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1.0 GENERAL INFORMATION


1.1General-purpose infusion pumps: evaluating the Hospira Plum
A+ with MedNet.
[No authors listed]
Abstract
This study updates ECRI's previous Evaluations of general-purpose infusion pumps, most notably those published in the
October 2002 and October 2003 Health Devices. It features the results of our findings for the new dose error reduction
system now included with the Hospira (formerly Abbott) Plum A+ with MedNet, and it includes updated information for the
previously evaluated models that also include this safety feature. General-purpose infusion pumps allow the controlled
delivery of liquid medications and other solutions to patients through intravenous (i.v.) or epidural routes. Dose error
reduction systems, which are now available on several pump models, represent a significant advancement in infusion
pump technology. ECRI believes that such systems can help hospitals reduce potentially fatal pump programming errors,
and we recommend that hospitals purchasing new general-purpose infusion pumps consider only those models that offer a
dose error reduction system.

1.2 Scope upgrades Credit Agricole SAs long-term ratings to


A+
The upgrade affects also the capital securities ratings: AT1 to BBB- and Tier 2 to A-. This rating action
concludes the review initiated a month ago and reflects improved intragroup clarity and transparency, as
well as stronger operational integration.

Scope Ratings today upgraded the long-term ratings of Credit Agricole SA (CASA) Issuer Credit-Strength Rating
(ICSR) and senior unsecured debt ratings to A+ from A. Upgraded were also the ratings of CASAs AT1 securities to
BBB- from BB+, as well as the ratings for Tier 2 securities to A- from BBB+. All these ratings now have a Stable
Outlook. These rating actions conclude a rating review for possible upgrade initiated a month ago. CASAs S-1 short-
term rating and its Stable Outlook were not reviewed and remain unchanged.

Although the ratings apply to CASA as debt issuer, Scope pointed out that its credit assessment encompasses the
overall fundamentals of the Credit Agricole Groups (CA Group), incorporating also the solid and reliable intragroup
support mechanisms.

In recent months most recently at the mid-March Investor Day presentation to market participants CASA has
provided more clarity regarding intragroup relations, as well as shed light on forthcoming transactions aiming to
reduce intragroup complexity. Of note is the forthcoming Eureka transaction in which a 25% stake in the regional
banks will be transferred from CASA to an SPV fully controlled by the regional banks themselves (an operation to be

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closed in Q3 2016). Scope pointed out that reduced complexity and more clarity in intragroup linkages are most often
positive factors in its analysis underpinning the ratings of large banking groups. This view applies to CA Group.

On a more general level, the agency highlighted that, faced with the inherent challenges of a relatively flat banking
market in France against the backdrop of a stubbornly soft economy CA Group has been focusing on cost
controls, investment in digital channels and activities, and cross-selling of products to its sizeable client base.
Revenue diversification without taking unduly high risks is also a key priority, and in this respect Scope mentioned CA
Groups success in boosting its fee income from insurance (life and non-life) and asset management.

Given the conservative strategy adopted by management, Scope expects CA Group to preserve strong credit
characteristics going forward both at home and abroad, anchored in a viable and sustainable business model. The
agency added that it views CA Groups prudential metrics and conduct parameters as reassuring.

Upgraded are the following ratings of CASA all with Stable Outlook:

Issuer Credit-Strength Rating (ICSR) to A+ from A

Senior unsecured debt ratings to A+ from A

AT1 securities ratings to BBB- from BB+

Tier 2 securities ratings to A- from BBB+

The S-1 short-term ratings were not under review.

Regulatory Disclosures
Information pursuant to Regulation (EC) No 1060/2009 on credit rating agencies, as amended by Regulations (EU) No. 513/2011 and (EU) No.
462/2013

Responsibility
The party responsible for the dissemination of the financial analysis is Scope Ratings AG, Berlin, District Court for Berlin (Charlottenburg) HRB
161306 B, Executive Board: Torsten Hinrichs (CEO), Dr. Stefan Bund.
The rating analysis has been prepared by Pauline Lambert, Executive Director.
Responsible for approving the rating: Sam Theodore, Managing Director.

Rating history for ICSR:


Date; Rating action; Rating
02.04.2014; First assignment; A
29.01.2016; Outlook confirmation; A
01.03.2016; Review for upgrade; A
07.04.2016; Upgrade; A+
The rating outlook indicates the most likely direction of the rating if the rating were to change within the next 12 to 18 months. A rating change is,
however, not automatically ensured.
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Information on interests and conflicts of interest


The rating was prepared independently by Scope Ratings without a mandate (unsolicited rating) but with participation of the rated entity/issuer.
As at the time of the analysis, neither Scope Ratings AG nor companies affiliated with it hold any interests in the rated entity or in companies
directly or indirectly affiliated to it. Likewise, neither the rated entity nor companies directly or indirectly affiliated with it hold any interests in
Scope Ratings AG or any companies affiliated to it. Neither the rating agency, the rating analysts who participated in this rating, nor any other
persons who participated in the provision of the rating and/or its approval hold, either directly or indirectly, any shares in the rated entity or in third
parties affiliated to it. Notwithstanding this, it is permitted for the above-mentioned persons to hold interests through shares in diversified
undertakings for collective investment, including managed funds such as pension funds or life insurance companies, pursuant to EU Rating
Regulation (EC) No 1060/2009. Neither Scope Ratings nor companies affiliated with it are involved in the brokering or distribution of capital
investment products. In principle, there is a possibility that family relationships may exist between the personnel of Scope Ratings and that of the
rated entity. However, no persons for whom a conflict of interests could exist due to family relationships or other close relationships will
participate in the preparation or approval of a rating.

Key sources of information for the rating


Website of the rated entity/issuer, Annual reports/quarterly reports of the rated entity/issuer, Current performance record, Detailed information
provided on request, Data provided by external data providers, Interview with the rated entity, External market reports, Press reports / other
public information,
Scope Ratings considers the quality of the available information on the evaluated company to be satisfactory. Scope ensured as far as possible
that the sources are reliable before drawing upon them, but did not verify each item of information specified in the sources independently.

Examination of the rating by the rated entity prior to publication


Prior to publication, the rated entity was given the opportunity to examine the rating and the rating drivers, including the principal grounds on
which the credit rating or rating outlook is based. The rated entity was subsequently provided with at least one full working day, to point out any
factual errors, or to appeal the rating decision and deliver additional material information. Following that examination, the rating was not modified.

Methodology
The methodologies applicable for this rating Bank Rating Methodology (May 2015) & Forecasting Bank Financials Methodology (March 2015)
& Bank Capital Instruments Rating Methodology (July 2015) are available on www.scoperatings.com. The historical default rates of Scope
Ratings can be viewed on the central platform (CEREP) of the European Securities and Markets Authority (ESMA):
http://cerep.esma.europa.eu/cerep-web/statistics/defaults.xhtml. A comprehensive clarification of Scopes credit rating, definitions of rating
symbols and further information on the analysis components of a rating can be found in the documents on methodologies on the rating agencys
website.

Conditions of use / exclusion of liability


2016 Scope Corporation AG and all its subsidiaries including Scope Ratings AG, Scope Analysis, Scope Investor Services GmbH
(collectively, Scope). All rights reserved. The information and data supporting Scopes ratings, rating reports, rating opinions and
related research and credit opinions originate from sources Scope considers to be reliable and accurate. Scope cannot, however,
independently verify the reliability and accuracy of the information and data. Scopes ratings, rating reports, rating opinions, or
related research and credit opinions are provided as is without any representation or warranty of any kind. In no circumstance shall
Scope or its directors, officers, employees and other representatives be liable to any party for any direct, indirect, incidental or
otherwise damages, expenses of any kind, or losses arising from any use of Scopes ratings, rating reports, rating opinions, related
research or credit opinions. Ratings and other related credit opinions issued by Scope are, and have to be viewed by any party, as
opinions on relative credit risk and not as a statement of fact or recommendation to purchase, hold or sell securities. Past
performance does not necessarily predict future results. Any report issued by Scope is not a prospectus or similar document related
to a debt security or issuing entity. Scope issues credit ratings and related research and opinions with the understanding and

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expectation that parties using them will assess independently the suitability of each security for investment or transaction purposes.
Scopes credit ratings address relative credit risk, they do not address other risks such as market, liquidity, legal, or volatility. The
information and data included herein is protected by copyright and other laws. To reproduce, transmit, transfer, disseminate,
translate, resell, or store for subsequent use for any such purpose the information and data contained herein, contact Scope Ratings
AG at Lennstrae 5 D-10785 Berlin.

Rating issued by
Scope Ratings AG
Lennstrae 5

1.3 CompTIA A+ overview


This guide helps you get a better grasp of what is involved with
studying for the CompTIA A Plus certification exam.
The CompTIA A+ certification exam has been designed as the leading industry standard to determine a
computer technicians hardware and software knowledge. Often referred to as the "entry-level" exam, the A+
exam is actually one of the few tests that require you to pass not just one, but two parts:

A+ Core Hardware

A+ Operating Systems Technology Exam

Review of exam specifics

Exam costs: $152 each. CompTIA corporate members can take the exams for $98. Employers that require this
test are usually corporate members and will inform you of this. You can also buy exam vouchers of VUE or
Prometric to get a discount. Check CompTIA store for exam vouchers.
Exam location: You can register for the exam at any Pearson VUE and Thompson Prometric center.
Locate an authorized Pearson VUE testing center near you
Locate an authorized Prometric testing center near you
Time allocated: 90 minutes per exam
Total marks: 900
Minimum pass marks: 515 for A+ Core & 505 for A+ OS
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Number of questions: Approximatly 80 questions per exam


Exam format: Linear format; computer-based test (CBT)
Prerequisites: None
Validation period: Certification does not expire however it is recommended you upgrade to the latest exam
version when objectives are revised.
Score report: Delivered immediately on test completion.

Exam pattern

The question types found on the A+ exam are:

Multiple choice with single answer: Student is required to select a single answer from a range of
options (generally 4-5) by clicking on a radio button.

Multiple choice with multiple answer: Student is required to select a range of options. The number of
options to select is specified.

Fill in the blank: Student is required to type in the missing text to complete the sentence.

Exam objectives

A+ hardware

Domain % of examination
Installation, configuration and upgrading 35%
Diagnosing and troubleshooting 21%
Preventive maintenance 5%
Motherboard/processors/memory 11%
Printers 9%
Basic networking 19%
Total 100%

A+ OS technologies

Domain % of examination
OS fundamentals 28%
Installation, configuration and upgrading 31%
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Diagnosing and troubleshooting 25%


Networks 16%
Total 100%

Topics on A+ hardware

Installation, configuration and upgrading -- 35%

o Identify physical parts

o Motherboard

o Firmware

o Power supply

o Storage devices

o Memory (physical vs. cache)

o Portable storage devices

o Network cards and network cables

o Printers

o Identify IRQ, I/O and DMA settings

o Legacy devices

o Identify port types

o Serial

o Parallel

o Infrared

o Wireless

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o SCSI

o RAID (0,1,5)

Diagnosing and troubleshooting -- 21%

o Hardware vs. software problems

o Troubleshooting techniques

o Tools of the trade

o Cooling systems

o Adapters

o Portable systems

Preventive maintenance -- 5%

o Cleaning compounds

o Non-static vacuums

o Ventilation

o Hard drive maintenance (defrag)

o UPS (uninterruptible power supply)

Motherboard/processors/memory -- 11%

o Popular CPU chips

o Voltage

o AT/ATX power supply

o Speeds

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o Cache (LI, LII, LIII)

o Memory types (FPM, EDO, RAMBUS, SIMM, DIMM)

o USB, AMR, CNR

o CMOS settings

o Plug-and-play BIOS

Printers -- 9%

o Printer types (laser, ink jet, dot matrix)

o Interface types (serial, parallel, USB, SCSI, IEEE1394)

o Local vs. network printing

o Troubleshooting

o Error codes

Basic networking --19%

o Cable types (coaxial, UTP, STP, fiber)

o Connector types (BNC,RG45)

o Concepts

o Installing network cards

o Addressing

o Bandwidth

o Protocols

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o Topologies (LAN, WAN, DSL, CABLE)

o Topology wiring

Topics on A+ operating systems

OS fundamentals -- 28%

o Differences between the major versions of MS Windows (9x, NT, 2000, XP)

o Operating system components (registry, virtual memory, file systems)

o System interfaces (command line vs. graphical user interface)

o Identify major system files and their purpose

o Disk partitions and configuring (primary vs. extended partitions)

o File systems and sizes (FAT 16, FAT 32, NTFS4/5)

o Directory structures (navigating and creating)

o Files (naming, attributes, tools, encryption, permissions)

o Disk management tools

o System management tools

o File management tools

Installation, configuration and upgrading -- 31%

o Identify procedures involved with installing and upgrading operating systems

o Hardware compatibility

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o Minimum requirements

o Installation types (local vs. network)

o Starting installation

o Partitioning the hard drive

o Use the correct setup utility (setup vs. winnt vs. winnt32)

o Driver configuration (default and upgraded drivers)

o Troubleshooting installation errors

Diagnosing and troubleshooting -- 25%

o Identify error messages and error codes

o Boot failures

o Startup errors

o System.ini and Win.ini files

o Utilities (Dr. Watson, boot disk, event viewer)

o Boot disk

o Startup modes (safe mode, safe mode with command prompt, last known good configuration)

o Device manager

o Recovery CD

o Troubleshoot printing problems (windows print spooler)

o Windows NT, 2000 and XP BSOD (Blue Screen of Death)

o Network boot failures

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Networks -- 16%

o Configure protocols

o TCP/IP vs. IPX/SPX

o Gateway

o Manual IP addressing

o Subnet mask

o Apple Talk

o Network command line tools

o Ping, Tracert, IPconfig, winipcfg

o Network protocols

o HTTP/HTTPS (normal vs secure communication)

o FTP and Telnet

o Installing and configuring browsers

o Firewalls and security

1.4 Managing references in a project


Other Versions

Before you write code against an external component or connected service, your project must first contain a
reference to it. A reference is essentially an entry in a project file that contains the information that Visual Studio
needs to locate the component or the service.

To add a reference, right click on the References node in Solution Explorer and choose Add Reference. For
more information, see How to: Add or Remove References By Using the Reference Manager.
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You can make a reference to the following types of components/services:

Windows Store app references

.NET Framework class libraries or assemblies

COM components

Other assemblies or class libraries of projects in the same solution

XML Web services

Windows Store App References


Project References

Universal Windows Platform (UWP) projects that target Windows 10 can create references to other UWP
projects in the solution, or to Windows Store projects or binaries that target Windows 8.1, provided that these
projects do not use APIs that have been deprecated in Windows 10. For more information, see Move from
Windows Runtime 8 to UWP.

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If you choose to retarget Windows 8.1 projects to Windows 10, see Porting, Migrating, and Upgrading Visual
Studio Projects

Extension SDK References

Visual Basic, C#, C++ and JavaScript Windows Store projects that target the Universal Windows Platform
(UWP) can reference Extension SDKs that target Windows 8.1, as long as these Extension SDKs do not use
APIs that have been deprecated in Windows 10. Please check the Extension SDK vendor site to find out whether
it can be referenced by Windows Store projects that target UWP.

If you determine that the Extension SDK being referenced by your app is not supported, then you need to
perform the following steps:

1. Look at the name of the project that is causing the error. The platform your project is targeting is noted in
parentheses next to the project name. For example, MyProjectName (Windows 8.1) means that your
project MyProjectName is targeting platform version Windows 8.1.

2. Go to the site of the vendor who owns the unsupported Extension SDK and install the version of the
Extension SDK with dependencies that are compatible with the version of the platform your project is
targeting.

Note

One way to find out whether an Extension SDK has dependencies on other Extension SDKs is to restart Visual
Studio, create a new C# Windows Store project, right-click on the project and choose Add Reference, go to the
Windows tab, go to the Extensions sub-tab, select the Extension SDK and look at the right pane in the
Reference Manager. If it has dependencies, they will be listed there.

Important

If your project is targeting Windows 10, and the Extension SDK installed in the previous step has a dependency
on the Microsoft Visual C++ Runtime Package, the version of Microsoft Visual C++ Runtime Package that is
compatible with Windows 10 is v14.0 and is installed with Visual Studio 2015.

3. If the Extension SDK you installed in the previous step has dependencies on other Extension SDKs, go
to the site(s) of the vendor(s) who own the dependencies and install the versions of these dependencies
that are compatible with the version of the platform your project is targeting.

4. Restart Visual Studio and open your app.

5. Right-click on the References node in the project that caused the error and choose Add Reference

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6. Click the Windows tab and then the Extensions sub-tab, then uncheck the checkboxes for the old
Extension SDKs and check the checkboxes for the new Extension SDKs. Click OK.

Adding a Reference at Design Time


When you make a reference to an assembly in your project, Visual Studio searches for the assembly in the
following locations:

The current project directory. (You can find these assemblies by using the Browse tab.)

Other project directories in the same solution. (You can find these assemblies on the Projects tab.)

Note

All projects contain an implied reference to mscorlib. Visual Basic projects contain an implied reference to
Microsoft.VisualBasic.

All projects in Visual Studio contain an implied reference to System.Core, even if System.Core is removed
from the list of references.

References to Shared Components at Run Time


At run time, components must be either in the output path of the project or in the Global Assembly Cache
(GAC). If the project contains a reference to an object that is not in one of these locations, you must copy the
reference to the output path of the project when you build the project. The CopyLocal property indicates whether
this copy has to be made. If the value is True, the reference is copied to the project directory when you build the
project. If the value is False, the reference is not copied.

If you deploy an application that contains a reference to a custom component that is registered in the GAC, the
component will not be deployed with the application, regardless of the CopyLocal setting. In earlier versions of
Visual Studio, you could set the CopyLocal property on a reference to ensure that the assembly was deployed.
Now, you must manually add the assembly to the \Bin folder. This puts all custom code under scrutiny, reducing
the risk of publishing custom code with which you are not familiar.

By default, the CopyLocal property is set to False if the assembly or component is in the global assembly cache
or is a framework component. Otherwise, the value is set to True. Project-to-project references are always set to
True.

Referencing a Project or Assembly That Targets a Different Version of


the .NET Framework
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You can create applications that reference projects or assemblies that target a different version of the .NET
Framework. For example, you could create an application that targets the .NET Framework 4 Client Profile that
references an assembly that targets .NET Framework 2.0. If you create a project that targets an earlier version of
the .NET Framework, you cannot set a reference in that project to a project or assembly that targets the .NET
Framework 4 Client Profile or .NET Framework version 4.

For more information, see Targeting a Specific .NET Framework Version.

Project-to-Project References
Project-to-project references are references to projects that contain assemblies; you create them by using the
Project tab. Visual Studio can find an assembly when given a path to the project.

When you have a project that produces an assembly, you should reference the project and not use a file reference
(see below). The advantage of a project-to-project reference is that it creates a dependency between the projects
in the build system. The dependent project will be built if it has changed since the last time the referencing
project was built. A file reference does not create a build dependency, so it is possible to build the referencing
project without building the dependent project, and the reference can become obsolete. (That is, the project can
reference a previously built version of the project.) This can result in several versions of a single DLL being
required in the bin directory, which is not possible. When this conflict occurs, you will see a message such as
Warning: the dependency 'file' in project 'project' cannot be copied to the run directory because it would
overwrite the reference 'file.'. For more information, see Troubleshooting Broken References and How to: Create
and Remove Project Dependencies.

Note

A file reference instead of a project-to-project reference is created if the target version of the .NET Framework
of one project is version 4.5, and the target version of the other project is version 2, 3, 3.5, or 4.0.

File References
File references are direct references to assemblies outside the context of a Visual Studio project; you create them
by using the Browse tab of the Reference Manager. Use a file reference when you just have an assembly or
component and don't have the project that creates it as output.

See Also
Troubleshooting Broken References
Programming with Assemblies
How to: Add or Remove References By Using the Reference Manager

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1.5 Abbreviations and Acronyms


Abbreviations and acronyms are shorter versions of existing words and phrases. They're designed to save time
and take up less space (whether you're typing or writing by hand), and can even make your writing easier to
read.

1.What is an abbreviation?

Abbreviations are all around us, from common titles like Dr. and Prof. to the abbreviations you see on street
signs. Specifically, abbreviations are shorter spellings of words and expressions we use every day.

2.What is an acronym?

You might already know some acronyms, like NASA (National Aeronautics and Space Administration) and
ATM (automated teller machine). An acronym is a stand-in for a string of words, usually an organization name,
slogan, or something else equally wordy. Unlike abbreviations, they aren't shorter spellings of wordsthey're
made up of the words' initials.

Using abbreviations

Abbreviations are usually formed using the most recognizable letters from the word or expression. This makes
them easier to remember, and easy for others to read. It's almost like the letters are clues that point to the original
word or expression.

3.Training abbreviated

40,TRA Training

38,Train Training

15,Trng Training

Military

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4,Trg Training

Military, Air Force, Armed Forces

3,Tng Training

Military, Army, Technology

1,TG training

Medical

0,T Training

Army, Military, Medical, Medicine

0,Tr training

Medical

4.Training in definitions

57.TO,Training Objective

Military

52.TV,Training Video

48.TO,Training Opportunities

49.TRADE ,Training Device

Technology

39.TAG,Training Applications Grou

Military

39.TO ,Training Organisation

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37.TOT ,Training of Trainers

Medical

32.Tax,Training and Experience

28.TSP,Training Support Package

Military, Army, Technology

The list of acronyms and abbreviations related to


MTU - Maintenance Training Unit

CBT Computer-Based Training

USN United States Navy

JTF Joint Task Force

NSN National Stock Number

PM Program Manager

DLA Defense Logistics Agency

UAV Unmanned Aerial Vehicle

DoD Department of Defense

CO Commanding Officer

FY Fiscal Year

CAP Combat Air Patrol

CIC Combat Information Center

CNO Chief of Naval Operations

FAA Federal Aviation Administration

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1.6 point of contact

Definition
Person or a department serving as the coordinator or focal point of an activity or program.

Use point of contact in a sentence


In case of a crisis, our supervisor made sure that everyone knew that the event coordinator was the point
of contact during our company's award banquet this year.

23 people found this helpful

The point of contact at the firm was the person who said they would be waiting for us at the convention
as well.

22 people found this helpful

The point of contact received many calls in the week before the company picnic regarding items people
wanted to bring and activities they wanted to happen.

19 people found this helpful

Read more: http://www.businessdictionary.com/definition/point-of-contact.html#ixzz4IKdkVgdK

1.6.1 An A+ Opportunity to Fund Your College Education!

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If your high school was a Missouri A+ school, you're in luck! You could get thousands of dollars to pay for
college.

Your tuition is covered

The A+ program will pay your tuition (maximum of $159.75 per credit hour) to any Missouri public community
college, vocational, or technical school. To be eligible for this benefit, you must enroll full-time (12 or more
credit hours per semester) within 48 months after graduation from high school. Students providing service to any
branch of the U.S. armed forces can defer their eligibility beyond the 48 months if they return to full-time
student status within 12 months of the end of their military service. The benefits are paid by the state of
Missouri after any federal or state grant for which you are eligible is applied.

You may use your A+ until you have completed 105 percent of the hours* required for the program in which you
are currently enrolled or you complete a degree or certificate, whichever occurs first.

* Equal to 3 credit hours beyond the required hour for the degree or certificate.

105 percent includes the following:

All hours, including developmental/remedial hours, taken at the students current institution.

All known hours, including developmental/remedial hours, taken at any other A+ eligible institution.

Hours taken at any non-eligible A+ institution, including out-of-state institutions, that the students
current institution accepts in transfer.

105 percent excludes the following:

Hours earned for work completed before high school graduation, including (but not limited to): dual
credit, dual enrollment, technical education articulation, Advanced Placement, International
Baccalaureate.

Hours from a non-participating institution not accepted in transfer by a participating institution.

These benefits are paid for (maximum of $159.75 per credit hour) by the State of Missouri after any federal or
state grant for which you are eligible is applied:

How A+ Works at MCC

If you are receiving full tuitionthrough If you are receiving partial tuitionthrough If you are not eligiblefor
Federal/State grants**, this includes: Federal/State grants*, this includes: Federal/State grants*:

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A+ pays tuition
Full tuition
Partial tuition with the remaining A+ pays standard
Standard fees tuition balance covered by A+ fees
benefits
Individual Course fees
A+ pays standard fees
No A+ Benefits will be applied to
student account.

A+ Student pays: A+ Student pays:


A+ Student pays:
Individual Course fees Individual Course
Books & Supplies fees
Books & Supplies Books & Supplies

** Based on the results of the Free Application for Student Aid (FAFSA)

Tuition (maximum of $159.75 per credit hour) and fees are subject to change without notice. Per hour cost
includes standard fees (i.e., activity fee, technology fee, general fee); you are responsible for books and
individual course fees (i.e., lab, internet, studio fees, clinical, other fees assessed to students in a variety of
specialized programs).

Funding for the Student Financial Incentives portion of the A+ Schools program is the sole responsibility of the
State of Missouri. The A+ Schools Program may provide these educational incentives subject to state funding
approval.

If you have met these requirements:

A U.S. citizen, eligible non-citizen, or lawfully present in the U.S.

Entered into a written agreement with the high school prior to graduation.

Attended a designated A+ high school for 3 consecutive years prior to graduation.

Graduated with an overall grade point average of 2.5 or higher on a 4.0 scale.

Have at least a 95% attendance record overall for grades 9-12.

Performed at least 50 hours of unpaid tutoring or mentoring, of which up to 25% may include job
shadowing.

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Maintained a record of good citizenship and avoid the unlawful use of drugs and/or alcohol.

Beginning with the high school senior class of 2015, have achieved a score of Proficient or
Advanced on the Algebra I end of course exam.

The scholarship will reimburse the unpaid balance of tuition (maximum of $159.75 per credit hour) and general
fees after all available, non-loan federal financial assistance, such as the federal Pell grant, has been applied to
an account. This may result in a zero award if the Pell grant is sufficient to cover all tuition and general fee
charges. The amount reimbursed may be reduced if there are insufficient state appropriations. General fees are
fees that are charged to all students and do not include fees specific to an individual program or group of
students.

Reimbursement will be made for completed coursework, including remedial coursework, for which a
standard grade was assigned and that is required by the institution for the completion of the degree or
certificate.

The amount of reimbursement paid for coursework for which a standard grade was not assigned
(dropped coursework after the 100% refund period), including coursework in a withdrawn
status, will be deducted from subsequent reimbursement requests. In short, you did not successfully
complete one or more courses for which A+ has paid; therefore, your A+ benefits will be reduced by the
cost of that course(s) not completed in the subsequent term.

Repeat coursework will not be reimbursed.

Coursework that is part of a higher level certificate or degree taken after receipt of a certificate will be
reimbursed if it is related to the original certificate.

A+ student enrollment steps

In order to start the enrollment process, students will need to apply to MCC first by completing the Online
Application.

For additional information, see A+ Guidelines (pdf).

Call the MCC Information Center at 816.604.1000 for answers to your A+ questions.

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1.6.2 Program coordination

Dassault Aviation E. Franceschi

At Dassault Aviation, the programs/professions organizational matrix is based on 2-level program management:

a Program Division responsible for program performance, costs and delivery times

program managers and teams for cross-disciplinary coordination in the main Divisions involved in
performance and management control.

Program management controller, Saint-Cloud

A female engineer

Nothing predestined Laurence, a management controller in the Military Programs Division, to make her career
at Dassault Aviation. While studying at an engineering school running courses relating to the food industry, she
also passed a post-graduate diploma in biotechnologies. She completed her academic path with a Masters in
Quality Management at the Ecole Suprieure de Commerce in Paris.

Thanks to her end-of-course placement, Laurence discovered the Dassault family and became part of it. She
abandoned her original career plans with no regrets and ventured into aeronautics. Her placement was in the
Total Quality Division, as part of a team in charge of improving the after-sales process (logistic support) of
military aircraft.

The quality of logistic support is of strategic importance to secure customer loyalty: a fleet of aircraft can be
used for 25 years! Today, after 9 years with Dassault Aviation, Laurence works with a Military Program
Director. Her role in management control involves providing the Program Director with all the management data
needed to run the program. Covering the technical and economical aspects as well as the time frame, she is
constantly in contact with the design offices, production, flight tests and the sales teams.

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What about equality? Its true that most engineers in the company are male, she says. But women are made to
feel very welcome in this job. In my case, there are three women out of six people in total. Laurence is also
proof that it is possible to have a career and a family. I know how to keep things in perspective and separate the
two. But when I take photos of planes home to my three young children, theyre fascinated. They think Im the
one who builds them.

1.7 General Training Requirements


Contractor shall implement an effective program to provide orientation training and education
to a broad range of Customers/End-Users. This training is integral to Customer awareness,
satisfaction, and efficient use of contracted services.
Communication Plan
NWN will interact and communicate with CALNET 3 CMO to ensure effective CALNET 3
Contract education and technical training is being provided to the State on an on-going basis.
1. Training Team
Marketing Team= Delivery of Content & Branding of Data
NCloud Team = Technical Training
NCare Team = Technical SLA Training
ISS Team = Admin (ordering, billing, website, TTRT, reports, etc.)

2. Educating and training Customers/End-Users - Customer Training Course Catalog:


Course curriculum (Customer Tools and Services)
Ordering Process (How does a Customer acquire a Quote and Order the product)
Billing & Invoicing (How does a Customer leverage this tool)
Website (How does a Customer use the WebSite)
TTRT Trouble Tickets (How does a Customer use the Trouble Tickets)
SLA Service Level Agreements
Category 1.2 Services MPLS, VPN and Converged VoIP :
MPLS/SIP Services
Converged VoIP Handset Service Package
Converged VoIP Services Features
Converged VoIP Toll-Free and International Calling
Converged VoIP Voice Mail and Audio Services
Extended Demarcation Wiring Services
Detail Technical Training for Services that require specialized expertise
Course content
Above course data with:
Process details and flow charts of process
Use Cases for above services E-rate Seminar

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NWN CalNet3 IFB STPD 12-001-A


Methods of delivery for each course
Webinar via video on website (through the Public Website)
Live Training
.pdf documentation
Videos of phone equipment
Proposed locations for each course (where applicable)
Website and Sacramento
Fresno, Bay Area, and S. Cal. in addition periodically

2. New Service Offering Training will be provided whenever new services and/or tools are added
or changes are made via
Email notification of new NWN Converged VoIP Services
Webinars focusing on new NWN Converged VoIP Services

3. Education and training CMO Staff


All training provided to the Customer/End-Users as noted in Section A.2.6.1.1
(Customer/End-User Training) shall also be provided to the CALNET 3 CMO;
Introduction to the Private Oversight Website (Section A.9.2);,
Initial and ad-hoc training for oversight tools, reports, and invoicing processes; and,
The method of delivery and location for the training shall be at the discretion of the

CALNET 3 CMO.
4. Detailed Technical Training
NWN shall provide detailed Technical Training for proposed, new, or replacement

services to the States CALNET 3 CMO technical staff throughout the Contract Term.
The costs for training designated as mandatory in IFB-A shall be included in the costs provided for
services and features described
throughout this IFB

2.0 TRAINING APPROCH


2.1Requirements
This program is compatible with the Windows 7 and later operating systems and all current internet browsers.

This program can be taken on either a Mac or a PC. You'll need to have e-mail capabilities.

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Adobe Flash Player and Adobe Acrobat Reader are required for this course.

Click here to download the Acrobat Reader.


Click here to download the Flash Player.

Note: The Online Lab System is compatible with PC and Mac computers. All students are provided detailed
instructions for setting-up a home virtual lab system as well.

You will receive a copy of A+ Guide to IT Technical Support, Ninth Edition, upon registration.
General Industry Training Requirements (click topic to view)
1910.38 - Emergency Action Plans
1910.39 - Fire Prevention Plans
1910.66 - Powered Platforms for Building Maintenance
1910.95 Occupational Noise Exposure
1910.106 Flammable and Combustible Liquids
1910.109 - Explosive and Blasting Agents
1910.110 - Storage and Handling of Liquefied Petroleum Gases
1910.111 - Storage and Handling of Anhydrous Ammonia
1910.119 - Process Safety Management of Highly Hazardous Chemicals
1910.120 - Hazardous Waste Operations and Emergency Response
1910.124 - General Requirements for Dipping and Coating Operations
1910.132 Personal Protective Equipment
1910.134 Respiratory Protection
1910.142 - Temporary Labor Camps
1910.145 - Specifications for Accident Prevention Signs and Tags
1910.146 Permit Required Confined Spaces
1910.147 The Control of Hazardous Energy (lockout-tagout)
1910.151 - Medical Services and First-Aid
1910.155 1910.165 Fire Protection (includes portable fire extinguishers)
1910.177 - Servicing of Multi-Piece and Single-Piece Rim Wheels
1910.178 Powered Industrial Trucks (forklift operator training)
1910.179 Overhead and Gantry Cranes
1910.180 Crawler, Locomotives and Truck Cranes
1910.181 Derricks (material handling)
1910.183 Helicopters (for material handling)
1910.184 Slings (material handling)
1910.217 Mechanical Power Presses
1910.218 Forging Machines
1910.252 1910.255 Welding, Cutting and Brazing
1910.261 - Pulp, Paper, and Paperboard Mills
1910.262 Textiles
1910.264 - Laundry Machinery and Operations
1910.265 Sawmills
1910.266 Logging Operations
1910.268 Telecommunications
1910.269 - Electric Power Generation, Transmission, and Distribution
1910.272 Grain Handling Facilities
1910.332 1910.333 Electrical Safety Related Work Practices
1910.410 1910.440 - Commercial Diving Operations
1910.1000 Toxic and Hazardous Substances
1910.1001 Asbestos
1910.1003 1910.1016 Thirteen Carcinogens
1910.1017 Vinyl Chloride
1910.1018 Inorganic Arsenic
1910.1020 - Access to Employee Exposure and Medical Records

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1910.1025 Lead
1910.1026 - Chromium (VI)
1910.1027 Cadmium
1910.1028 Benzene
1910.1029 - Coke Oven Emissions
1910.1030 Bloodborne Pathogens
1910.1043 Cotton Dust
1910.1044 - 1,2-Dibromo-3-Chloropropane
1910.1045 - Acrylonitrile (Vinyl Cyanide)
1910.1047 - Ethylene Oxide
1910.1048 Formaldehyde
1910.1050 Methylenedianiline
1910.1051 - 1,3-Butadiene
1910.1052 - Methylene Chloride
1910.1096 Ionizing Radiation
1910.1200 Hazard Communication
1910.1450 - Occupational Exposure to Hazardous Chemicals in Laboratories

ADMINISTRATIVE REQUIREMENTS
1903.2 - Posting of Notice; Availability of the Act, Regulations and Applicable Standards
1904.35 - Injury and Illness Recordkeeping Requirements - Employee Involvement

2.2 Roles & Responsibilities


The individual roles listed below have been identified as key to the recruitment and selection process

#1 Hiring Manager (HM)

Identifies hiring need, develops the position description, Recruitment Plan, organizational chart and other
recruitment related documents

May serve as Search Committee Chair and identifies Search Committee members

Conducts recruitments showing good faith efforts to broaden diversity

Ensures understanding of collective bargaining agreements specific provisions with respect to filling of
bargaining unit positions

#2 Departmental Human Resources/Service Center Coordinator (HRC or SCC)

Works with the (HM) to prepare the job description and ensures proper procedures for review and
approval are met at the department level

Initiates recruitment via the ATS

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Posts recruitment on selected job boards

Routes recruitment to (OHRC/OSCC) for review and routing

Processes final offer and finalizes the recruitment in the ATS

Notifies interviewees not selected

#3 Organizational Human Resources/Service Center Coordinator (OHRC/SCC)

Reviews recruitments and provides oversight of the recruitment process

Routes online recruitment requests to Human Resources for job classification and posting to ATS

May coordinate short list review

#4 Human Resources Classification Analyst (HRCA)

Reviews position description and assigns the Job Classification

Conducts Job Analysis upon request

Human Resources Recruitment Analyst (HRRA)

Reviews recruitment and posts to UCR Job Board (Jobs@UCR)

Ensures accurate and complete recruitment and selection guidelines and procedures

Search Committee (SC)

Selected by the Hiring Manager and assigned to each recruitment

Reviews applications, participates in the interview process and recommends final applicant

#5 Affirmative Action and Compliance Liaison Search Committee (AACL-SC)

Assigned by the Search Committee with the status and authority to ensure all aspects of the recruitment
process are fair and unbiased and in compliance with Affirmative Action and Equal Opportunity laws

Direct access to the (OFSAA) for assistance as needed

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#6 Office of Faculty and Staff Affirmative Action (OFSSA)

Provides consultation and assistance during the recruitment process

Works with the AACO to ensure a diverse applicant pool exists

Provides guidance upon request to the AACL-SC to ensure all aspects of the recruitment process are fair
and unbiased and incompliance with Affirmative Action and Equal Opportunity laws

Provides diversity profile data, availability and placement goals

Reviews and approves interview short lists

#7 Affirmative Action and Compliance Officer - (AACO)

Assigned by the organizational unit

Monitors staff recruitment activity and ensures affirmative action/diversity guidelines are followed for
searches within the organization

May coordinate short list review

Works with the OFSAA to ensure a diverse applicant pool exists

2.3 Tips from Grant Readers


Never written a grant before? Looking for some guidance on where to begin? Well look no
further. Our A+ for Energy Grant Readers have provided their top 10 tips for writing a
proposal that stands out among the crowd.

1. Start your project proposal early.


Enlist the help of colleagues at your school and others in the community to help spark ideas for a project.
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2. Review the scoring rubric carefully


Work through the scoring rubric category by category to make sure you hit all the major criteria. Also,
make sure you address the correct criteria in the proper section of the proposal.

3. Focus on student learning


Tie your project to the provincial curriculum and make reference to learning outcomes identified in the
curriculum.

Include a project evaluation and procedures for student/project assessment.

Identify methods for capturing student learning achievement.

4. Be creative
Show how your project is unique and will be exciting for students. Remember, proposals can be
submitted for any grade and any subject.

Look for cross-grade, cross-curricular and community involvement opportunities.

Use a variety of activities that allow students to share their knowledge and develop leadership skills.

5. Have a plan
Think about your students and clearly map out how best to engage them in the project.

Include measureable outcomes.

Provide a detailed timeline (a monthly approach can be helpful)

6. Ensure the project is doable


Feel confident that your projects proposed activities and outcomes are realistic for the target grade level,
time frame, budget and your school districts regulations.

7. Be safe

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Consider any safety issues associated with your projects proposed activities. Clarify how these safety
issues will be addressed. If there arent any safety concerns, state so in the proposal.

8. Consider community partnerships


Establish school/community partnerships early, as they are essential to your applications success and
will help you implement the project.

Explain how your community will be involved in the project and describe how the project will impact
the community.

Consider connecting with local organizations that are related to or that would have an interest in your
project to engage the community.

9. Budget well
Provide a detailed budget aligned with activities in your proposal. Be specific, using actual and estimated
costs where possible.

Keep in mind that the judges grade your budget, so be thoughtful and specific using actual and estimated
costs where possible.

If you do not require the full $10,000, only apply for what you need to successfully run your project.

10. Remember its about energy!


Focus on energy and/or energy conservation throughout your proposal. After all, energy education in
classrooms across Alberta and the Northwest Territories is our goal.

Download These Tips (pdf 206.3 KB)

SOFTWARE DEVELOPMENT TOOLS


This section should list the tools chosen to assist software development, including testing. The actual software
chosen will be heavily dependent upon the language in which the system will be implemented.
#1 The list may include:
an application development too;
a configuration manager / builder;
HTML authoring tools;
a word processor for documentation;
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a tool for drawing diagrams;


automated testing tools.
Software Requirements Traceability Matrix
This section should contain a table that summarises how each software requirement has been met in this
document. The tabular format permits one-to-one and one-to-many relationships to be shown.

System Req. System Ref. Item Component Component Item


Number Identifier

2.4 Prerequisites
To enroll in this program, you should have basic knowledge of computer hardware and operating systemsfor
example, how to power up and log on to a machine, how to use a mouse and keyboard, and basic Microsoft
Windows navigation skills.

This program is for you if you're interested in pursuing a career in information technology, specifically related to
PC technology. This program will prepare you obtain a CompTIA A+ Certification designation. After
completing the program, you're encouraged to set up your own exam dates and times at a testing center close to
you. Test fees and dates are not included as part of this program.

2.5 REVISED LOG AND PROCEDURES


Posted on May 25, 2016 in Featured, What's New

Registration is still open for the training sessions by the Office of Information Practices (OIP) regarding the revisions
to the UIPA Record Request Log and procedures, including the new Checklist that agencies must submit with their

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Logs in July. In-person training opportunities regarding the revised Log and procedures are scheduled from 10:30
a.m. to noon at the following locations:

June 2 (Thursday) State Capitol Auditorium in Honolulu


June 3 (Friday) Kauai Civil Defense Emergency Operations Center in Lihue
June 7 (Tuesday) Council Chambers in Hilo, with telecast to Kona
June 8 (Wednesday) Council Chambers in Kahului, with telecast to Lanai and Molokai
Registration for state and county employees to attend the Honolulu seminar is online
via https://www.surveymonkey.com/r/KKDFPJN. The neighbor island registration will be handled by the following
persons:
Kauai: Sarah Blane, Mayors Office, 241-4900, sblane@kauai.gov

Big Island: Martha Rodillas, Corporation Counsels Office, 961-8251, martha.rodillas@hawaiicounty.gov

Maui: Moana Lutey or Angela, Corporation Counsels Office, 270-7741

Space is available for state employees to attend the neighbor island sessions. State employees should email OIP if
they wish to attend. Online training regarding the revisions will be available to all government employees (and the
public) on OIPs training page in June.
For the latest open government news, check for archived copies of Whats New articles that are posted here, or e-
mailed upon request. To be added to OIPs e-mail list, please e-mail oip@hawaii.gov. Also, if you would like to
receive Whats New articles or attachments in a Word format, please contact OIP at (808) 586-1400
or oip@hawaii.gov.

2.6
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Microsoft Classes Page
Access. ..........................................
..................4
Excel ..............................................
A+Training Manual
....................3
A+ TRA-MA
Outlook ..........................................
Page34
................6
PowerPoint ....................................
................5
Project. ..........................................
..................7
Windows.........................................
...............6
Word .............................................
...................5
Sharepoint .....................................
...............7
Adobe Classes
Photoshop .....................................
...............9
InDesign.......................................
...................8
Illustrator ....................................
...................9
Acrobat ........................................
...................8
Premiere ........................................
................10
After
Effects ...........................................
.....10
Web Classes
CSS.................................................
...................11
HTML .............................................
.................10
MySQL ...........................................
.................11
PHP ...............................................
....................12
Online
Marketing......................................
10
JavaScript. .....................................
.................11
WordPress .....................................
................11
Joomla! ..........................................
.................11
Bootstrap .......................................
................11 TABLE OF CONTENTS Instructors
Tech./Networking Classes
A+. ................................................
.....................13
Net+ ..............................................
...................13
Security+ .......................................
.................13

Other Classes
QuickBooks ....................................
..............6
PMP................................................
...................7
Google
AdWords .....................................1
0
Agile ..............................................
...................13
ITIL ................................................
....................12
Authors
Six
Sigma ............................................
kidist & kalkidan
............12
Reviewers
Business
Niguse .......................................1
Analysis H/maryam
2

Longer Training Programs


WIOA & TAA
A+Training Manual
A+ TRA-MA
Page35

Our instructors are chosen for their knowledge of the software they are teaching as
well as their ability to present topics in a clear and concise manner. All instructors are
tested before beginning teaching. Our instructors have years of software experience
and are patient and knowledgeable. Our instructors consistently receive the highest
evaluations from their students.

Student Materials
Student manuals are easy-to-follow and are loaded with practical exercises. Many of
our student manuals are Microsoft, Adobe, or QuickBooks approved. All exercise files
are provided, and can be accessed online at anytime. Students will receive a
Certificate of Completion for each of their classes.

On-Site Training
If you have an appropriate training room, we can conduct training sessions at your
location. We can customize the topics to cover the features you need. We have pricing
for half-day and fullday On-site classes. Discounts are available for multiple On-site
classes. Ask us about supplying computers!

Private Classes & Tutoring


If a group of employees at your organization needs customized training or you need
individual training with an instructor, we offer private classes and tutoring! Private
training can be done at one of our training centers or at your location. Just call and we
can tell you about availability.

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Training Room Rental


If you have your own instructor and need a professional computer training room
environment, our computer training labs are available for rent. Our conveniently
located training facilities can be an economical place to hold your training session.

Free Repeats And After Class Support


Our classes are limited to small groups so that students receive personal attention
from their instructor. Free telephone or email support for thirty days is included with
your training. Satisfaction guaranteed! Any class you take can be repeated at no
charge (as long as there is a seat available in the class you request). Classes can be
repeated within six months of the original class date.

TRAINING COUPONS

Business Coupons
Buy a book of Business Coupons to send students to our regularlyscheduled business
software classes. One coupon is good for one regularly-scheduled class from the list
below.* Coupons can be used by different people in your organization. Save up to 41%!

Coupons are good for one year from purchase date.

10 Coupons $2,480
25 Coupons $5,850
50 Coupons $11,000
* Please note that the Business Coupons can be used for the following classes:
Introduction to Windows, Word, Excel and Access (Introduction, Intermediate, or
Advanced), PowerPoint and Outlook: Introduction or Intermediate, QuickBooks Pro:
Part I or Part II.
Creative Coupons
Buy a book of Creative Coupons to send students to our regularlyscheduled creative
software classes. One coupon is good for one regularly-scheduled class from the list
below.* Coupons can be used by different people in your organization. Save up to 33%!

Coupons are good for one year from purchase date.


10 Coupons $3,150
25 Coupons $7,400
50 Coupons $13,900
* Please note that the Creative Coupons can be used for the following classes: Adobe
classes (Photoshop, Illustrator, InDesign, Acrobat, Premiere, AfterEffects), HTML
classes, CSS classes, WordPress classes or Internet Marketing classe

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CompTIA A+
If you are getting ready for a career as an entry-level information technology (IT)
professional or personal computer (PC) service technician, the CompTIA A+
Certification course is the first step in your preparation. The course will present
fundamental skills and concepts that you will use on the job. In this course, you
will acquire the essential skills to install, upgrade, repair, configure, troubleshoot,
optimize, and perform preventative maintenance of basic personal computer
hardware and operating systems.

CHICAGO- Weekdays 10am - 3:30pm (Ten Days) - Fee: $1,295


Mon., S Tues., Sept. 6 through Fri., Sept. 9

COMPTIA NETWORK+
CompTIA Network +
Network+ certification is an international industry credential that validates the
knowledge of networking professionals with 18-24 months of experience in the IT
industry. Earning the Network+ certification means that the candidate possesses
the knowledge needed to configure a wide range of vendor and product-neutral
networking technologies. Network+ can also serve as a prerequisite for vendor-
specific IT Certifications such as Ciscos CCIE track.
CHICAGO- Saturdays 9am - 5pm (Five Days) - Fee: $1,295
Saturdays
July 9 through Aug. 6

MICROSOFT OFFICE SPECIALIST


ept. 12 t

(MOS) PROGRAM $4950


Includes: Windows: Introduction; Introduction, Intermediate and Advanced of
Microsoft Word, Excel, and Access; PowerPoint: Introduction and Intermediate;
and Outlook. Can be completed in 12 weeks, or extended over 1 year. Internships
available. 144 classroom hours. Book fee $275. Exam fee $650. Software fee $75.

MS OFFICE/WEBSITE MAINTENANCE/
QUICKBOOKS PROGRAM $7900
This program includes training in Microsoft Word, Excel,
PowerPoint, Outlook, Microsoft Access, HTML, Photoshop, Acrobat, and
QuickBooks. Youll learn the introductory through advanced topics. OFFICIAL
certifications from Microsoft, Adobe, and QuickBooks included. Can be completed
in 20 weeks, or extended up to 1 year.
240 classroom hours. Book fee $550. Exam fee $1,150. Adobe subscription fee
$300.

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MICROSOFT OFFICE SPECIALIST /


COMPUTER REPAIR (A+) $5995
Includes: Microsoft Word, Excel, PowerPoint, Outlook, and Access. The computer
repair (A+) training includes operating system installation training and hardware
repair training. Can be completed in 16 weeks, or
extended over 6 months. Training, student materials, practice tests, and 5
Microsoft Office Specialist (MOS) exams, and 2 computer repair (A+) exams are
included in this program. 192 classroom hours. Book fee $325. Exam fee $775.
Software fee $75.

BASIC COMPUTER LITERACY


PROGRAM $4125
Learn to be comfortable with using a computer in an office environment in this

PROGRAM-CTS
in this program will be learning to use the mouse, keyboard $6
After obtaining these three industry-standard certifications
you will be qualified to support a companys employees wi
their hardware, networking, and security problems. Training
certification in computer hardware, networking, and securit
TUTORING included. Training and certification in Microsoft Office is al
included so that you are prepared to answer questions abo
We can conduct a one-on-one tutoring session Microsoft Excel or any of the other Microsoft Office progra
at your learning
These
speed. If you prefer to go quickly from one topic classes
to the next,are
weled by certified instructors, with small cla
sizes for
can accommodate you. If you prefer to cover topics personal
slowly, attention. Extensive student manuals are
we can
accommodate you. Let us know how you preferincluded. OFFICIAL certifications from Microsoft and Comp
to learn. Pricing
starts at $150.00 per hour. are included. Book fee $525. Exam fee $1,200.

Basic Computer Skills Program. Included


QUICKBOOKS PROADVISOR
TRAINING PROGRAM $5945
This program include advanced training in QuickBooks troubleshooting to prepare
a person to work with the issues of a small business. certification is also included.
After the training and certification , a ridealong with an experience QuickBooks
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consultant to a customer visit can be arranged. Training, exams, QuickBooks


software, and Certified ProAdvisor Membership are included in this program.
Book fee $250. Exam fee $945. QuickBooks membership fee $500.

BOOKKEEPING SPECIALIST $5000


This program includes training in bookkeeping basics using QuickBooks, using
Microsoft Excel for bookkeeping, and more. Training, student manuals, and an
official QuickBooks certification exam are included in this program. Becoming a
Bookkeeper Specialist can provide you with an edge in todays job market!
Classes include: QuickBooks; Microsoft Excel, PowerPoint, Word, Outlook, & more.
QuickBooks Certified User and Microsoft Office Specialist (MOS) - Excel
certifications are included. Book fee $150. Exam fee $550. Software fee $150.

shortcuts, managing files and folders, how to


navigate in Windows, copying and pasting,
word processing, spreadsheets, presentations,
Internet use, and more. Book fee $225. Exam
fee $350.
A+/NET+/ A+/NET+/MCSA $7845
After obtaining these three industry-standard certifications, you will be qualified
to support a companys employees by finding solutions to their hardware,
networking, and Microsoft platform problems. Training and certification in
computer hardware and networking are included. The MCSA certification in
computer hardware and networking are included. The MCSA certification will
provide evidence of your knowledge and skills in Microsoft platforms. Training
and certification in Microsoft Office is also included so that you are prepared to
answer questions about Microsoft Excel or any of the other Microsoft Office
programs. OFFICIAL certifications from Microsoft and CompTIA are included. Book
fee $425. Exam fee $900.

CISCO CERTIFIED NETWORK


ADMINISTRATOR $7600
Cisco Certified Network Associate (CCNA) validates the ability to install,
configure, operate, and troubleshoot mediumsize route and switched networks,
including implementation and verification of connections to remote sites in a
WAN. CCNA curriculum includes basic mitigation of security threat introduction
to wireless networking concepts and terminology, and performance-based skills.
Training and certification in Microsoft Office, A+ Net+, MySQL, or other subjects
can be included in this program. Extensive student manuals are included. Book
fee $475. Exam fee $900.

IT MANAGEMENT/PMP $7750
For those with experience managing or coordinating projects, this program will
supply you with training to pass the preeminent project management
certification: Project Management Professional (PMP). You almost may add
additional courses of study, such as Six Sigma Green Belt, ITIL, Agile, SharePoint,

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Microsoft Project, MySQL, and others,to this program. Book fee $300, Exam fee
$1,275.

A+ HELPDESK TECHNICIAN
PROGRAM $6995
Training and certification in Microsoft Office is included so that you are prepared
to answer questions about Microsoft Excel or any of the other Microsoft Office
programs. Training and certification in computer hardware installation, problem
diagnosis, repair, and troubleshooting also included. OFFICIAL certifications from
Microsoft and Comp weeks, or extended up to 1 year if necessary. 192 classroom
hours. Book fee $325. Exam fee $1,275.

IT SUPPORT SPECIALIST PROGRAM $7800


This program may be customized to fit the needs of the student. Some of the
training and certification that can be included are: project management (PMP,
Agile, ITIL, Six Sigma, Business Analysis), computer hardware (CompTIA A+),
networking setup/installation (Network+), Microsoft Project, MySQL, SharePoint,
and more. These hands-on classes are led by certified instructors, with small
class sizes for personal attention. Extensive student manuals are included.
Application and certification fees are included. Placement assistance and
internships available. Book fee $550. Exam fee $1,350.

TIA A+ are included. Placement assistance and internships available. Can be


completed in 16

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ON-SITE TRAINING
We can come to your location to teach classes with your choice of topics. Prices
start from $1495 for a full-day class.
ACCREDITATION/COMPLAINTS
Computer Training Source, Inc. is approved to operate by the Private Business and
Vocational Schools Division of the Illinois Board of Higher Education.
Complaints against this school may be registered with: Illinois Board of Higher
Education
Division of Private Business and Vocational Schools
1 N. Old State Capitol Plaza, Suite#333 Springfield, Illinois 62701-1377
http://complaints.ibhe.org/ (217) 782-2551 Voice/(217) 782-8548 Fax
Computer Training Source, Inc. is not accredited by a US Department of Education
recognized accrediting body.

2.7 CompTIA A+ (New Curriculum course only)


Description

NOW 297 (was 429 - Save 132) OR 3 easy monthly payments of 99 - Interest Free

37,500 - Average Salary for IT Support Specialists (ITJobsWatch 2012). Starting out in IT you
will typically earn between 18,000 and 24,000. Start your CompTIA A+ studies today with our
easy interest free monthly payments and start earning your worth!

The engaging tutor-led CompTIA A+ Course consists of 2 exams:

CompTIA A+ 220-801 covers the fundamentals of computer technology, installation and


configuration of PCs, laptops and related hardware, and basic networking.

CompTIA A+ 220-802 covers the skills required to install and configure PC operating systems,
as well as configuring common features (e.g. network connectivity and email) for mobile
operating systems Android and Apple iOS).

The CompTIA A+ is ideally suited for anyone at the early stages of their IT Career. The
CompTIA A+ is also suited for anyone looking to get their first job in IT.

CompTIA A+ forms the basis for:

Technical Support Specialist

Field Service Technician


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IT Support Technician

IT Support Administrator

IT Support Specialist

1st Line Support

2nd Line Support

Systems Administrator

Once you have completed the CompTIA A+, consider the CompTIA Network+ and Operating
System courses like Windows 7. A combination of these courses will give you the skills
employers are looking for to work in a 1st line support environment. 1st Line Support is where
the bulk of entry level IT jobs can be found.

3.0 A+ Summer Youth Programs 2016


Student Evaluation

A+ Summer Youth Student Evaluation


Please complete one survey per program. For example, if you participated in Big
Zoo Explorers (June 22 - June 26), A+ Summer Classes Week 3, and LEGO
Robotics Camp (August 10-14), you will complete a new survey for each
program.
! This question requires an answer.

* 1. Please select which A+ Summer Youth Program you participated in.

A+ Summer Youth Classes (Week 1-8)

A+ Summer ALL-DAY 5-Day Classes

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A+ Youth Police Academy

3.1Top 10 Training Metrics

Is it time for you to measure the effectiveness of your training programs? If youre not sure
where to start, these Top Ten Training Metrics can help.

Measuring the effectiveness of training is a very difficult task, for stakeholders, training
departments and end users. If you are a training manager or company stakeholder looking for
ways to measure the effectiveness of your programs, these ten metrics are a great place to start.

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One: Increased retention. Most Human Resources departments measure the rate of retention in
all or various jobs. Many times, the front line, high turnover jobs are the ones that receive the
most attention. If newly trained employees feel ill-equipped for the job, they are more likely to
leave within their first 90 days. When you measure training success this way, higher retention
points to a successful training program.

Two: Increased sales. Many organizations can track efficiency based on sales. If training is
heavily geared toward a sales or customer service force, an effective program will eventually
increase sales numbers. You can also measure product knowledge training as part of a sales
number poorly educated sales people usually do not make the sale. Dollar figures and unit sales
make good metrics, but be sure to balance any metric with other factors that can influence sales
numbers.

Three: Increased operational efficiency. In highly regulated or production-oriented businesses,


managers look for more efficiency, which raises the bottom line. If your training programs teach
skills, look to managements efficiency metrics, as a baseline, before and after the training
intervention. If you are building a new program or product, look at the efficiency numbers to
obtain direction on training course content.

Four: Customer service results. Any organization can link training to customer service, which
can be both internal and external. Customer service is also one of the easier place to start: one
well-written survey can identify a host of customer related issues that can be addressed by
training programs. Remember that training may not be the only solution to those issues. If your
organization already has a customer survey in place, use those metrics to cross check your
programs. When your programs impact the survey items, you can correlate an increase in
customer satisfaction back to training.

Five: Company-defined scorecards. Training outsourcers tend to use client-defined criteria to


determine training effectiveness. If your organization has a wide variety of possible
measurements, sit down with management, and stakeholders, to create a custom scorecard based
on expectations and the training programs that need to be in place.

Six: Cost of training. This is an internal training department measurement. In high turnover
organizations, lowering cost per student can be used as an effectiveness measurement. Cost of
training could also relate directly back to retention if youre spending less on new hire training,
your retention may be higher. Work with your stakeholders and the HR department to determine
training costs and where you want those numbers to be.

Seven: Return on Investment. ROI has long been a catch all metric. In some cases, its easy to
define ROI, but in more cases its increasingly difficult. If you deliver soft skills training, its
hard to put a dollar figure on the return. There are numerous ROI calculations available, so if
youre thinking about using an ROI metric, look for the formulas and plug in what you can. If
you are part of a numbers-driven organization, youll be able to make friends with the
stakeholders by defining and measuring concrete ROI.
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Eight: Revenue generation. This metric appears most likely as a combination of sales numbers,
operational efficiency, and customer service. If an organization shows increased revenue, a solid
training program can be part of that increase. If your organization is rolling out a new revenue
generator, such as a product or service, that is generally the best time to use revenue generation
as training metric.

Nine: Instructor performance. Instructor evaluation is an important internal measurement. The


results can come from student and manager evaluations, and must take into account the
instructors presentation skills, knowledge of the subject, projection of organizational values, and
adherence to instructional guidelines. The good part about instructor performance as a metric is
that it can also be used as an external measure. When training is under discussion, training
managers should be the first to praise their instructors for delivering quality instruction in every
course and instructor evaluations provide the supporting evidence.

Ten: End-user satisfaction. Your audience can measure effectiveness quicker than anyone else,
both immediately following training and after a given time period, such as 30 or 60 days. The
immediate results, sometimes referred to as smile sheets, can give you a picture of what
happened in the classroom. The delayed results can tell you if the material is useful or not. Plus,
end-user surveys are great tools for proving effectiveness with management.

Remember that training metrics may take time to put into place and show results. Its also
important to obtain buy-in from your stakeholders while youre determining how to measure
results. Use these metrics to start with and use them whenever youre developing or revamping
training programs. Once you can prove bottom-line effectiveness, your credibility will go a long
way.

3.2 How to Develop a Training Strategy

Training that Counts

An Overview

Too often, training and its success in an organization is measured by the number of
training sessions given and the number of people in the seats. This inadequately
represents the value of training in an organization. Training needs to focus on improving
the current performance in an organization, as well as ensuring that skill sets exist
amongst employees for future competencies required by the organization.

Below is a graphic representation of all the content areas tackled in this article in order
to answer the question of how to construct an organizational training and development

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project.

What is a Training Strategy?

A training strategy is a

vision
focus
direction
action planning document

for training and development in an organization that requires implementation to achieve


success.

It is a blueprint that needs to support the optimization of the human resource capital in

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the organization. It is essential that the training strategy is aligned to the organization's
strategy and enables its vision to be realized.

Why have a Training Strategy?

Many points can be put forward in favor of why you need a training plan. The most
compelling though rests in the results of a recent study of 3,000 companies done by
researchers at the University of Pennsylvania.

They found that 10% of revenue -

spent on capital improvements, boosts productivity by 3,9%


spent on developing human capital, increased productivity by 8,5%

What are the Components?

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How are they Created?

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How are they Implemented?

A strategy designed but not implemented is worthless


In order to bring about the best results for the training strategy, the training products or services
need to be marketed and promoted by manipulating the following:

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Keep training cutting edge and future focused.

Make sure there is practical transfer of learning.

Product/Service Put a development support network in place.

Ensure alignment to quality standards.

Commit to a core training value system.

Create a slogan or tagline to brand your training.

Promotion Bridge the gap between perception and reality.

Give your training a personality and a brand.

Remember, your customers want to know, "What is in it for me?"

Cost the training accurately.


Price Calculate the value received.

Decide between on-the-job, classroom, distance learning, web-based or virtual training.

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Access, location, and distribution are key to consider.


Place

Establish what your customers want and need.

Ensure your customers know the training is meeting their needs.

People's needs These needs provide a base for decisions in all other areas.

Establish roles and responsibilities.

Action the T & D strategic plan.

Project Monitor and evaluate progress.


Management
Make adjustments where necessary.

A checklist for your Training (T & D) Strategy

Below is a practical list of activities that you need to consider if you want to have an
integrated, aligned and comprehensive training and development strategy.

The Sergay Group can assist you with your Training Strategy.

Alignment Is the T & D strategy aligned to the organization's vision and strategy?

Is the T & D strategy aligned to the organization's Human Resource strategy?

Has provision been made for the organization's future competency requirements?

Focus Does the organization have an up-to-date T & D policy?

Is there an end goal(s) or objective(s) to the T & D strategy?

Have key assumptions for the strategy's success been highlighted?

Are specific measurable targets, aligned to the end goal(s), established?

Are all systems available to implement the plan?

Will a culture of learning be built by the strategy?

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Integration Is development planning and monitoring integrated into the performance management process?

Is talent management taken into consideration?

Does mentoring form part of the strategy?

Is career planning addressed?

Are succession planning and career pathing dealt with?

Are equity and diversity integrated into strategic actions?

Project Are accurate needs assessments involved?

Is communication with line managers included in the plan?

Does the plan consist of all the necessary what, how, who and when components?

Are appropriate training opportunities provided for?

Is ownership for development placed in the hands of every individual employee?

Key Points to Remember

Plan for learning


People and organization needs are at the core
Participation is crucial
Position the strategy
Produce the appropriate learning opportunities
Plot the progress made
Promote the results

The Sergay Group offers training and development that will improve performance in

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your organization;

Employee Training and Development Courses to Enhance Skills

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