

accounting practices.

Placing a dollar value on costs and benefits of emerging technology can be difficult, as the full

benefits of implementing the technology have not been revealed. Often though the vendor

will have a particular niche that they feel their technology will greatly improve and provide

cost/benefit analysis that can assist you in evaluating the price.

Issues of vendor continuity

There may be nothing more embarrassing than having recommended the purchase of a

product from a supplier to then see that supplier go out of business, rendering support

contracts with that vendor invalid.

Many people have been caught out by a vendor ceasing to trade, which has led to their

integrated office automation software no longer being enhanced and supported.

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You need to assess the vendor’s business plan, where they have come from, and where they

see their technology proceeding. This is sometimes difficult to assess, but should be

considered if you intend to invest time and resources in specialist technology.

Documenting recommendations

The hardware evaluation sheet is part of the documentation you would use to justify your

recommendation. A project may require a number of devices to be purchased. A manager,

client or customer doesn’t usually want the level of detail a hardware evaluation sheet

provides. Instead you would produce a summary of the benefits and features of the

recommended equipment and attach the evaluation sheet as an appendix.

In your recommendation you need to identify the project, the author of the report, the client

and other interested parties. You may need to further summarise your actions and findings in

an ‘executive summary’ which is usually at the start of the recommendation.

Your completed report may have the structure outlined in Table 4.

Table 4

Section Example contents

Cover sheet Project identification details, your contact details, and name

of the report.

Executive Summary Recommendations only, should be very short, usually only a

single paragraph.

Background Purpose of the project.

Vendors’ responses List of products offered.

Evaluation (including

evaluation sheets)

Reasoning behind the formulation of relative importance and

rating guides.

Details of the selection

decisions

Descriptions of the reasoning that went into forming a final

decision.

Attachments or appendixes Product brochures, pages printed from manufacturer web

sites.


You will need to be clear about the expectations of the organisation—small firms may not

need this level of detail. If you work in a smaller organisation you may have to produce the

report yourself and keep it available for future reference and use. A large organisation may

have a specified house style or templates available that you can use to do the report.

Purchasing procedures

Purchasing procedures vary among organisations. Most, however, will have set procedures for

purchasing major items.

The following scenarios might apply: It may be that the client is responsible for purchasing the

hardware, according to purchasing and budgetary rules, and the support person installs it; or

the support person arranges the supply of hardware from a supplier and installs it; or

someone other than the support person orders the item and the support person installs it.

Before ordering hardware you must make sure you have confirmed that the model you’re

ordering meets the needs of the client. The evaluation process should have confirmed this but

re-check to make certain. This is the last chance to make modifications before purchase.

You also need to make sure that it can be delivered within a reasonable time (that the project

won’t be delayed, for instance, while waiting for an overseas delivery!)

When you receive formal approval to purchase, fill out the appropriate order form and have it

forwarded to the supplier. It is important to follow the purchasing procedures outlined by

your organisation.

Contact the supplier to let them know you have sent an order form via fax or through possibly

though the supplier’s web site. Make sure they have received the order. Ask for some

feedback from them, perhaps in the form of a written confirmation of your order with an

agreed delivery date and the name of a contact person who can help in tracking your order.

You should keep in contact with them to make sure your order is fulfilled in time.

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Organisational purchasing procedures

Now let’s look at an example of a purchasing procedure for a typical organisation. The support

officer might follow the steps below in order to purchase a major item. As you read this

sequence, ask of you can see yourself as a support officer here. If you are in a workplace, are

your areas of responsibility clear? How would you fit in if you were an external consultant?

3 Support officer obtains permission from direct supervisor to purchase the item.

4 Support officer sends purchase order to accountant and waits for approval.

5 Company accountant checks the budget and approves the purchase of the item.

6 The accountant sends back the approved purchase order.

7 The support officer sends the approved purchase order to the supplier of the item. When

the item is delivered an invoice accompanies it.

8 The support officer passes the invoice onto the accountant, noting that the goods have

been received. The support officer must enter hardware, software and licenses into

appropriate registers.

9 The accountant checks the invoice against the original approved purchase order.

10 The accountant seeks approval from management to make the payment (usually only if a

variation from the originally quoted cost).

11 The accountant arranges for payment to be sent to the supplier.


Scenario activity

1 Continue with Daniel’s scenario above and create a simple purchase order for Daniel.

> What components do you recommend?

> Research available components for this upgrade.

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Topic 4 – Planning

Planning is fundamental to the successful operation of any business. Planning is deciding in

advance what is going to be done. This function entails evaluating your resources and

environment and establishing goals. Once the goals are established, managers develop tactics

to achieve these goals and monitor the results.

Planning is the key to a successful installation. By doing this you’ll avoid making mistakes that

may require you to reinstall the component and so minimise the impact on clients in a

network. This procedure may take some time, but you’ll definitely benefit by doing so.

We will be looking at developing an installation plan for the installation of hardware

components or software applications. These plans need to:


> Name the project.

> Break down the project into steps.

> Identify and allocate resources to the project.

> Give timelines for the project.

> State who will take the appropriate action.

> Develop contingency plans.

> List desired outcomes.

Your plan needs to include steps for:

1 installing

2 configuring

3 testing

4 backup procedures and disaster recovery plans

At all times it is important to try and minimise the disruption to the client. For the installation,

arrange a convenient time for the client and notify the client how long the job will take and

what you are going to do.

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Scenario activity

1 Review Daniel’s scenario again:





2 What Plans will you need to make for Daniel’s upgrade?

3 What information will Daniel need about the upgrade?

Your workspace

One resource your installation plan needs to address is a suitable working environment and

adequate tools for the task. You will generally need all of the following if you are installing any

hardware:

> a clean, tidy and well-lit working space or bench

> sufficient power points

> a toolkit comprising screwdrivers (flat and Philips) and some long nose pliers

> an anti-static wrist strap to avoid static discharges on your components

> a small torch to look inside dark corners

> a small jar or plastic container to store screws and small parts

> sticky notes to label components


Figure 2 Hand tools for component installation

Computer toolkits are available from electronic suppliers such as:

> Dick Smith Electronics https://www.dicksmith.com.au/

> Jaycar Electronics http://www.jaycar.com.au/

> Paw Products http://www.paw.com.au/

Sources of information

The next resource that your installation plan needs to address is the necessary information

regarding the procedure for installation — this needs to be gathered prior to the installation.

Read the manual. The first place to look for information on installing a component or software

is the user’s manual which will normally come with the component.

You may be supplied with the manual in paper format, but increasingly manufacturers are

supplying manuals in digital format on the installation CD. Take the time to print out any user

manual or installation guide.

Your user manual may contain information on:

> Minimum system requirements, hardware and software

> Safety precautions

> All the accessories provided with the component such as screws and cables

https://www.dicksmith.com.au/

http://www.jaycar.com.au/

http://www.paw.com.au/

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> Hardware installation

> Driver installation for various operating systems

> Your installation CD may contain the following information and/or software:

> Installation guide

> User manual

> Drivers for different operating systems

> Additional software. Examples include:

> Adobe Acrobat Reader — many manuals are published in PDF format

> Video or audio players such as DirectX

> Software specific to the component being installed, for example, answering

machine software for an internal modem, to allow the computer to be used as an

answering machine

Installation tips

Here are a few useful tips to follow when carrying out an installation:

> The safety first approach should be adopted when you are dealing with a client’s

computers. You must ensure that you do not pose a risk to the data on the computers

you are servicing. Remember, you do not own the data on the computers, the client

does.

> Duplicate the set up you plan to implement on a test computer first to ensure all the

modifications will behave as you anticipate.

> If you do not have a suitable spare computer, use one of the client’s computers when it is

not in use. This may require work outside usual office hours.

> Always backup the client’s computers prior to starting any modifications.

> Another option is to image the client’s hard drive to a spare drive of your own; using a

program such as GHOST (this is when it uses identical hardware). Then use the spare

drive to test all modifications. (Refer to http://www.symantec.com). If you use this option,

remember that the data contained on your client’s hard drive belongs to the client and

must be deleted after successful installation.

> The use of an imaged drive will also allow you to test any modifications you make to the

operating system configuration, and will fully test the interaction of software applications

with the newly modified system hardware and drivers.


> Once you have proven the new modifications, you can start the implementation to other

computers.


Scenario activity

1 Continue with Daniel’s scenario above and write suggested the tips for this upgrade?

General notes on planning the installation of hardware components

RAM memory

Again, the main point to consider here is compatibility with the motherboard. You will need

to ensure that there are vacant slots for the new memory modules, that the memory speeds of

the new modules are supported and then that the maximum memory supported by the

motherboard is not exceeded. After physical installation of the new memory modules, BIOS

should automatically detect the new RAM memory.

Hard drives

First when installing a new hard drive, you need to decide in consultation with the client

whether you are going to replace the existing drive or keep both new and existing drive. If the

decision is to keep both drives, it would then be recommended that the newest drive is the

boot drive and that the operating system is installed on the newest drive as the data access

time will be fastest.

Physically, when installing a new drive you need to ensure that there is a suitable position to

mount the drive.

In other topics you have looked at the two different interfaces for hard drives: IDE and SCSI.

Most desktop PCs use the IDE interface and these notes are for the IDE interface. At the time of

writing the IDE interface supports four drives, but now the standard is using SATA (Serial ATA).

Again, these notes discuss the IDE interface.

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The IDE interface supports four drives as listed below:

Table 5

Drive Function

Primary

(IDE 1)

Master Typically boot hard drive

Slave

Secondary

(IDE 2)

Master Typically first optical drive (CD/DVD ROM)

Slave

You will need to set jumpers on your drive to be either the master or slave. Consult your user

manual.

After completing the physical hardware installation, the drive will need to be configured and

formatted. Unlike floppy drives, hard disk drives vary greatly in storage capacity. The disk is

electronically blank to begin with. The manufacturer generally performs a ‘low-level format’.

Here are the basic steps in the preparation of a hard disk:

1 Configure the CMOS for the drive you have installed.

2 Perform a low-level format.

3 Partition the drive.

4 Perform a high-level format.

5 Restore the client’s data to the installed drive if necessary.


Scenario activity

1 Continue with Daniel’s scenario above and write down the planning that will be involved in

Daniel’s upgrade?


Testing

Testing is necessary to ensure that you have:

> installed the component or application properly

> that it is working properly

The testing process will depend on:

> the type of hardware device

> the type of software application

> the operating system

Your test plan will need to ensure the following.

For hardware devices:

> The new device is recognised by BIOS (if applicable)

> The new device is recognised by the operating system. For example, a new hard drive is

formatted and assigned a drive letter. The new device is listed on the device manager list

without exclamation or question marks.

> The new device performs the function it was intended for. For example, after installing a

new sound card, you would need to check

> Output to speaker — play an audio CD and check that there is sound

> Input — record a sound file through a microphone

> Any additional software is functioning correctly

For software applications:

Software is tested for all functionalities of the new software. For example, if you are installing a

new office suite, test the word processing, spreadsheet and database application. Be sure that

they can all create and save new document and that you can print these documents.

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Q+A

1 What tests are appropriate for RAM and hard drive upgrades?

2 What issues may emerge on rebooting the machine?

3 What information should be kept about the upgrade?


Testing

1 As appropriate, makes changes to a machine you have available to you.

2 What tests would you carry out?

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Topic 5 – Evaluation Evaluation needs to be conducted after the migration into the new technology to assess the

project’s success or failure. In this process, you must use the project success indicators to

compare against the actual benefits and returns. During evaluation, data is collected,

recorded and analysed to identify the benefits of the new technology.

Evaluation is conducted after implementation of new technology to:

1 Identify any issues relating to the relevance, effectiveness and efficiency of the hardware

and software systems installed.

2 Identify changes that are necessary to address any pressing issues.

3 Ensure that the organisational process used for migrating to new technology are

acceptable to stakeholders and identify any changes that are necessary.


4 Verify whether the system has delivered what was expected so as to benefit future

projects.

5 Monitor long-term use of the system.

The process of evaluation

There are three steps in the evaluation process:

1 Collect, record and analyse feedback to track progress against the targets. Explain success

and failures with respect to the performance indicators. Identify unintended positive or

negative effects.

2 Decide on necessary adjustments to the system to increase its usability and performance.

3 Establish any lessons that could be learnt from this project so future information

technology projects would be much more efficient.

Planning evaluation

The evaluation plan should be flexible enough to accommodate new questions and

information sources. Here are some strategies in planning evaluation:

> Obtain a list of all stakeholders of the new technology.

> Identify stakeholders that must be consulted to evaluate the performance and usability

of the system. Ensure that the sample chosen includes users, power users, support

personnel, managers as well as customers (if applicable).

> Identify any other data sources to collect information such as documents, reports,

performance logs, etc.

> Identify key performance indicators with regard to performance and usability of the

software applications and hardware.

> Determine the resources that are needed to carry out the evaluation.

> Identify the methodologies that will be used to conduct the evaluation. The possible

methodologies are: observations, questionnaires, walkthroughs, interviews, focus

groups, etc.

> Analyse the information collected and compare it against the targets of performance and

usability.

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> Recommend potential enhancements to the system and identify any shortcomings of the

implementation for the benefit of future projects.

Key indicators of usability and performance

The overall objective of conducting usability and performance evaluation is to recommend

changes that will contribute to increase user acceptance, increase productivity, decrease

training and learning times, and increase business performance.

Key indicators of usability

Usability of the system measures hardware and software user interface with respect to

attributes such as ease of learning, ease of use and satisfaction in meeting user needs. A

usable system ensures that the user can access the required feature instantly through its well-

planned user interface. It also ensures that all control features are consistently presented so

would need minimum training to identify various processes within the system.

> Ease of use — users find it easy to apply to their intended tasks.

> User satisfaction with the functional capabilities.

> Sufficient and easily accessible user support. Users are satisfied with the support

procedures such as help screen with context sensitive help, knowledge bases, help desk,

etc.

> Satisfactory initial experience. Users have successful initial experience with the software

and/or hardware.

> Integration with existing processes. The new system integrates well with existing

processes.

> Overall system capability. Users are satisfied with the overall capability and usefulness of

the system.



Scenario activity

1 Review Daniel’s scenario:





2 Which items will be important to Daniel in his system upgrade?

Key indicators of performance

Performance of the system measures the reliability of the hardware and software. It includes:

> availability of the system

> error rate

> mean time taken to complete tasks

Environmental considerations for new equipment and software

It is important to use a formal process to ensure that potential environment problems are

foreseen and addressed at early stages of the implementation of new hardware or software.

However, a careful environmental impact assessment prior to implementation does not

exempt you from re-visiting this topic during the evaluation stage.

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Assessment of the environmental impact of using the technology must be done against:

> resources

> labour

> infrastructure

> supporting technologies required

Factors that could bring favourable environmental outcomes are:

> reduction in wastage

> replacement of old equipment that is not environmentally friendly

> reduction in paper usage

> reduction in energy consumption

Factors that could pose a challenge are:

> Environmental issues relating to disposal of obsolete computer supplies, hardware and

other equipment

> Environmental issues relating to communication devices, wireless communication

devices in particular

> The apparent need of many organisations to purchase large numbers of new computers.

(It is estimated that 1.8 tons of raw materials are required to produce the average

desktop personal computer and monitor. Imagine the negative impact of the production

on the environment!)

Another major consideration when purchasing new equipment is whether it is designed with

environmental attributes. The environmental responsibility does not stop there. The users of

technology must do so responsibly by using software and hardware that can reduce wastage

as well as minimise printed material and energy consumption, etc.

Using feedback

The value of feedback

Feedback is extremely valuable in the evaluation of hardware and software as it provides an

effective balance for your own observations and walkthroughs on the system. This is an

ongoing process of keeping IT professionals informed of the performance and usability of the

system and should not be treated as merely an event.


While positive feedback reinforces the implementation of the system, negative feedback

provides very valuable information about how to improve the usability and the performance

of the system. The performance improvements made due to the feedback will ultimately

benefit the organisation.

Gathering feedback

The goal of collecting feedback from users and gathering information from other sources is to

enable the technology committee to assess how well the software and hardware

implementation is satisfying the key usability and performance indicators.

Sources of information

You can gather data from people, documents, performance data, observation of events or any

other empirical method such as experiments and benchmarking.

Basic feedback gathering methods

The ideal form of feedback gathering is to use a combination of the following methods

depending on time and organisational factors.

1 Observations, walkthroughs and site visits

These are conducted to get firsthand information on performance and usability features of

the system. The internal or external evaluators will observe all stakeholders using the

technology and observe usability and performance indicators of the system.

Walkthroughs are conducted where an evaluator walks through a certain feature to assess

how the system performs that feature with respect to usability and performance indicators.

2 Interviews

Here are some tips for conducting interviews:

> Choose stakeholders who would have greater or unique involvement with the new

system.

> Communicate the purpose of the interview to the interviewee.

> Ask brief questions relevant to performance and usability of the system.

> Don’t interrupt.

> Be a good listener.

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> Take notes.

3 Focus groups

These are group interview situations where discussions can take place about the usability and

the performance of the hardware and software. Here are some tips for conducting focus

groups:

> Reward the attendees by providing refreshments as this could be a good motivator.

> Start and finish on time.

> Be prepared to hear positive and negative comments.

> Be prepared with prompting questions to start the discussions about usability and

performance of the system.

> Let the participants communicate and listen carefully.

> Avoid being defensive.

> Listen to all comments.

> Engage a note-taker.

4 Surveys and questionnaires

These are used to gather quantifiable data about the system from a large number of people.

You should make allowances for the low response rate and the slow response time. Here are

some tips for conducting surveys:

> State the objective of the survey as evaluating the performance and usability of the new

technology.

> Keep the survey to a manageable length.

> Use both open-ended and closed questions.

Analysing and processing feedback

All data regardless of how and from where it was collected must be summarised against the

performance and usability indicators so they are more manageable. In almost all case, both

quantitative and qualitative data will be collected and used.

> The performance measurements such as error rates will be quantitative and will be easy

to interpret.


> Performance measurements such as reliability could be a combination of qualitative and

quantitative data.

> Usability indicators could be qualitative or quantitative.


Scenario activity

1 Continue with Daniel’s scenario above. What feedback is likely from Daniel?

Scoring of usability and performance

It is common practice to use a scoring system to identify how the system is performing with

regards to usability and performance. An example of a scoring system is given below.

Table 6 Directions for scoring key indicators

Indicators Poor Satisfactory Good Excellent

Support

Help desk

services

Support

mechanisms are

non-existent or

not adequate.

Support

mechanisms exist.

But fees associated

with help desk

calls are high and

response times are

slow.

Help desk

services

Support

mechanisms are

non-existent or not

adequate.

Technical needs assessment

Needs

assessment

conducted for

implementation

Needs

assessment was

not conducted.

Some groups of

stakeholders were

surveyed to

identify computer

hardware

Needs for all

stakeholders

identified

however not all

needs are

An elaborate and

comprehensive

needs assessment

was conducted and

it all stakeholders

47 | P a g e I C T I C T 3 0 3 _ L G _ V 1

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requirements. accounted for in

the final

implementation.

were well informed

about the

improvements that

would be

introduced.

Training

Training prior to

and during

implementation

Training was

not provided.

Training was

provided in large

groups.

More customise

training for

small groups.

A comprehensive

training plan was

derived and all users

were trained in

groups for common

skills and on a one-

to-one basis for user

specific tasks.

Customisation

User

customisation

All features are

set and

customisation is

not an option

Desktop attributes

such as fonts and

colours could be

customised to suit

the user’s needs

Power users can

customise

certain features.

Ordinary uses

cannot change

any features

Power users can

customise most

features where as

ordinary users can

change a limited

number of features.

Integration

Compatibility The new

software is not

compatible

with any old

packages that

performed

similar tasks.

New software is

partially

compatible with

old technologies

however the

administrator has

stopped making

any reference to

data in the

New software is

backward

compatible with

the old software

but does need

some

intervention

with data

conversions.

New software is

totally backward

compatible with the

old software.



previous system.

Performance

Value for Money The technology

has not

produced any

cost

advantages that

was

anticipated. In

fact, the new

technology

costs more

money to the

organisation.

The new

technology has

not enforced any

additional

expenses (running

costs) compared

to the old

technologies used

previously.

The technology

has minimized

costs

The technology is

proving to be

producing a profit.

Speed

(Throughput)

Output of new

technology is

slower

compared to

the previous

technologies.

New Technology is

comparable with

old other

technologies.

New

Technology is

lot more

efficient than all

previous

technologies.

New Technology is

producing more

than three times

faster than the

previous system.

Quality The quality of

output is not

acceptable.

Error rate is

more than 5%.

The quality of

output is

comparable to

older technologies

and is acceptable.

Less than 5%

defects.

Produces good

quality output.

Less than 2%

defects.

The quality of

output is rated as

very high. Less than

0.5% defects.

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Produce a final report

Once you score each evaluation indicator using the directions given in Table 1, you can

conclude the finding in a final report and present your recommendations to the technology

committee or any other body responsible for technology implementation.


Scenario activity

1 Continue with Daniel’s scenario above. What else will need to be done to meet Daniel’s

requirements?

2 Complete a final report for Daniel based on the changes made.

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