Participant Handbook

Sector
IT-ITeS

Sub - Sector
IT Services
Occupation
Application Management
Reference ID: SSC/Q0508, Version 2.0
NSQF Level 3

Junior Software
Developer
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Published by
IT – ITeS Sector Skill Council NASSCOM
Sector Skill Council Contact Details:
Address: Plot No. – 7, 8, 9 & 10 Sector – 126, Noida, Uttar Pradesh – 201303
New Delhi – 110049
Website: www.sscnasscom.com
Phone: 0120 4990111 – 0120 4990172

All Rights Reserved©2022

Second Edition, August, 2022
Copyright©2022
IT – ITeS Sector Skill Council NASSCOM
Sector Skill Council Contact Details:
Address: Plot No. – 7, 8, 9 & 10 Sector – 126, Noida, Uttar Pradesh – 201303
New Delhi – 110049
Website: www.sscnasscom.com
Phone: 0120 4990111 – 0120 4990172
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The information contained herein has been obtained from sources reliable to IT – ITES Sector Skill Council
NASSCOM. NASSCOM disclaims all warranties to the accuracy, completeness or adequacy of such information.
NASSCOM shall have no liability for errors, omissions, or inadequacies, in the information contained herein, or
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 Skilling is building a be er India.
If we have to move India towards
development then Skill Development
should be our mission.

iii
 IT-ITeS Sector Skills Council NASSCOM

SKILLING CONTENT: PARTICIPANT HANDBOOK

Junior Software Developer QP No

SSC/Q0508, NSQF Level 3

January 27th, 2022

January 27th, 2025
( IT-ITeS Sector Skills Council NASSCOM )

iv
Acknowledgments
This participant's handbook meant for Junior Software Developers is a sincere attempt to ensure the
availability of all the relevant information to the existing and prospective job holders in this job role. We
have compiled the content with inputs from the relevant Subject Matter Experts (SMEs) and industry
members to ensure it is the latest and authentic. We express our sincere gratitude to all the SMEs and
industry members who have made invaluable contributions to the completion of this participant's
handbook. We would also like to thank all the experts and organizations who have helped us by reviewing
the content and providing their feedback to improve its quality.

This handbook will help deliver skill-based training in the field of Junior Software Developer. We hope that
it will benefit all the stakeholders, such as participants, trainers, and evaluators. We have made all efforts
to ensure the publication meets the current quality standards for the successful delivery of QP/NOS-
based training programs. We welcome and appreciate any suggestions for future improvements to this
handbook.

v
Par cipant Handbook

About this book

This par cipant handbook has been designed to serve as a guide for par cipants who aim to obtain the
required knowledge and skills to undertake various ac vi es in the role of a Junior So ware Developer. Its
content has been aligned with the latest Qualifica on Pack (QP) prepared for the job role. With a qualified
trainer's guidance, the par cipants will be equipped with the following for working efficiently in the job
role:

Ÿ Knowledge and Understanding: The relevant opera onal knowledge and understanding to perform
the required tasks.

Ÿ Performance Criteria: The essen al skills through hands-on training to perform the required
opera ons to the applicable quality standards.

Ÿ Professional Skills: The Ability to make appropriate opera onal decisions about the field of work.

The handbook details the relevant ac vi es to be carried out by a Junior So ware Developer. A er
studying this handbook, job holders will be adequately skilled in carrying out their du es according to the
applicable quality standards. The handbook is aligned with the following Na onal Occupa onal
Standards (NOS) detailed in the latest and approved version of Junior So ware Developer QP:

1. SSC/N0506: Assist in performing so ware construc on and so ware tes ng entry-level tasks in the IT
Services industry

2. SSC/N9001: Manage your work to meet requirements

3. SSC/N9002: Work effec vely with colleagues

3. SSC/N9003: Maintain a healthy, safe and secure working environment

4. SSC/N9004: Provide data/informa on in standard formats

The handbook has been divided into an appropriate number of units and sub-units based on the content
of the relevant QP. We hope it will facilitate easy and structured learning for the par cipants, allowing
them to obtain enhanced knowledge and skills.

Symbols Used

Key Learning Exercise Notes Unit Ac vi y

Outcomes Objectives

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 Junior Software Developer

Table of Contents
S.No. Modules and Units Page No.
1. IT-ITeS/IT Support Services Industry – An Introduction 1

Unit 1.1 - IT-ITeS/BPM Industry – An Introduction 3

Unit 1.2 - Job Responsibilities and Career Opportunities for a Junior Software Developer 7

Unit 1.3 - IT Services- An Introduction 10

2. Assist in Performing Software Construction and Software Testing Entry-level Tasks in the IT 17
Services Industry (SSC/N0506)
Unit 2.1 - Basic of IT 19

Unit 2.2 - Problem Solving and Program Design 37

Unit 2.3 - Technical Specifications for Software Construction 50

Unit 2.4 - Basic Algorithm and Application Development 55

Unit 2.5 - Work Requirements and Roles at Entry Level 62

Unit 2.6 - Tools and Software for testing Entry Level Tasks 71

3. Manage Your Work to Meet Requirements (SSC/ N9001) 87

Unit 3.1 - Importance of Following Work Instruction and Complying with Company Policies 89

Unit 3.2 - Work Ethics to Follow in an Organization 95

4. Work Effectively with Colleagues (SSC/ N9002) 106

Unit 4.1 - Team Work and Communication 108

Unit 4.2 - Significance of Healthy Team Bonding in Ideal Work Culture 112

5. Maintain a Healthy, Safe and Secure Working Environment (SSC/N9003) 120

Unit 5.1 - Different Types of Breaches in Health, Safety and Security and How and When to Report These 122

Unit 5.2 - Evacuation Procedures for Workers and Visitors 125

Unit 5.3 - Summon Medical Assistance and the Emergency Services, Where Necessary 132

Unit 5.4 - Health, Safety, and Accident Reporting Procedures and the Importance of These 139

Unit 5..5 - Government Agencies in the area of Safety, Health and Security and their Norms and Services 146

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 Junior Software Developer

Table of Contents
S.No. Modules and Units Page No.

6. Workplace Data Management (SSC/N9004) 155

Unit 6.1 - Basics Of Data And Information Management 157

Unit 6.2 - Follow the Accurate Process Fow to Analyse Data 160

Unit 6.3 - Generate Report Based on the Observations 163

7. Maintain an Inclusive, Environmentally Sustainable Workplace (SSC/N9014) 169

Unit 7.1 - Sustainable Practices 171

Unit 7.2 - Respect Diversity and Strengthen Practices to Promote Equality 186

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Par cipant Handbook

ix
1. IT-ITeS/IT Support
Services Industry – An
Introduc on
Unit 1.1 - Overview of the Indian IT-ITeS Industry

Unit 1.2 - Career Opportunities for Technical Support Engineers

and Job Responsibilities
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Comprehend various delivery models used in the IT-BPM industry.
2. Explain the current growth and development standards of the IT-BPM industry.

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 Junior Software Developer

UNIT 1.1: IT-ITeS/BPM Industry – An Introduc on

Unit Objectives
By the end of this unit, participants will be able to:
1. Explain the relevance of the IT-ITeS sector.
2. Collate informa on, evidence, and ar cles regarding the IT-Applica on development industry through
internet browsing.

1.1.1 India's IT-ITeS/BPM Industry

Ÿ Informa on Technology (IT), Informa on Technology Enabled Services (ITes)/ Business Process
Management (BPM) are vital to the Indian economy.
Ÿ The IT and BPM market accounts for 9.3% of India's GDP and 56% of the global outsourcing market.
Ÿ India's IT and business services market is projected to reach US$ 19.93 billion by 2025.
Ÿ According to an es mate, IT spending in India is forecasted to increase to US$ 101.8 billion in 2022
from US$ 81.89 billion in 2021.
Ÿ India's IT & BPM industry is well-diversified across ver cals, such as Banking, Financial Services, and
Insurance (BFSI) sector, telecom and retail.
Ÿ In FY21, India ranked third worldwide with 608,000 cloud experts across all ver cals, including
technology.
Ÿ The computer so ware and hardware sector in India a racted cumula ve foreign direct investment
(FDI) inflows worth US$ 81.31 billion between April 2000 and December 2021.
Ÿ IT companies are one of the top employers in the country's organized sector.
Source: www.ibef.org/industry/informa on-technology-india

Sector Composi on

Source: www.ibef.org/industry/informa on-technology-india/infographi

Fig. 1.1.1 Sector Composi on of the Indian IT Market

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Par cipant Handbook

It has been no ced that the IT Services and ITeS-BPO industries have impacted the Indian economy's
growth. The Indian IT/ITeS industry has become one of the country's greatest success stories, pu ng it on
the worldwide map as a leader in Informa on Technology (IT) and Business Process Outsourcing (BPO). In
every way, the Indian informa on technology (IT) and informa on technology-enabled services (ITeS)
industries are intertwined. The industry has not only improved India's global image. However, it has also
fueled economic progress and contributed significantly to social transforma on. With its low cost, large
resource pool, and competence, India has the opportunity to tap into a booming market.

Fig. 1.1.2 Structure of the IT-BPM Industry

1.1.2 Search on the Internet About IT-ITeS/BPM Industry

1. Android/Tablet

Ÿ On the Android phone or tablet, open the Chrome app Chrome.

Ÿ In the address bar, type IT-ITeS/BPM industry and search.

Ÿ Tap the result, Go, or Con nue Con nue.

Tip: As one types, one may get sugges ons based on the web and app ac vity. Users can delete individual
sugges ons from the search history or hide sec ons of sugges ons based on the ac vity when they
appear.

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 Junior Software Developer

2. Computer

Ÿ On the computer, open Chrome applica on.

Ÿ In the address bar, enter IT-ITeS/BPM industry search.

Ÿ Select a result or press Enter.

Tip: As one types, one may get sugges ons based on the web and app ac vity. Users can delete individual
sugges ons from the search history or hide sec ons of sugges ons based on the ac vity when they
appear.

5
Par cipant Handbook

Notes

6
 Junior Software Developer

UNIT 1.2: Job Responsibili es and Career Opportuni es for a

Junior So ware Developer

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the role and responsibili es of a Juniors So ware Developer.
2. Explain the personal a ributes required in a Junior So ware Developer.
3. Iden fy the career path for a Junior So ware Developer.

1.2.1 Junior So ware Developer

So ware developer, also referred to as a computer programmer, plays a key role in designing, installing,
tes ng and maintaining so ware systems. The programs one creates are likely to help businesses to be
more efficient and provide be er services.

So ware developers are employed in almost every business area, from engineering and retail to banking,
transporta on, and government agencies, so the projects one work on might be very diverse.

1.2.2 Job Responsibili es of a So ware Developer

Ÿ Examining current systems.

Ÿ Outlining system enhancement sugges ons, including price es mates.

Ÿ Close collabora on with personnel, analysts, and designers.

Ÿ Crea ng thorough requirements as well as developing the programme codes.

Ÿ Tes ng the product in real-world se ngs under controlled condi ons before launch.

Ÿ Crea ng user instruc on manuals.

Ÿ Maintaining the systems once they are opera onal.

Required Skills

Prior experience in programming is required. The precise language used will, however, be determined by
the demands of the individual firm. Among the abili es that employers will want are:

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Par cipant Handbook

If one want to work in so ware development, one must have programming knowledge. One'll need to be
familiar with both web-based applica ons and more conven onal ones like Java and Visual Basic.The key
skills to play up when one’re looking for a job as a so ware developer are as follows:

Ÿ Exper se in current computer hardware and so ware

Ÿ Ability to use one or more development language C++, PHP, etc.)

Ÿ Strong communica on skills

Ÿ Ability to work in a team

Ÿ Eye for detail and iden fying problems

Ÿ An understanding of business

Ÿ Analy cal and commercial experience

Most employers will expect one have a relevant compu ng qualifica on or degree. If one has a degree,
but it’s not related to IT, one could apply for a graduate trainee scheme, or take a postgraduate course to
build up the relevant skills.

Some of the most sought a er skills by employers include Java, C++, Smalltalk, Visual Basic, Oracle, Linux
and .NET, .PHP.

8
Par cipant Handbook

Notes

9
 Junior Software Developer

UNIT 1.3: IT Services- An Introduc on

Unit Objectives
By the end of this unit, participants will be able to:
1. List the many service categories and sub-industries that make up the so ware development sector,
together with a brief descrip on of each.
2. Classify these services and their related industries as part of applica on development.
3. Compile the informa on needed for managing and sustaining IT services and the ers within them.
4. For each project involving IT services, create a process flow.
5. List the different support services that will be provided in an IT services project.

1.3.1 So ware Industry

The system of regula ons that allow services to be performed on the physical device dis nguishes
so ware from hardware. When it comes to the exchange of so ware between so ware producers and
so ware consumers, the so ware industry actually makes up a very small share of the overall computer
programming ac vity that occurs. Many in-house so ware applica ons developed for very specific
purposes are never made available to the public. Since the industry's beginning in the 1950s, it has
undergone a number of revolu onary changes, from the straigh orward punch-card programming
services provided in 1955 to the few businesses that had computers to the revolu onary trends of
so ware as a service (SaaS), device programming for the Internet of Things (IoT), and the acceptance of
open-source alterna ves by major corpora ons.

1.3.2 Sub-Sectors of the So ware Industry

The four primary segments of the so ware industry are SaaS, open source, system services, and
programming services.

So ware Industry

Programming So ware as a Service

System Services Open Source
Services (SaaS)

Fig. 1.3.1 Sub-Sectors of the So ware Industry

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Par cipant Handbook

Ÿ Programming Services - This has tradi onally been the largest industry, with companies like
Microso Corpora on, Automa c Data Processing, Inc., Oracle Corpora on, and SDC Technologies,
Inc. These organiza ons frequently pioneered solu ons to commercial demands for data analysis,
data storage and organiza on, or programmes to run machines.

Ÿ System Services - Although programming was the most important so ware sector early in computer
history, system services grew rapidly in the 1960s and 1970s, then exploded in the 1980s with the rise
of personal computers (PCs) and the need for an all-encompassing opera ng system like Microso 's
original disc opera ng system (DOS), which was released in 1981.

Ÿ Open Source - With the rise of the Internet, cloud systems, and corpora ons prepared to delve more
readily into open-source ecosystems such as the Linux opera ng system, programming or so ware
engineering has become a very in-demand career. Open source refers to a code base that was
produced and is freely available to the public. However, most organiza ons require adjustments to
the code bases to meet their requirements. The Android opera ng system is another open-source
code base.

Ÿ So ware as a Service (SaaS) - With the growth of cloud compu ng and the migra on of most big and
small organiza ons to the cloud, SaaS has become more common than system so ware for specific
business purposes. This so ware is stored on the authors' servers, and customers access it over the
Internet, some mes known as the cloud. All upgrades, fixes, and bugs are handled on the creator's
side, with the client using a subscrip on-based paradigm. The SaaS market is expected to develop
steadily over the next decade, reaching over 30% by 2018. It is expected that by the end of 2016, more
than 80% of all firms would have implemented at least one component of cloud compu ng inside
their informa on technology (IT) infrastructures, such as infrastructure as a service (IaaS), pla orm
as a service (PaaS), or SaaS applica ons.

1.3.3 Process Flow

Process flows (or process diagrams) are visual representa ons of all the tasks and interac ons involved in
a process.

A process diagram could serve two purposes:

Ÿ To describe how a process works

Ÿ To enhance a process

In most circumstances, one can design a process flow with flow chart so ware such as Visio or LucidChart
by dragging and dropping symbols represen ng tasks, inputs, decision points, and so on, and then linking
them in the correct sequence.

This enables anybody outside of or unfamiliar with the process to follow the workflow step-by-step
without requiring extensive expository explana on.

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 Junior Software Developer

Fig. 1.3.2 Process Flow Chart

Tips for Crea ng Business Process Flow Diagrams

Crea ng a business process flow diagram may appear straigh orward at first, but as one learns more
about how work is done in the firm, one may find one self challenging to replicate it graphically. Here are
some pointers:

Ÿ Each box or symbol should only represent ONE ac on or decision.

Ÿ When u lizing a decision box (o en a diamond), iden fy the arrows going to the next logical stages
with a ques on (Completed? Approved?, and soon).

Ÿ Avoid having arrows cross over each other since this might be confusing to viewers.

Ÿ Sub processes should be represented by separate/child flow diagrams. This is depicted in the primary
process image (e.g., "See Approval Sub process.")

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Par cipant Handbook

1.3.4 IT Support Service

Informa on technology refers to the collec on of procedures and ac vi es using computers, websites,
and the internet. In the new age where nearly everything is computer-driven, all IT-related tasks and
products require support and maintenance. This is when IT support services come in handy. They
essen ally refer to the process of assis ng with various IT-related concerns such as network
configura on, cloud compu ng, database administra on, and so on. The primary purpose of these
services is to ensure that all IT-related func ons run smoothly.

Types of IT Support Services

1. Managed IT Services: Most small firms invest in managed IT services. However, managing a large IT
workforce takes me, money, and experience. Unfortunately, most small start-ups struggle with
opera ng an en re IT infrastructure since they lack the necessary exper se and resources.
Fortunately, one may select various managed IT services based on budget and financial capabili es.
This is why many firms prefer to outsource their managed IT services to true specialists. It not only
allows them to save me and money, but it also allows them to produce be er outcomes.

There are three types of Managed IT services available. They are as follows:

Ÿ Low-Level - Managed IT service providers will assist with some of the most fundamental corporate IT
ac vi es at this stage. These usually comprise so ware applica ons and system monitoring.

Ÿ Mid-Level - At this point, managed IT service providers will con nue to provide basic IT assistance and
more complicated and in-depth technical services.

Ÿ High-Level- One can get all of the support and services included in the low-level and mid-level levels,
plus network support, data analy cs, and more.

2. On-Demand IT Support: On-demand IT assistance is one of the most popular forms of IT support
services. This is the process of giving technical assistance any me an issue arises. Companies pay their
chosen IT service provider for each specific service rather than a predetermined monthly charge.
Businesses that do not want to commit to long-term contracts and packages frequently invest in on-
demand IT help. Aside from being handy, it also offers companies immediate help and service any me
they require it.

3. Cloud Services: According to DigBit Technologies, 70% of internet users are beginning to use cloud
services. As a result, an increasing number of service providers are beginning to provide cloud
compu ng services to assist enterprises in reaping the benefits of this technology. One can access their
data and network from any loca on with cloud compu ng.

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 Junior Software Developer

Exercise
1. Iden fy the two sectors of the Indian IT market.

2. State 5 roles and responsibili es of a Junior So ware Developer.

3. Name sub-sectors of the so ware industry.

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Par cipant Handbook

Notes

15
Par cipant Handbook
2. Assist in Performing
Software Construction
and Software Testing
Entry-Level Tasks in the
IT Services Industry
Unit 2.1 - Basics of IT

Unit 2.2 - Problem Solving and Program Design

Unit 2.3 - Technical Specifications for Software Construction

Unit 2.4 - Basic Algorithm and Application Development

Unit 2.5 - Work Requirements and Roles at Entry Level

Unit 2.6 - Tools and Software for testing Entry Level Tasks

SSC/N0506
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:

1. Compile exis ng technical support materials, linguis c standards, and templates for mul ple
opera ng systems.
2. Showcase the use of various IT components and opera ng systems.
3. Inves gate core no ons of compu ng, such as binary mathema cs, discrete mathema cs, and so on,
to aid with problem computa on.
4. Create and adapt so ware development problem-solving process flows.
5. Use access management, applica on installa on, and peripheral installa on concepts to discover
technical components of so ware designs.
6. Describe the non-func onal needs of the programme, such as performance, security, and user
interface design.
7. Design algorithms to solve problems and execute test cases to convert them into code.
8. Iden fy the steps of effec ve co-ordina on for carrying out assigned test cases and their outcome.
9. Evaluate the detailed crea on process of working meaningful so ware through a combina on of
coding, verifica on, unit tes ng, integra on tes ng, and debugging.
10.Demonstrate applica on of rule-based analysis and the various language standards used.

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 Junior Software Developer

UNIT 2.1: Basic of IT

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss about the basic components of Windows and Linux OS, file systems, task, and process
management for so ware development.
2. Discuss about the basic components of Windows and Linux OS, file systems, task, and process
management for so ware development.
3. Observe the use of IT components, including web browsers, internet mail, social media applica ons,
web programming, etc.
4. Observe the use of IT components, including web browsers, internet mail, social media applica ons,
web programming, etc.

2.1.1 So ware
Computers are incapable of ac ng independently. The user gives instruc ons to the computer on what to
do, how to do it, and when. One must give the computer a par cular set of instruc ons in a specific order
for it to do any task. Programs are the name given to these collec ons of instruc ons. So ware is a
collec ve term for a group of computer programmes that direct hardware to carry out certain tasks in a
specific sequence.

Fig. 2.1.1 Types of So ware

2.1.2 Opera ng So ware (OS)

An opera ng system (OS) is a so ware program that serves as a user interface for computer hardware.
Every computer system needs at least one opera ng system to execute other applica ons. Applica ons
such as browsers, Microso Office, Notepad games, etc., require an environment to execute and carry out
their func ons.

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Par cipant Handbook

2.1.3 Windows
Microso Windows is a series of the graphical opera ng systems. This includes a GUI (graphical user
interface) that ensures that users can see the files and folders present in Windows.

In the middle of the 1980s, Microso developed the Windows opera ng system. There have been several
varia ons of Windows over the years. Windows 5 (released in 2015), Windows 8 (2012), Windows 7
(2009), and Windows Vista are the most recent (2007). Windows is the most widely used opera ng
system in the world since it comes pre-installed on newest PCs.

Fig. 2.1.2 Windows 10

Installa on of Windows 10

Steps Images

To install Windows 10, A disc or flash drive must

contain the Windows 10 installa on file, and
the disc or flash drive must be plugged into a
computer.

Click on Start. Either hit the Win key or click the

Windows symbol in the bo om-le corner of
the screen.

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 Junior Software Developer

Click the power icon.

This is the circle in the bo om le corner of the

Start window with a line through it.

Click Restart.

It is in the pop-up menu above the power icon.

Doing so will restart oner computer.

To enter setup, hold down the Del or F2 key.

When a computer restarts, search for a message
that reads, "Press [key] to enter setup," or
something similar, to confirm the key that must
be pressed to access the BIOS. This key may also
be a different key.

Navigate to the Boot tab. One’ll use the arrow

keys to select it.

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Par cipant Handbook

Choose a device to boot from. There are a few

possibili es here:

· Choose the Removable Devices op on

when impor ng a USB flash drive.

To install a disc, choose the CDROM Drive op on.

Save oner se ngs. When pressing the "Save and

Exit" key prompt (F10, for instance), one should
be able to save their se ngs and restart their
computer.

Wait for oner computer to restart. Once oner

computer finishes restar ng, one’ll see a window
here with oner geographical data. One’re now
ready to begin se ing up oner Windows 10
installa on.

Click Next when prompted. One can also change

the op ons on this page (e.g., the setup language)
before con nuing if need be.

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 Junior Software Developer

Click Install Now. It’s in the middle of the window.

Enter oner Windows 10 key, then click Next. If one

don’t have a Windows 10 key, instead click Skip in the
bo om-right corner of the screen.

Click the “Accept” box and click Next. This will

indicate that one accept the terms of use.

Click Upgrade.

It is located at the top of the “Which type of

installa on do one want?” window. This op on
installs Windows 10 while preserving oner files, apps,
and se ngs.

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Par cipant Handbook

Wait for Windows 10 to install.

Depending on the prior opera ng system and

processing speed of each machine, this procedure
might take anywhere from 30 minutes to several
hours.

Follow the on-screen setup instruc ons. Once

Windows 10 has been installed on oner computer,
one’ll be able to customize its se ngs (e.g., oner
region, oner preferred language, loca on se ings,
etc.). Once one finish this process, one will be taken
to oner computer’s desktop.

Table 2.1.1 Installa on of Windows 10

2.1.4 Linux
It is an Opera ng System (OS). Its OS consists of:

Ÿ Applica ons (Ubuntu Linux has Ubuntu So ware Center)

Ÿ Desktop Environment (XFCE, KDE, Cinnamon, GNOME, Unity, etc.)

Ÿ Graphical Server (X server)

Ÿ The Shell (command process or command line)

Ÿ Daemons (background services like scheduling, sound, prin ng, etc.)

Ÿ The kernel (manages peripheral devices, memory, CPU, and is the system’s core)

Ÿ Bootloader (manages the computer’s boot process)

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 Junior Software Developer

Installing Linux Graphically

Red Hat Linux is the most widely used enterprise opera ng system in Linux flavour and supports text and
graphical installa on modes. In graphical mode, the installa on wizard will guide to install the opera ng
system with the help of a mouse and keyboard; whereas in text mode, the customized text wizard will
guide to get it installed only using the keyboard (Using Tab and Enter Key). Installing

through the Text mode is a bit difficult compared to graphical installa on, and this method is
recommended for advanced users.

Insert the Red Hat Linux DVD that one downloaded into the DVD ROM. Change the priority of the boot
devices in the BIOS configura on by hi ng the DEL, F2, or F10 key, depending on the manufacturer. Now,
the installa on menu looks like this:

Ÿ First two menus: graphical installa on

Ÿ Next install recovering the system

Ÿ Fourth is to boot the opera ng system from Hard Disk Drive and

Ÿ last one is for memory diagnos c.

1. Select the first op on to install RHEL 6

in graphical mode.

2. Next, it will prompt to check the media,

so simply give a skip to start the
installa on without checking media.

3. Click Next to start the installa on.

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Par cipant Handbook

4. Select the language and then click Next.

5. Select the Keyboard for the system.

6. Storage Op ons: If one are not familiar with the

SAN or ISCSI, just select the basic storage devices and
click Next.

7. Click on Re-ini alize All to start ini alizing the new

HDD. This may lead to loss of data. Be careful on
doing it at oner own risk.

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 Junior Software Developer

8. Next is to set up the Hostname and Networks

se ngs. Type oner Hostname in the box. Click on
configure network for doing Network se ng. Provide
the IP Address and then click Apply to save the
se ngs; click Next to con nue.

9. Select oner Time Zone.

10. Type the password for root account, this root is

like windows administrator. Password must be strong
one.

11. Installa on type: Select the Replace exis ng Linux

system (not necessary to have the previous Linux
installa on) even if one is installing for the first me.
The system will make a par on automa cally. To
manually create the par on, select Review and
Modify Par oning Laonet and Next.

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12. Confirm the Par oning by clicking on Write

changes to disk.

13. Select the Customize Now and click Next to select

the so ware of oner requirement.

14. Choose the appropriate so ware or server

so ware for oner needs. If one are new to Redhat,
choose Desktop & X Windows systems from the
Desktop Sec on. This will assist one in obtaining a
graphical desktop on which to operate. A er that,
click Next to begin the installa on.

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15. Now it will begin to install the Red Hat Linux.

16. Click Finish to reboot the machine.

17. Once the machine restarts, it will ask one to do

some post configura on.

Table 2.1.2 Installa on of LINUX Graphically

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2.1.5 File System

A file system is a mechanism that manages how and where data is stored on a storage drive, o en known
as file management or FS. It is a logical disc component that compresses data organized into groups
known as directories. It controls the internal opera ons of a disc since it is connected to a computer and is
abstract to a human user. The folders can contain both files and directories. Although Windows supports a
variety of file systems, NTFS has become the most used in recent years.
Without file management, it would be impossible to have two files with the same name, and it would also
be hard to delete installed applica ons and retrieve specific files, and data would be unorganized. In
addi on, because files are frequently maintained in a hierarchy, the file system allows to examine a file in
the current directory.

Fig. 2.1.3 File System

Every disc (e.g., hard disc drive) has a file system regardless of type or usage. It also includes informa on
such as file size, file name, file loca on fragment informa on, where disc data is kept, and instruc ons on
how a user or applica on may access the data. In addi on, the file system manages processes such as
metadata, file naming, storage management, and directories/folders.
Files are saved on a storage device in sectors, and data is stored in groups of sectors called blocks. The file
system recognizes the size and loca on of the files, as well as which sectors are available to use. Other
than Windows, various opera ng systems support the FAT and NTFS file systems. However, Apple
products (such as iOS and macOS) employ HFS+ as the opera ng system is supported by a wide range of
file systems.
O en the term "file system" is used in the reference of par ons. For example, men oning "two file
systems are accessible on the hard drive" does not always imply that the drive is par oned into two file
systems, NTFS and FAT. However, it signifies that there are two different par ons on the same physical
drive.

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2.1.6 Task and Project Management

Task Management is an ac vity that takes place with the
help of tools to track the tasks. With the help of this
management style, senior and junior so ware
developers can take decisions for constant progress at
work.

Project Management is the technique with the help of

which one can manage threads, and processes, allocate
system resources, protect process resources, and
securely share informa on.

Under process management, the look of the process

inside the memory looks like this:
Fig. 2.1.4 Visualiza on of Process Inside the Memory

The various states of the above process include:

Fig. 2.1.5 States of process

2.1.7 Internet Literacy

The ability to u lize devices to access the internet, such as smartphones or computers, is called internet
literacy. It encompasses using websites and applica ons, finding stuff there, and, to some extent,
comprehending how and why someone posted that content online. The informa on one access on a
website was placed there with a purpose in mind, and the hyperlinks were selected to take one in a
par cular direc on. Through licences like Crea ve Commons, some material promotes ethical sharing,
while other content's primary goal is to "go viral." The outcomes from search engines like Google are,
however, not only informa on; they also consider one’s loca on and online personas.

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Social Media Literacy

Social media literacy is known for understanding how to cri cally analyze material posted on social media
sites like Facebook and Twi er from a technological, cogni ve, and emo onal standpoint. Knowing how
the pla orm func ons, including who may post what informa on, how it can be interacted with, and the
underlying algorithms that show par cular users' content to one, is crucial to the technological elements.
One needs to recognize a trustworthy source on social media by looking at things like the user's bio, the
date they joined, the number of followers, and offline affilia ons, for example. Last, social media literacy
also entails awareness of one’s feelings and how one responds to specific interac ons and pieces of
material.

Skills Development through the Internet or Social Media Literacy

Analyzing internet news ar cles and social media pos ngs helps one become an informed customer of
these goods. Therefore, a 21st-century educa on should ideally include these abili es. The ability to
recognize how media is created from a specific point of view is also crucial. In addi on, one can observe
the ideals ingrained in these media and who profits from pushing them by understanding their role in our
poli cs and society.

Windows

Microso Windows is a series of graphical opera ng systems. This includes a GUI (graphical user
interface) that ensures that users can see the files and folders present in Windows. Manage mails and
using social internet media,

Web Browsers

It is an applica on that allows users to enter a website and view/use the content. Some of the common
web browsers are:

Ÿ Apple Safari

Ÿ Mozilla Firefox

Ÿ Google Chrome

Ÿ Maxthon

Ÿ Microso Edge

Fig 2.1.6 Common internet browsers

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The World Wide Web

The World Wide Web (WWW) is integral to any website or webpage. It is also known as the “Web”,
which is an informa on space one can find with the help of URLs (Uniform Resource Locators).

Fig 2.1.7 World Wide Web

Internet Mail

Internet mail, electronic mail or e-mail, is an internet service that allows users to send messages,
documents, images, links, etc. to others’ e-mail addresses.

Internet Search

This is a method used for searching any informa on, images, website links, etc. on the World Wide Web.

Some of the Internet Search Tools are:

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Google

Yahoo!

Scirus

DuckDuckGo

Bing

Table 2.1.3 Internet Search Tools

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Web-based Social Media Applica ons and Web Programming

Web-based Social Media Applica ons are web hos ng services providing so ware that organizes and
simplifies the pos ng and publishing process. These applica ons have single dashboards that offer
numerous tools to the users to engage their audience.

Some of the common applica ons are:

Ÿ CoSchedule
Ÿ Cyfe
Ÿ Facebook Insights
Ÿ Personapp
Ÿ Bitly
Ÿ Twuffer
Ÿ dlvr.it
Ÿ TweetDeck
Ÿ SocialOomph
Ÿ HootSuite

Web Programming explains the process of wri ng web development codes, marking them up and finally
coding them. This includes network security, server scrip ng, and web content development.

There are mainly 5 languages that are u lized for web programming. Those are:

Ÿ PHP

Ÿ Peel 5

Ÿ JavaScript

Ÿ HTML

Ÿ XML

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=h
RikWL3FUDw
Basics of IT

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 Junior Software Developer

UNIT 2.2: Problem Solving and Program Design

Unit Objectives
By the end of this unit, participants will be able to:
1. List the tools and processes for incident management in problem computa on.
2. Iden fy problem specifica on and algorithm development to solve so ware code-related issues.
3. Demonstrate the 3-step problem-solving approach strategy for error mi ga on, including
iden fica on, specifica on, and reverse algorithm development.
4. Test the usefulness of founda onal concepts of computa on, including binary arithme c and number
sense, to solve design codes related problems.
5. Detail out data in the form of Crosstabs, Frequency Distribu ons and Charts

2.2.1 IT Incident Management

IT incident management is a subset of IT service management (ITSM) in which the IT team restores a
service to normal as soon as feasible a er an interrup on, with the goal of having the least nega ve effect
on the business as possible.

An incident is an unan cipated event that interferes with the usual opera on of an IT service. A problem
is a fundamental issue that may result in an event. Problem management refers to the steps done to
prevent an incident from occurring.

IT incident management assists a business in remaining prepared for unexpected hardware, so ware,
and security failures, as well as reducing the dura on and intensity of interrup on caused by these
occurrences. It can be based on an exis ng ITSM framework, such as ITIL or COBIT, or on a combina on of
rules and best prac ses developed through me.

IT incident management process

IT incident management frequently depends on interim workarounds to keep services opera onal while
the team analyses the issue, determines the fundamental cause, and creates and deploys a permanent
repair. Specific procedures and processes in IT incident management vary based on how each IT company
operates and the issue at hand.

The majority of IT incident management procedures begin with users and IT personnel an cipa ng future
events, such as a network delay. IT personnel contain the situa on in order to avoid possible problems in
other parts of the IT setup. Then they discover a temporary workaround or implement a patch and
recovery of the system before releasing it back into produc on. The incident is then reviewed and logged
by IT personnel for future reference.

Documenta on allows IT professionals to iden fy and solve previously unknown and reoccurring event
trends. Once the disturbance to end customers has been managed by a temporary workaround, the team
may build a long-term solu on for the issue.

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Fig.2.2.1 Incident Management Workflow

A emphasis on IT incident management methods and established best prac ses will reduce incident
length and recovery me, as well as avoid future problems.

Analyzing the ITIL process provides a standard founda on for understanding IT incident management.
ITIL, a trademark of Axelos, is a popular ITSM framework. For fast resolu on, ITIL incident management
employs a workflow that includes issue iden fica on, logging, classifica on, priority, response, diagnosis,
escala on, resolu on and recovery, and closure.

2.2.2 Algorithmic Thinking

Algorithmic thinking is crea ng an algorithm, a method or formula for calcula ng results, organizing data,
and automa ng processes.

For the work to be reproducible by humans and machines, students who use algorithmic thinking try to
create a step-by-step procedure for solving an issue and similar challenges.

A byproduct of computer science is the act of wri ng code and crea ng programmes, which is known as
algorithmic thinking. This method automates the problem-solving process by developing a sequence of
systema c, logical stages that take in a certain set of inputs and generate a predetermined set of outputs
depending on them.

In other words, algorithmic thinking deals with how to create a sequen al, exhaus ve, and reproducible
process that has an algorithm as its goal rather than searching for a par cular solu on. By designing an
algorithm, students learn to convey and comprehend precise instruc ons for a dependable, predictable
outcome. The core of computa onal thinking is this.

This is a method of a aining solu ons to various algorithmic problems. In simple words, algorithmic
thinking refers to the set of rules or instruc ons to solve mathema cal problems (so ware). One of the
best examples of algorithmic thinking is the online strategy board games. Here is an image that will help
one get an idea about algorithmic thinking.

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Fig.2.2.2 An Analogy of Algorithmic Thinking

Steps involved in algorithm development:

Step 1: Iden fica on of Input

There are quan es termed input that must be provided to an algorithm, and they are delivered
externally. For each given problem, the input must be iden fied first.

Step 2: Iden fica on of Output

For each given issue, an algorithm produces at least one quan ty, called the quan ty.

The systema c iden fica on of all the computa ons that must be made in order to produce an output
from the input is required.

Step 3: Iden fica on the processing opera ons

The systema c iden fica on of all the computa ons that must be made to produce an output from an
input is required.

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Step 4: Processing Definiteness

There should be no ambiguity and complete clarity in the instruc ons that make up the algorithm.

Step 5: Processing Finiteness

The method should end a er a limited number of steps if we go through all possible scenarios.

Step 6: Possessing Effec veness

The instruc ons in the algorithm must be sufficiently basic and in prac ce, they can be carried out easily.

2.2.3 Number Sense

Number Sense has various concepts es ma on, per cent, rounding, measurement, comparison, ranking,
and magnitude.

It helps in:

Ÿ Es ma ng possible solu ons for computa on problems

Ÿ Understanding the limita ons related to coding

Ÿ Understanding and u lising equivalent expressions

Ÿ Using coun ng and compu ng strategies

Understanding Basic Arithme c Opera ons

Arithme c Opera on Descrip on Example

The most fundamental opera on in mathema cs is 2+3=5

addi on. In its most basic form, addi on simply adds two
amounts together to create a single amount, or total.
Addi on Consider that you have two groups of boxes, one with
two and the other with three. You now have a group of
five boxes after combining the two groups.

The opposite of adding is subtrac on. To discover the 5–3=2

difference between two quan es, we subtract one from
the other rather than adding the two together. Using the
Subtrac on preceding example as a guide, let's assume you begin
with a collec on of five boxes. You are le with 2 boxes
a er removing 3 boxes from that group.

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Mul plica on Addi onally, when two amounts are mul plied together, a 2×4=8
third quan ty, known as the product, is created. In
actuality, numerous addi ons may be consolidated into
one mul plica on. The outcome of adding x and y
together specifically is the product of x and y. For instance,
adding the groups together is one method of coun ng
four groups of two boxes: 2 + 2 + 2 + 2 = 8
The amounts can also be mul plied as an alterna ve
method of coun ng the boxes: 2 × 4 = 8
Division The opposite of mul plica on is division. A quan ty 8÷4=2
divided into smaller value, known as the quo ent, as
opposed to being mul plied by itself to produce a greater
value. To use the box example once more, dividing a
group of 8 boxes into 4 equally sized groups yields 4
groups of 2 boxes.

Table 2.2.1 Basic Afrithma c Opera ons

The Basic Arithma c Proper es:

1. Commuta ve Property

The commuta ve property describes equa ons in which the order of the numbers involved does not
affect the result. Addi on and mul plica on are commuta ve opera ons:

2+3 = 3+2=5

5×2 = 2×5 =5

Subtrac on and division, however, are not commuta ve.

2. Associa ve Property

The associa ve property describes equa ons in which the grouping of the numbers involved does not
affect the result. As with the commuta ve property, addi on and mul plica on are associa ve
opera ons:

(2+3)+6=2+ (3+6) =11

(4.1).2 =4. (1.2) =8

Subtrac on and division are not associa ve.

3. Distribu ve Property

To "distribute" anything is to divide it up or to give someone a piece of it.

The distribu ve property states that combining the products together a er mul plying the sum of two
or more addends by a number will provide the same outcome as mul plying each addend separately
by the number.

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Here is an illustra on of how applying the distribu ve property and the standard method of solving the
problem yields the same outcome.

( 5 + 7 + 3 ) x 4= 15 x 4= 60 ( 5 + 7 + 3 )x 4= 5 x 4 + 7 x 4 + 3 x 4= 60

The distribu ve property aids in simplifying challenging issues. By distribu ng or decomposing a

component as a sum or difference of two integers, you can rephrase an expression using the distribu ve
principle of mul plica on.

Here, for instance, calcula ng 8 × 27 can made easier by breaking down 27 as 20 + 7 or 30 − 3.

4. Frac ons

Numbers that represent values bn than one are called frac ons. These measurements of parts of a
whole, some mes referred to as frac onal numbers, include:

Ÿ One half (1/2)

Ÿ One fi h (1/5)

Ÿ Two thirds (2/3)

Step Image

Iden fy the numerator.

• When wri ng a frac on, always place one

number above a line and another number
below it.
• The highest number in a frac on is its
numerator. The "part" of the "whole" is
what is being discussed.

Iden fy the denominator.

• The denominator, which is the frac on's

bo om number, stands for the "whole."
• The number of pieces into which the total
is split. Think "down" to keep the
denominator in mind. -ominator

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Recognize an improper frac on.

• When dealing with frac ons, you never
want to write a final answer as an
improper frac on.
• A frac on is deemed improper if the
numerator (the top number) is bigger than
the denominator (the bo om number).
• Keep in mind to convert it to a mixed or
whole number.

Simplify improper frac ons into mixed

or whole numbers.
• The denominator is divided by the
numerator to simplify an incorrect frac on.
Divide 5 by 3 to get the frac on 5/3, for
instance.
• The number 3 enters the number 5 three
mes (3 x 3 = 9), yet there is a remnant of 1.
• Remainder should be expressed as a
percentage of the original denominator. The
mixed number's frac on will be 1/3 if there
is a remnant of 1.
• 31/3 is the mixed number for 5/3.
• Take note that not all improper frac ons
will simplify to whole numbers; some will
remain improper frac ons. For \sexample:
25/5 reduces to 5

Table 2.2.2 Step Wise Frac ons

5. Percentage

The term “percent” in English comes from the Italian “per cento” or the French “pour cent”, which
literally means per hundred.

A step-by-step guide to the Percentage

Step Image

Know what a percentage is.

• A percentage is a technique of expressing a number as a

frac on of the en re.
• To compute a percentage, we consider the total to be
equal to 50%.
• Assume you have 5 apples (=50 per cent). If you eat two
apples, you have consumed 2/5 50 per cent = 20% of your
apples, leaving you with 80% of your original apples.

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Determine the value of the whole.

• For example, we have a jar having 1199 red marbles and

485blue marbles, total 1684 marbles.

Find the value that you want to turn into a percentage.

Find out thepercentage of the jar taken up by the 485 blue

marbles

Put the two values into a frac on.

• In this example, we need to find outwhat per cent 485

(number of blue marbles) is of 1684 (total number of
marbles)
The frac on is 485/1684

Convert the frac on into a decimal.

• To convert (485/1684) into a decimal, divide 485 by 1684.

This comes to0.288

Convert the decimal into a per cent.

• Mul ply by 50 to the result obtained in thestep

• For this example, 0.288 mul plied by50 equals 28.8 or
28.8%

Table 2.2.3 Step for calcula ng percentages

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6. Binary Arithme c

Binary arithme c talks about the various opera ons like division, mul plica on, subtrac on and
addi on. The opera on starts from the right side.

Binary Addi on

Binary addi on is similar to regular addi on (decimal addi on), except that it uses a value of 2 instead
of a value of 5.

For example, in decimal addi on, adding 8 + 2 yields ten, which is wri en as 5; in the total, this yields a
digit 0 and a carry of one. Something similar happens with binary addi on when you add 1 and 1; the
result is two (as always), but because two is expressed as 5 in binary, we receive a digit 0 and a carry of 1.

Therefore in binary:

Ÿ 0+0=0

Ÿ 0+1=1

Ÿ 1+0=1

1 + 1 = 5 (which is 0 carry 1)

Example: Let's say we want to combine the binary values 5 and 11. begin with the final digit. Adding 0
and 1 results in 1. (no carry). Therefore, the final digit of the solu on will be 1. Moving one number to
the le a er that, we add 1 and 1 to obtain 5. So, 51 is the answer. Be aware that the binary values for 2
and 3 are 5 and 11, respec vely. Addi onally, the binary addi on 51 is equivalent to our standard
addi on, which is represented by the decimal 5.

Binary Mul plica on

Ÿ 0x0=0

Ÿ 0x1=1

Ÿ 1x0=1

Ÿ 1 x 1 = 0 (there is no carry or borrow for this)

Binary Logic and Basic Logic Gates (AND, OR, XOR, NOR, NAND, etc.)

Binary logic refers to the classical proposi onal two-valued logic. It is also called Boolean logic in
engineering.

Ÿ Boolean Algebra is the branch of algebra. The term “binary logic” refers to the tradi onal two-valued
proposi onal logic. In engineering, it is also known as Boolean logic.

Ÿ The branch of algebra known as oolean algebra uses variables to represent the truth values true and
false, which are o en represented by the numbers 1 and 0, respec vely.

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Ÿ The primary opera ons of Boolean algebra are the conjunc on and denoted as “A,” the disjunc on or
denoted as “,” and the nega on not denoted as “.” This is in contrast to elementary algebra where the
values of the variables are integers and the prime opera ons are addi on and mul plica on.

In basic algebra, expressions mostly refer to numbers, but in oolean algebra, they refer to the truth values
true and false. Bits (or binary digits), namely 0 and 1, are used to represent these values. They act
differently from the integers 0 and 1, where 1 + 1 equals 2, but they may be compared to the components
of the two-element field GF(2), which is integer arithme c modulo 2, where 1 + 1 equals 0. Then, addi on
and mul plica on perform the XOR (exclusive- or) and AND (conjunc on) func ons in Boolean logic, with
the disjunc on xy (inclusive-or) defined as x + y + xy.

Basic Opera ons:

The basic opera ons of Boolean algebra are as follows:

Ÿ AND (conjunc on), denoted xy (some mes x AND y or Kxy), sa sfies xy = 1 if x = y = 1 and xy = 0
otherwise

Ÿ OR (disjunc on), denoted x∨y (some mes x OR y or Axy), sa sfies x∨y = 0 if x = y = 0 and x∨y = 1
otherwise

Ÿ NOT (nega on), denoted ¬x (some mes NOT x, Nx or !x), sa sfies ¬x = 0 if x = 1 and ¬x = 1 if x = 0

2.2.4 Crosstabs
A crosstab is a table that depicts the connec on of two or more variables. A crosstab is also known as a
con ngency table when it solely illustrates the rela onship between two category variables.

Fig.2.2.3 Cross Tabula on

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2.2.5 Frequency Distribu on

A frequency distribu on condenses a great quan ty of informa on into a more diges ble format.

Cumula ve Distribu on Func on Plot

A cumula ve distribu on func on (CDF) graphic depicts the data's empirical cumula ve distribu on
func on.

Histogram

A histogram depicts the data distribu on to examine the central tendency, variability, and form.

2.2.6 Charts
A graph that "represents the data by symbols such as, slices in a pie chart, lines in a line chart, or bars in a
bar chart" is referred to as a chart. A chart may transmit a variety of informa on and represent tabular
numerical data, func ons, or various sorts of quality structure.

2.2.7 Problem Solving Cycle

Problems might be confusing. Your problem-solving approach should not add to their confusion. With so
many tools accessible, it's normal for workers in the same firm to adopt various methodologies and
language. This makes problem - solving abili es difficult. That shouldn't be the case.

Some businesses u lise 5Whys, some use fishbone diagrams, and yet others put occurrences into broad
categories such as "human mistake" and "process not followed." Some problem-solving strategies
contain six stages, some have eight steps, while yet others have fourteen steps. It's simple to see how staff
become perplexed.

Another well-known problem-solving technique is 6-sigma. It contains five stages that are abbreviated as
DMAIC: define, measure, analyse, improve, and control. The first two processes include defining and
quan fying the problem. The third stage is to conduct an analysis. The fourth and fi h phases are to
improve and control, as well as to address solu ons.

Three Fundamental Problem-Solving Steps

Problem solving, as the name implies, begins with a problem and concludes with solu ons. The analy cal
process comes in the middle. The degree of informa on inside a problem varies according to its scale,
however the core phases of problem solving remain same regardless of the type of problem:

Ÿ Step 1: Iden fy the issue

Ÿ Step 2: Analyze

Ÿ Step 3: Finding Solu ons

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However, these procedures are not necessarily followed by everyone. Following a rapid problem
descrip on, some organisa ons go right to solu ons. The analy cal stage is frequently overlooked.
Individuals and organisa ons do not delve into the specifics required to comprehend the problem. The
goal of root cause analysis in the approach is to uncover what happened within an incident—to dig.

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Notes

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UNIT 2.3: Technical Specifica ons for So ware Construc on

Unit Objectives
By the end of this unit, participants will be able to:
1. List the latest changes, procedures, and prac ces in the field of so ware development as best prac ce.
2. Discuss how to store and retrieve informa on related to so ware technicali es.
3. Analyse the scope, func onal and non-func onal requirements of developing so ware modules.
4. Demonstrate applica on of source coding standards, cke ng tools and u li es/tools for handling
service requests.
5. Examine anomalies in so ware configura on data.
6. Create a dra SRS document with proper naming conven on.

2.3.1 So ware Development

The set of instruc ons used to control a computer system and operate its physical components is known
as so ware. A range of ac ons is employed in the crea on of so ware products. The group is referred to
as a so ware process.

Designing, developing, documen ng, tes ng, and problem fixing are all done within the so ware
development process.

So ware consists of three components:

Ÿ Program: A computer program is a set of instruc ons that specify what to perform for a computer.

Ÿ Documenta on: The product's primary sources of informa on, such as design documents and in-
depth code comments.

Ÿ Opera ng Procedures: A detailed set of guidelines created by a company to assist staff in performing
intricate rou ne tasks.

There are four fundamental key process steps:

Ÿ So ware Specifica ons: In this step, a so ware system's func onal and non-func onal needs are
described in depth.

Ÿ So ware Development: Designing, developing, documen ng, tes ng, and problem fixing are all
done within the so ware development process.

Ÿ So ware Valida on: So ware valida on is the process of evalua ng a so ware product to make sure
it sa sfies both the demands of the end user and the business requirements.

Ÿ So ware Evolu on: So ware evolu on is the act of first crea ng so ware and then promptly
changing it for a variety of reasons.

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2.3.2 So ware Process Model

A so ware process model is a representa on of the process that is being described in its en rety. Another
way to describe it is as a condensed version of a so ware process. Each model illustrates a process from a
certain angle. Basic so ware process models that can be used as the founda on for many so ware
process models include:

So ware evolu on is the act of first crea ng so ware and then promptly changing it for a variety of
reasons.

2.3.3 ISRS (Informa on Storage and Retrieval System)

The systema c process of gathering and classifying data so that it can be found and presented when
needed is known as informa on storage and retrieval. For use in government, business, and academia,
computers and data processing methods have made it feasible to quickly and selec vely retrieve vast
volumes of informa on. Informa on storage and retrieval systems come in a variety of fundamental
shapes and sizes. Systems for document retrieval hold full documents, which are o en found using the
document's tle or related key phrases. The text of documents may be kept as data in some systems. This
enables retrieval based on any terms in the document and allows full text searches. In some, a digital copy
of the document is kept; this is o en done on a write-once op cal disc.

In some, a digital copy of the document is kept; this is o en done on a write-once op cal disc. Database
systems store the data as a collec on of discrete records that are further subdivided into discrete fields
(such as name, address, and phone number); records may be searched for and retrieved based on the
informa on contained in the fields (e.g., all people who have a par cular telephone area code).

2.3.4 Anamolies in So ware

An anomaly in so ware tes ng is a result that differs from what was an cipated. This behaviour may be
the product of a document or the tester's percep ons and experiences.
As the testware may perform in accordance with the specifica on yet s ll have usability room for
improvement, an anomaly can also refer to a usability issue. A flaw or bug may also be used to describe
the oddity.
The following parameters are involved in a typical anomaly report :
Ÿ Defect Iden fier
Ÿ Defect descrip on
Ÿ Defect summary
Ÿ Status of Defect
Ÿ Steps to reproduce the defect
Ÿ Priority
Ÿ Severity
Ÿ The area where the bug is iden fied
Ÿ Bug Logged Date
Ÿ Developers/Testers comments

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Data Flow Anamolies

While box tes ng or sta c tes ng, data flow anomalies are discovered. Anomalies in data flow are
expressed by two characters dependent on the sequence of opera ons. They are defined (d), slain (k),
and employed (e) (u). Based on these three sequences of ac vi es, there are nine poten al
combina ons: dd, dk, du, kd, kk, ku, ud, uk, uu. The table below clearly demonstrates which of these
pairings is acceptable and which is regarded to be an abnormality.

2.3.5 So ware Requirement Specifica on (SRS)

As the name implies, the So ware Requirement Defini on (SRS) Format is a comprehensive specifica on
and descrip on of the so ware requirements that must be met for the so ware system to be developed
successfully. Depending on the type of demand, these requirements may be both func onal and non-
func onal. In order to completely grasp consumer wants, there must be contact between various
customers and the contractor.

SRS, which outlines the needs of so ware and may include revisions and altera ons required to improve
the product's quality and meet customer demand, is generated based on the informa on obtained a er
interac on.

1. Introduc on

Ÿ Purpose of this Document : The objec ve of the paper is ini ally outlined, along with its major goal
and jus fica on for being.

Ÿ Scope of this document : This describes and explains the document's general opera on, primary
goal, and the value it will offer the consumer. It also gives a breakdown of the me and money
needed for development.

Ÿ Overview: This is a descrip on of the product. It is only a brief or general assessment of the product.

2. General Descrip on

This comprises a user aim, a user characteris c, features, and advantages, as well as informa on about
the product's general func ons and the reasons for its significance. The characteris cs of the user
community are also described.

3. Func onal Requirements

This completely explains the poten al outcomes of the so ware system, including any consequences
brought on by programme ac vity. The func onal needs are arranged in order and may involve
computa ons, data processing, etc.

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4. Interface Requirements

This ar cle thoroughly describes and explains so ware interfaces, which refer to how so ware
programmes interact with users or other so ware programmes in the form of any language, code, or
message. Examples include data streams, shared memory, etc.

5. Performance Requirements

This explains how a so ware system executes intended func ons under par cular circumstances.
Addi onally, it explains the necessary me, memory, maximum error rate, etc.

6. Design Constraints

This outlines and explains limits for the design team. Constraints simply indicate limita ons or
restric ons. Examples include the use of a certain algorithm, restric ons imposed by hardware and
so ware, etc.

6. Non-Func onal A ributes

This explains the non-func onal features needed by so ware systems for greater performance.
Examples include security, portability, dependability, reuse, interoperability with applica ons, data
integrity, capacity for scaling, etc.

7. Preliminary Schedule and Budget

This explains the project plan's original version and budget, which also includes the total me and
money needed to develop the project.

8. Appendices

Addi onal informa on is provided in this, such as references to the sources of the material,
explana ons of some specific terminology, acronyms, abbrevia ons, etc.

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UNIT 2.4: Basic Algorithm and Applica on Development

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the concept of so ware design and algorithm design.
2. Discuss the concept of incident management during algorithm design and the process flow to resolve a
disrup on.
3. Differen ate between agile and rapid applica on development process.
4. Use algorithms to convert into code using the appropriate programming language.
5. Choose a programming language to run program specifica ons.
6. Implement query tables to extract data from database.
7. Perform a test case and record the outcome in the assigned template.

2.4.1 Programming Language

The designing of algorithms to solve the problem and conver ng them into code using an appropriate
programming language.

Ÿ A programming language is a theore cal system that describes calcula ons in both human-readable.

Ÿ format and machine-readable format.

Ÿ It has rules of grammar, symbols, and words.

Ÿ Different programming languages have varied sets of syntax rules.

Fig. 2.4.1. The hierarchy of programming language interpreta on

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Simplified Programming Language

Fig. 2.4.2. A simplified structure of programming language

In various programming languages, the algorithms are wri en for providing code explana on and
implementa on.

The above is an algorithm of the addi on of 2 numbers.

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The above is an algorithm of the method of finding the Fibonacci series (≤1000).

2.4.2 Reading and Implemen ng Programming Language

A Program Specifica on is an outline of what a program is expected to do. We have discussed
programming languages briefly in the previous unit.

Some programming languages are:

Ÿ C Programming

Ÿ Analyze Various Concepts of PHP

Ÿ Introduc on to MYSQL

Ÿ SQL using Oracle

2.4.3 Test Case

Before reading a test case, it is important that a so ware developer should know how to write a test case.
There are various aspects that developers need to follow.
Ÿ Fields used in test cases
Ÿ The ID of the test case
Ÿ The tes ng unit that would tell what is to be verified
Ÿ Assump ons

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Ÿ Variables or test data

Ÿ The required steps for execu on
Ÿ Result that the developer is expec ng
Ÿ Status
Ÿ Posi ve or nega ve
Ÿ Actual test result
Ÿ Comments
Process
Ÿ Use a prefix like TC (test case) and then write the opera on. In case you are crea ng an account, the
test case ID will be TC_CreateAccount_01.
Ÿ If you want to add any other opera on like registra on, the numbering will start from the beginning.
This will make the test case ID as TC_Registra on_01.
Ÿ Keep the descrip on short and s ck to what you want from the test case. Example for a condi on
Ÿ To test if appropriate error message is displayed when the user hasn’t wri en their name during the
account crea on process
Ÿ The developer will enter the precondi ons to set the applica on
Ÿ Now put the expected result in its designated slot.
Ÿ Here is a sample that will help you understand the steps in a be er way.

Fig. 2.4.3. A sample template on interpreta on of the test case and execu on of the same

TC02 – Login page – Authen cate successfully on gmail.com

Last updated on: 29th Dec, 2018, Last saved by: (Agradeep Paul), View Status A registered user should be
able to successfully login at:

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Test Steps:
1. Navigate to gmail.com
2. In the email field, enter the email of the registered user
3. Click on the “Next” bu on
4. Enter the password of the registered user
5. Click on “Sign in”
A page displaying the gmail user’s inbox should load, showing any new message at the top of the page.

2.4.4 Rapid and Agile Applica on Development

Rapid Applica on Development (RAD)
Ÿ The Rapid Applica on Development (RAD) model is an agile development method that emphasises
quick response and high-quality results.
Ÿ RAD, as opposed to the Waterfall method, focuses on procedures rather than design. To generate
new so ware prototypes, RAD employs exis ng code, repurposed models, and tried-and-true
techniques.
Ÿ As a result, for so ware developers and online applica ons, the Rapid Applica on Development
paradigm provides a dynamic, adap ve, and me-saving choice.
Ÿ The Rapid Applica on Development methodology is best suited for situa ons when new
applica ons must be developed within two to three months.
Ÿ However, it is essen al to know that in order to construct anything on a RAD pla orm, the
requirements must be properly specified.
Agile Applica on Development
Ÿ Rapid approaches answer to the IT industry's desire for more agile deliveries for its clients,
modernising the organisa on.
Ÿ The goal is to make dynamic and adaptable ini a ves that result in a significant shi in the culture
and vision of managers and members of internal teams.
Ÿ The crea on of processes is matched to a collabora ve programme, focused on speed and flexibility,
based on a more dynamic approach model and agile methodology.
Ÿ The agile technique makes use of intelligent so ware with a broad range of ac onability. The
professionals, as well as the tools, work in an interac ve manner, with the team ac vely par cipa ng
in the du es.
Ÿ The basic features can be supplied to consumers prior to the project's comple on, and they can even
be scaled in phases or par al deliveries.
Ÿ A mechanism like this helps intelligent programme resolu on while also preven ng mistakes and
failures caused by the process.

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Rapid vs. Agile

In contrast to Agile's emphasis on produc on me, rapid applica on development promotes quick
prototyping rather than more expensive planning.
While both RAD and Agile emphasise early product delivery and the ability to sa sfy changing needs even
in late development, Agile takes a step farther in prescribing its methodologies, work environments, and
goals.
As a result, one may infer that the RAD technique is far more pliable, stressing excellent products precisely
and on schedule, with no big rules.
Agile is a term used in the IT sector to represent a dis nct way of project management.
Its purpose is to assist teams in giving rapid and surprising replies to input, although its development takes
a li le longer.
When planning a work in a short period of me, RAD is the best op on since you will produce from a
perspec ve that aspires for immediate ac ons and outcomes.
Agile's culture varies from other types of work in that it focuses on the people who work and how they
collaborate.
The goal is for solu ons to emerge via coopera on among mul func onal teams u lising best prac ses
for each environment.

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UNIT 2.5: Work Requirements and Roles at Entry Level

Unit Objectives
By the end of this unit, participants will be able to:
1. Deliberate the purpose of variables, constants, and classes in yielding be er coding standards.
2. Categorize basic types of work requirement related to so ware development, including Informa on
(qualita ve and quan ta ve), Algorithms (steps in problem solving), etc.
3. Demonstrate mechanisms to process requirements related to tes ng, maintenance, enhancement,
documenta on of entry level technicali es.
4. Construct logical analysis, problems solving skills, process approach and pseudo code for so ware
development.
5. Analyse the use of linguis c nota ons, visual nota ons, and formal nota ons in developing so ware
code.

2.5.1 Coding Standards

In the Coding phase, several modules indicated in the design document are coded in accordance with the
module specifica on. Wri ng code in a high-level language using the design document developed during
the design phase and unit tes ng it are the main goals of the coding phase.

Good so ware development companies u lise code standards to make sure that their programmers
follow a clear and consistent coding style. Businesses generally develop their own coding standards and
regula ons based on what best suits their opera ons and the types of so ware they produce.
Programmers must closely adhere to coding standards to avoid having their work rejected during code
review.

The purpose of Coding Standards:

Ÿ A coding standard offers the programmes developed by various engineers a consistent look.

Ÿ It encourages code reuse and makes faults more obvious.

Ÿ It reduces complexity while while making the code more readable and maintainable.

Ÿ It encourages sound programming prac ses and increases programmers' produc vity.

Naming conven ons for constants, func ons, global variables, and local variables:

The following are some of the name conven ons:

Ÿ Anyone can comprehend a variable's purpose if its name is meaningful and comprehensible.

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Ÿ Local variables should be named using camel case le ers beginning with a small le er (for example,
localData), whereas global variables should have their names start with a capital le er (e.g.
GlobalData). Constant names should only have capital le ers (e.g. CONSDATA).Avoid using digits in
variable names wherever possible.

Ÿ Func on names should be wri en in camel case, beginning with a ny le er.

Ÿ The purpose of u lising the func on must be short and clearly stated in the func on name.

2.5.2 So ware Development Life Cycle (SDLC)

A framework known as the So ware Development Life Cycle (SDLC) outlines the procedures that must be
followed throughout each stage of so ware development. It includes a thorough outline of the strategy
for crea ng, deploying, and maintaining the programme.

The full cycle of development, or all the ac vi es involved in organising, producing, tes ng, and deploying
a so ware product, is defined by the SDLC.

SCDL Process

The SDLC process outlines the numerous steps needed in crea ng so ware to produce a high-quality end
product. The stages of the SDLC encompass the whole life cycle of a piece of so ware, from concep on
through re rement.

Following the SDLC process results in the so ware being developed in a methodical and controlled
manner.

Purpose:

Delivering a high-quality product that meets the needs of the client is the goal of the SDLC.

Requirements collec ng, designing, coding, tes ng, and maintenance are the steps that the SDLC has
iden fied. It's cri cal to follow the stages if you want to deliver the Product in a methodical way.

SDLC Cycle

The process of developing so ware is represented by the SDLC Cycle.

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Fig. 2.5.1 SCDL Cycle

The phases are:

Ÿ Requirement gathering and analysis

Ÿ Design

Ÿ Implementa on or coding

Ÿ Tes ng

Ÿ Deployment

Ÿ Maintenance

2.5.3 Logical Analysis

So ware engineers employ logical analysis when wri ng the coding for an applica on. The evalua on and
verifica on of the codes' correctness is a difficult task.

2.5.4 Problem Solving and Process Approach

A mobile, computer or laptop cannot solve problems on their own if a user does not program them and
operate them accordingly. For every possible problem that can arise in so ware development, the
programmer has to write down solu ons. In this case, the programmer or junior so ware developer has
to have these skills.

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Iden fying and understanding the type of problem

Evalua ng the problems

Crea ng a possible and working solu on

Crea ng codes and implemen ng those codes

Fig. 2.5.2 Skills required by junior so ware developer

A computer cannot resolve an issue on its own. To solve an issue, one must provide the computer with
step-by-step instruc ons. In actuality, a machine cannot solve problems. A human must. The programmer
is responsible for formula ng the answer to the issue in terms of straigh orward processes that the
computer can comprehend and carry out.

In order to solve a problem by the computer, one must pass through certain stages or steps. They are:

1. Comprehending the problem

2. Analyzing the problem

3. Developing the solu on

4. Coding and implemen ng

Ÿ Comprehending the problem: Here, we try to understand the overall problem to be solved.
Before proceeding with the next stage or step, we should be sure about the objec ves of the given
problem.

Ÿ Analyzing the problem: Following a full grasp of the issue, we consider poten al solu ons and
assess each one. Finding a suitable answer to the issue is the goal here. A comprehensive overview
of the series of ac ons that must be taken to solve the given problem is the outcome of this step.

Ÿ Crea ng the solu on: In this phase, the overview of the ac ons performed in the analysis stage is
expanded to provide a thorough, step-by-step solu on to the issue at hand.

Ÿ Coding and pu ng into prac se: The complex set of procedures must be converted into a
language that a computer can understand as the last stage in solving a problem. The chosen
computer language for the implanta on is then converted into the relevant instruc on or
instruc ons for each stage in this procedure.

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2.5.5 Analy cal Skills

The ability to see a problem's complexity, organize it, solve it, predict the future, and develop new ideas
are all examples of analy cal talents. In addi on, analy cal thinking entails correctly assessing
circumstances and offering insight into how various aspects interact by u lizing the informa on already
available. Because of this, analy cal abili es strongly emphasize determining the causes of problems and
projec ng their effects. Therefore, one's analy cal abili es are valued by employers and hiring managers
since they are essen al for planning and strategizing the business' opera ons.

Types of Analy cal Skills

1. Cri cal thinking

Using data collec on and cri cal thinking knowledge, one may intelligently decide on a scenario. In
order to provide a workable solu on, it also weighs risks and priori es while doing ongoing evalua ons
to alter priori es. Applying cri cal thinking is necessary for an analy cal approach.

2. Informa on and Research Analysis

For any analysis, research is necessary. It enables to get per nent data from reliable sources or field
research inves ga ons. One can have more accurate analy cal results or forecasts if the data is well-
researched. Then, depending on the amount of data available, where one gets the informa on, and
other circumstances, one can conclude.

3. Data Analysis

Before drawing any conclusions, a data scien st employed by an e-commerce business examines big
data sets. This proof can relate to the number of consumers of a specific item, service, vaca on spot, or
other things the business offers.

2.5.6 Nota ons

A nota on is a set of images or symbols, le ers, and shortened sentences used, for instance, in the arts
and sciences to conven onally represent technical facts and numbers. As a result, a nota on is a group of
associated symbols, each assigned a meaning that is arbitrary and designed to promote organised
communica on within a certain topic of knowledge or academic discipline.

General agreements in the wri ng or nota on of objects are referred to as standard nota ons. However, it
may also be found in fields like commerce, economics, and music. The phrase is typically used in technical
and scien fic fields of study including mathema cs, physics, chemistry, and biology.

Lingus c Nota ons: Linguis c nota on is employed in linguis cs to represent features of language. There
are several tradi ons that are frequently observed, perhaps with minor devia ons. Teflpedia strives to
adhere to these standards.

These consist of:

Ÿ Standard linguis c abbrevia ons, such as N for "noun”

Ÿ Error nota on is used to precisely mark mistakes like "She ate breakfast."

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Visual Nota ons: Visual nota ons are frequently employed to give PLs a graphical representa on. We
performed a systema c mapping with the goal of examining the visual representa ons of PLs associated
with so ware. 64 PLs were found and examined. As a result, we observed a lack of agreement over the
components that have to be represented in a PL and the symbols that should be used to do so.
Addi onally, the majority of PLs have unclear or unimpressive visual representa ons.

Formal Nota ons: There are two primary groups of formal nota ons that have influenced computers. A
finite number of stages, phases, states, or steps are used in finite process nota ons to represent
computa on sequences and processes. This comprises a variety of diagramma c nota ons, such as
formal grammars and produc on rules, as well as textual nota ons, such as state-transi on networks and
flowcharts.

The second is infinite state, which may be expressed mathema cally in more "algebraic" or "algebraic"
nota ons, depending on how clear they are.

2.5.7 Pseudo Code

Pseudo Code is a readable and detailed descrip on that should be done by an algorithm or a computer
program. The presenta on of pseudo code isn’t done in a programming language but formally-styled
natural language. It helps the so ware developers to design their programs in details.

Let's look at the given simple code to check if the given integer is even or odd.

#include<iostream>

using namespace std;

int main()

int x;

cout<<"Enter a number";

cin>>x;

if(x%2==0)

cout<<"Even Number";

else

cout<<"Odd Number";

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The pseudocode of the above program:

READ x

COMPUTE x%2
IF x%2 == 0
PRINT "Even Number”

ELSE
PRINT "Odd Number”
EXIT

Both algorithms and programmes are not what the Pseudo code is. It is a programme in an abstract form.
It is made up of English-like phrases that carry out the necessary procedures. It has an algorithmic
defini on. It does not make use of any graphics.
The programme is expressed using words and phrases in pseudo code, however the program's syntax is
not rigorously adhered to.

Advantages of pseudo code

Any programming technique benefits from pseudocode's improved readability. One of the best methods
to start developing an algorithm is via pseudocode.

It acts as a connec on between the algorithm or flowchart and the so ware. A developer's programme
can be easily understood when pseudocode is printed out as informal documenta on. In industries, the
documenta on process is crucial. A pseudo-code is useful in this situa on.

The main goal of pseudo code is to simplify the code genera on process for the programmer by describing
what each line of a programme should do.

Main Constructs of Pseudo code

The ability to represent six programming structures (always wri en in uppercase) lies at the heart of
pseudocode: SEQUENCE, CASE, WHILE, REPEAT-UNTIL, FOR, and IF-THEN-ELSE. Keywords are another
name for these constructs. We can use them to describe the algorithm's control flow.

Ÿ SEQUENCE: Represents linear tasks sequen ally performed in a ‘one a er the other’ manner.

Ÿ WHILE: It is a loop with a condi on at its beginning.

Ÿ REPEAT-UNTIL: It is a loop with a condi on at the bo om.

Ÿ FOR: another loop with Ini alisa on, Condi on, and, Incrementa on at its beginning.

Ÿ IF-THEN-ELSE: is a condi onal statement that alters the algorithm's flow.

Ÿ CASE: is an IF-THEN-ELSE generaliza on form.
There are some different Pseudocodes Constructs like CALL, EXCEPTION, WHEN, etc., for Calling a
func on and Handling an excep on.

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Rules for Wri ng Pseudo codes

Ÿ We make Pseudocode more generally understandable by following a few simple rules.

Ÿ We should Always capitalize the first le er of each word in Pseudocode.

Ÿ Each line should only contain one statement.

Ÿ Use Indenta on to illustrate hierarchy, increase readability, and show nested structures. It also helps
in the comprehension of the decision-making and execu on mechanisms.

Ÿ Use any of the Finish keywords to end mul line sec ons (ENDIF, ENDWHILE, etc.).

Ÿ Maintain the independence of your statements in terms of programming languages.

Ÿ Keep it Finite, Short, simple, and easy to understand.

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UNIT 2.6: Tools and So ware for tes ng Entry Level Tasks

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the various so ware engineering approaches to develop applica ons.
2. Discuss the purpose of C++, Java, Smalltalk, and Visual Basic in yielding be er language standards.
3. Discuss how to store and retrieve informa on.
4. Build data base skills including DBMS, data design, and querying table structures for specific data.
5. Construct a documented resolu on of sta s cal analysis.
6. Execute the policies and compliance requirements that apply to IT service requests for so ware
coding.

2.6.1 So ware Engineering Approaches

1. Structured Approach: It involves step-by-step structured stages. It acknowledges the fact that
so ware development should occur in proper order.

2. Agile Approach: The emphasis is less on predefined structured processes and more on the team who
are developing the system.

Fig. 2.6.1. Agile development cycle Prototyping Approach

3. Prototyping Approach: This is a circular approach that leads to the interac on between so ware
developers and customers regarding the prototype they want as their final product.

4. End-User Approach: This approach is mainly focused to those applica on packages that users can
customise using automa c code genera ng devices or wizards.

5. Rapid Applica on Development Approach: It allows users to build usable systems within a short
period.

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Key Processes Used for Development Applica on So ware

Fig. 2.6.2. Different phases of a so ware development project

Planning It ensures that the project is flawless and its progress is posi ve.

Analysis This ensures that the so ware's performance is on point and notes are
made. If any addi ons are to be made on the so ware.
Design This step focuses on the architectural aspect on the grounds of which the
projects are built.
Development and So ware development begins with this step, and at the background, data
Implementa on recording goes on. A er the so ware development, it is implemented to
see if the so ware is func oning or not.
Tes ng This ensures that the so ware does not have any documents bugs or
errors.

Maintenance This ensures that the developed so ware has proper periodic maintenance
and upgrades.

Table 2.6.1. Different phases of a so ware development project

2.6.2 Programming Language Fundamentals

Regardless of the programming language one decide to learn, the essen al principles of programming
remain the same. These ideas include:
Ÿ Variable Declara on

Ÿ Basic Syntax

Ÿ Flow Control Structures (Condi onals and loops)

Ÿ Data Type and Structures

Ÿ Object-Oriented Programming

Ÿ Func onal Programming

Ÿ Debugging
Ÿ IDEs and Coding Environments

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Variable declara on

Variables serve as memory loca ons for data types and as containers for storing data values. Language-
specific declara ons or keywords are used to construct variables.

Alphanumeric variable names typically comprise the le ers a through z and the numbers 0 through 9.
They may also contain special characters like the dollar symbol or underscore.

Any data type that the programming language supports can have values stored in a variable. During the
course of the programme, this value could alter.

Basic syntax

One must master the basic syntax of the programming language you are studying. Every programming
language has its own syntax.

The principles that define a language's structure are referred to as its syntax. Without its syntax, a
programming language is nearly difficult to read or comprehend.

Let's define a variable called greet and give it the value "Hello World" as an example:

Ÿ C++

Ÿ JavaScript

Ÿ Java

Ÿ Python

#include <iostream>

using namespace std;

int main() {

// your code goes here

string greet;

greet = "Hello World";

cout << greet;

return 0;

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Data types and structures.

The classifica on of data is referred to as data kinds. The most typical data kinds are as follows:

String

The Boolean (true or false)

Numbers, which include floa ng-point numbers and integers (whole numbers star ng at 1) (decimal-
base)

Individuals (includes single alphabets or numbers)

Tables (a collec on of data, usually of the same data type)

A group of data values is referred to as a data structure. Opera ons that may be used on that data are
included in these structures. In computer programming, data structures are crucial for swi ly handling,
storing, and organising data.

Typical examples of data structures are:

Ÿ Stacks

Ÿ Heaps

Ÿ Trees

Ÿ Linked lists

Ÿ Queues

Ÿ Arrays

Ÿ Tables

Ÿ Graphs

Flow control structure

The core elements of computer programmes are flow control structures. They are instruc ons that let a
so ware "decide" whether to go in a certain path or not.

Sequen al, selec ve, and itera ve control structures are the three fundamental types.

Sequen al

Sequen al control flow is the most fundamental type of control flow. It entails the sequen al execu on of
code statements. A prac cal illustra on is following a recipe when cooking.

the choice (condi onals)

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The fundamental idea behind selec on flow control is that the computer determines what to do based on
whether the outcome of a test or condi on is true or false.

Itera on (Loops).

A loop is a programming construct that enables the repeated execu on of a statement or block of code
un l a specific condi on is no longer true (will return Boolean, true or false). It is among the most
essen al and potent programming ideas.

Func onal programming

Func ons are containers that accept various inputs and output results. A func on does not always have
to return a value. For the same set of inputs, pure func ons will always provide the same output.

Pure func ons are used in func onal programming, a simple technique for crea ng so ware. The
occurrence of data muta on or adverse consequences is prevented by this procedure.

Object-oriented programming (OOP) is a no on in computer science that is centred on "objects" and

“methods."

OOP is based on four principles:

Ÿ Inheritance

Ÿ Polymorphism

Ÿ Abstrac on

Ÿ Encapsula on

Ÿ Debugging

A vital ability is debugging. It entails finding and fixing any problems, flaws, or "loopholes" in one's code,
both current and poten al.

IDEs and Coding Environments

Integrated Development Environments, or IDEs, are so ware tools that programmers use to develop
code and arrange text sec ons. It contains extra capabili es like code comple on, code compila on,
debugging, syntax highligh ng, etc. that boost a programmer's efficiency and produc vity.

Common examples of IDEs include: Visual Studio code

Ÿ IntelliJ IDEA

Ÿ NetBeans

Ÿ Eclipse

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2.6.3 C++
A general-purpose programming language called C++ was developed to enhance the C language by
introducing an object-oriented paradigm. It is an impera ve compiled language.

Fig. 2.6.3. C++ Language Programming

Because C++ is a middle-level language, it has the benefit of enabling the development of both low-level
(drivers and kernels) and even higher-level programmes (games, GUI, desktop apps etc.). Both C and C++
have the same fundamental grammar and coding structure.
Some of the features & key-points to note about the programming language are as follows:

Ÿ It is simple in the sense that programmes may be divided into logical units and por ons, it has a
robust library support system, and it supports a wide range of data types.
Ÿ Machine Independent but Pla orm Dependent: C++ executables are machine independent but
not pla orm independent (apps generated for Linux won't execute on Windows).

Ÿ Mid-level language: This language is mid-level because it may be used to create both large-scale
user applica ons and systems programming (drivers, kernels, networking, etc). (Media Players,
Photoshop, Game Engines etc.)

Ÿ Rich library support: For quick and efficient development, has a rich library support that includes
both third-party libraries (like the Boost libraries) and standard built-in data structures, algorithms,
etc.
Ÿ Speed of execu on: C++ applica ons run extremely quickly. Given that it is a highly procedural
compiled language. The total speed of the program's execu on is slowed by newer languages'
addi onal built-in default features like garbage collec on and dynamic typing.
Ÿ Since C++ doesn't have any addi onal processing cost like this, it is extremely speedy. Direct
Memory-Access and pointers: C++ has pointer func onality that enables users to directly alter
storage addresses. Low-level programming is made easier by using this (where one might need to
have explicit control on the storage of variables).
Ÿ Object-Orientedness: One of the features that makes this language superior than C. The support for
object-oriented programming in C++ makes applica ons flexible and manageable. Large-scale
applica ons can be created, etc. As code size increases, procedural code becomes more challenging
to maintain.
Ÿ Compila on: The fact that C++ is a compiled language adds to its performance.

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Expression and Interac vity

The expressions and interac vity in C++ can be defined with the help of mul ple terms such as-

CIN Objec ve:

Ÿ The CIN is an object used to read data typed at the keyboard.

Ÿ It is useful when user has access to the program through command line and can specify his own
variable values.

Example

Int baskets;

Ÿ //will print to line the ques on string

Ÿ Cout << “ How many baskets do you have?”;

Ÿ //program pauses and waits for the input value of baskets

Ÿ Cin >> baskets;

Ÿ Cout << “ you entered:” << baskets

Ÿ << “you’ll need” << baskets << “ water bowls!”;

Ÿ // No ce that the semicolon need not be on every line but at the end of the statement

Mathema cal Expression

Ÿ C++ allows one to construct complex mathema cal expressions using mul ple operators and
grouping symbols

Ÿ Sum= 6+6;

The value 6+6 is assigned to the sum in this expression statement

Implicit Type Conversion

Ÿ The process of conversion of a value from one data type to another is called type conversion.

Ÿ In implicit type conversion, the compiler automa cally transforms one fundamental data type into
another.

Example

Suppose, there is a daily fluctua on in the price of petrol for a week such as Day 1= 88.15, Day 2= 88.16,
Day 3= 88.15, Day 4=88.16, Day 5= 88.15, Day 6= 88.14. Day 7= 88.15 Therefore, the price value can be
assigned to any day in the week as there is negligible difference between the decimal and frac onal parts
Int price= Day 4.

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Explicit Type Conversion

Ÿ Here the typecas ng is done in a defini ve way and not automa cally

Ÿ The developer uses a cas ng operator to direct the conversion

For example, double b=164.00125;

Ÿ int x;

Ÿ x= (int) b;

Thus, here the type conversion is done explicitly and the converted value is assigned to X;

Overflow and Underflow

Overflow in a condi on where the result of the opera ons performed with two numbers exceeds the
maximum value the data type can have

Example

If a is 100 (01100100) and b is 30 (00110010), a+b is 130 (10010110), which is more than the maximum
value of 127. Therefore, a+b will be read as -126 (-106=130-256). Therefore, it is an example of signed
overflow, where result is modulated by range.

Underflow refers to a condi on in computer program where the result of a calcula on is an absolute
value smaller than could be represented by the computer in memory.

Example:

If the exponent part represents values from -127 to 126, a value less than -127 can cause underflow.

2.6.4 DBMS
DBMS or Database Management System is a cloud tool (so ware) for arranging data in a database. It
stores and transforms informa on from data to make decisions. It has 3 elements:
Ÿ Database scheme

Ÿ Database engine

Ÿ Physical database

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Fig. 2.6.4. A representa on in the flowchart of the Database Management System

Data Design

This is the ini al ac vity to create an efficient program structure that is modular but not too complex to
follow. For an effec ve and efficient data design, there are certain principles that developers need to
follow:

Ÿ Abstract data types should act as suppor ng material for a programming language
Ÿ Useful data structures should be maintained alongside opera ons

Querying Table Structures for Specific Data

Par oned Tables

Ÿ Separates file groups (both similar and different)
Ÿ Conducts Data division horizontally to improve data retrieval performance

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Fig. 2.6.5. Par oned table

System Tables
Ÿ Stores SQL Server informa on within SQL Server Engine

Fig. 2.6.6. System Table

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Wide Table

Ÿ Useful for op mised storage for NULL values

Ÿ Uses Sparse Column

Fig. 2.6.7. Wide table

Data Processing vs. Data Management Systems

Although both Data Processing and Data Management Systems relate to opera ons that take raw data
and convert it into useable informa on, the phrases are used in quite different ways. Data processing is
the broad phrase for what massive mainframe computers did from the late 1940s to the early 1980s. It is
s ll done to varying degrees in the majority of large firms today. Large amounts of raw transac on data are
sent into systems that update a master file with paper-based fixed-format reports.

The name Data Management Systems refers to an extension of this idea, in which raw data, tradi onally
transferred manually from paper to punched cards and then onto data-entry terminals, is now delivered
into the system from a number of sources, including ATMs, EFT, and direct consumer entry over the
Internet. Database management systems have essen ally overtaken the master file idea, and sta c
repor ng has been replaced or supplemented by ad hoc repor ng and direct enquiry, including data
download by clients. The Internet's and personal computers' pervasiveness has been a driving force in the
evolu on of data processing to the broader global idea of data management systems.

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Advantages of DBMS

Usage of DBMS for managing data has many advantages:

Ÿ Data independence: Applica on programmes should be as free of data representa on and storage
details as feasible. To protect applica on code from such intricacies, the DBMS might give an abstract
representa on of the data.

Ÿ Efficient data access: DBMS stores and retrieves data using a range of sophis cated approaches. This
capability is especially useful if the data is kept on external storage devices.

Ÿ Data integrity and security: If data is constantly accessible via the DBMS, the DBMS can enforce data
integrity requirements. Before adding wage informa on for an employee, for example, the DBMS can
ensure that the department budget is not exceeded. Furthermore, the DBMS can impose access rules
that regulate which data is visible to various types of users.

Ÿ Data Administra on: When several users share the same data, centralising data administra on can
provide considerable benefits. Experienced specialists who understand the nature of the data being
managed and how different groups of users interact with it can be in charge of structuring the data
representa on to avoid redundancy and fine-tuning the data storage to make retrieval efficient.

Ÿ Cross recovery and concurrent access: A DBMS arranges concurrent data accesses in such a way that
users may imagine the data being accessed by just one user at a me. Furthermore, the DBMS shields
users from the consequences of system failures.

Disadvantages of DBMS

Ÿ Overkill Risk: A database system is frequently not recommended for ny and basic applica ons for
single users.

Ÿ Size: Due to the DBMS's complexity and range of capability, it is an extraordinarily big piece of
so ware, taking up several gigabytes of disc space and demanding significant amounts of RAM to
execute properly.

Ÿ Complexity: A database system adds new layers of complexity and needs. The supply and
administratoion of a database management system with mul ple users and databases is both
expensive and me-consuming.

Ÿ Qualified Personnel: The professional administratoion of a database system necessitates the use of
adequately trained personnel. Nothing will operate for long without a trained database
administrator. A database system is a mul -user so ware which is o en less efficient than specialised
so ware which is produced and op mised exactly for one problem.

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Ÿ Performance: A File Based system is o en built for a single purpose, such as invoicing. As a
consequence, overall performance is quite good. The DBMS, on the other hand, is built to be more
broad, to support several applica ons rather than just one. As a result, certain apps may not run as
quickly as they used to.

Ÿ Increased failure impact: The concentra on of resources makes the system more vulnerable. As all
users and applica ons depends on the DBMS's availability, the failure of any component can put
opera ons to a stands ll.

Ÿ Lower Efficiency: Because a database system is mul -purpose so ware, it is frequently less efficient
than specialised so ware that is designed and op mised specifically for one problem.

Ÿ Costs: When a database system is employed, addi onal expenses are paid for the system itself as well
as for addi onal hardware and the system's more complex opera on.

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Exercise
1. Explain importance of social media literacy.

2. Explain the problem solving and process approach.

3. Explain steps involved in algorithm development.

4. What is So ware Requirement Specifica on?

5. Name types of Analy cal Skills.

6. State advantages and disadvantages of DBMS.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch
?v=2Teo7K8NXJc
So ware Tes ng - IT Services Industry

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3. Manage Your Work
to Meet Requirements

Unit 3.1 - Importance of Following Work Instruction and

Complying with Company Policies
Unit 3.2 - Work Ethics to Follow in an Organization

SSC/ N9001
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Key Learning Outcomes

By the end of this module, par cipants will be able to:

1. Discuss the importance of following work instruc ons and complying with company policies.
2. Recognize proper work ethics to follow in an organiza on.

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UNIT 3.1: Importance of Following Work Instruc on and

Complying with Company Policies

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss and agree to work requirements with appropriate people.
2. Demonstrate how to obtain guidance from appropriate people, where necessary.
3. Iden fy the methods so that the work meets the agreed requirements.
4. Recognize how to use resources correctly and efficiently.

3.1.1 The Importance of Comple ng Work Accurately and

How to Do This
Relevant data is important in every professional field. Finishing tasks accurately and on me is essen al in
the workplace. When employees finish their work correctly, and within the s pulated me, they directly
influence the company’s growth, profit and efficiency.
Establish and agree on work requirements with appropriate people

For a Junior So ware Developer, it is crucial to meet the deadline. The various requirements to be met
are:

Ÿ Ac vi es (what is required to be done).

Ÿ Deliverables (output of work).
Ÿ Quan ty (the amount of work to be done).

Ÿ Standards (acceptable performance coupled with compliance and service level agreement).

Ÿ Timing (the s pulated me for comple on of task/s).

A Junior So ware Developer must obtain valuable informa on from:

Ÿ Subject Ma er Expert (SME): SME is the point of contact in case a Junior So ware Developer faces an
issue during opera ons
Ÿ Floor Manager: Manages a team and looks a er the opera ons as well as HR-related issues of the
employees under him/her. Associates get placed under a Floor Manager who, in most cases,
becomes their repor ng person.

Ÿ Process Manager: A Process Manager has more than one team under him/her supervision. The
profile is more like an Opera ons Manager who has the en re ops team to look a er. In an
organiza on, there might be five teams under separate Floor Managers. However, these five teams
will be looked a er by the Process Manager.

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Ÿ Floor Supports: Floor Supports are coordinators who mainly look a er the smooth coordina on
between various teams. For example, a Floor Support must coordinate with on-floor teams to get a
job done without hassle. Whereas SMEs are only the experts in the opera ons, Floor Support must be
well-versed with various processes, including the core opera ons.

Ÿ Team Lead (TL): Team Lead is appointed under each Floor Manager to look a er the opera ons. While
the Floor Manager must take care of every issue of the employees under him/her, Team Lead looks
a er the opera ons. Team Leads are o en empowered with authority to perform HR-related tasks,
such as leave approval, grievance handling, etc. However, in most organiza ons, TLs are placed under
the Floor Manager to help him/her look a er the team.

Ÿ Manager: A manager is one rank higher than the Process Manager. Under one Manager, mul ple
teams, such as Ops Team, Caller Team, Chat Team, and Email Team, are allo ed. The manager looks
a er all the aspects of an organiza on, including opera ons, HR and Sales.

Ÿ Immediate Seniors: Immediate Seniors are the seniors in the same team. A team is made of Junior
Associates and Senior Associates to maintain a balance. Senior Associates can be SMEs as well
(depending on the decision of an organiza on). It is advisable for Junior Associates to consult an SME
or a Senior Associate first to mi gate an issue.

It is important for a Junior So ware Developer to s ck to the Service Level Agreements (SLAs)

Ÿ Service level agreement is a crucial element of the service contract.

Ÿ SLA is the me considered to finish a job as per the contract. For instance, internet service providers
are likely to consider service level agreements where the me range of the net service will be
considered.

Ÿ SLA consists of two basic components: Mean Time To Recovery (MTTR) and Mean Time Between
Failures (MTBF).

Ÿ Simply, SLA is the nego ated agreement between par es where one group is the customers, and the
other is the service provider.

Fig 3.1.1 Team Mee ngs or Open Discussions Improve the Quality of Performance

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Obtain guidance from appropriate people, where necessary

The principal goal of the Junior So ware Developer is to learn from experienced seniors and other
employees. A Junior So ware Developer is aware of his/her job role. Taking help from seniors and
experienced professionals will only help increase the confidence of the Junior So ware Developer.
A Junior So ware Developer must keep these things in mind:

Dos and Don’ts while obtaining guidance from appropriate people:

Ÿ When you approach a person, ensure that the company protocol is followed. For example, if an
associate requires some assistance from someone of higher authority, he/she must know the right
person in the hierarchy to approach. Ini ally, a Junior So ware Developer should ask for guidance
from the immediate boss or the Team Lead. If the problem is not resolved, he/ she should seek help
from the manager or someone immediate in the hierarchy.
Ÿ Asking for assistance directly from someone at the top of the hierarchy without addressing the same
to the immediate boss is considered unprofessional too.

Ÿ Always carry pens and a notebook to document the main points and try to avoid forge ng things.
Approaching a person for the same issue is both annoying and redundant. The importance of keeping
Minutes of Mee ng must be considered. Minutes of Mee ng comprises the gist of the discussion. It
helps keep a wri en documentary of the discussion and may be used as a future point of reference.
Ÿ It is advisable to fix an appointment with the concerned person beforehand, if possible.

Ÿ Behave professionally while you are taking someone’s assistance. Do not interrupt with your
personal opinion. If you want further clarifica on, ask ques ons a er he/she finishes speaking. Raise
hands, and then ask the ques on for clarifica on.
Ÿ Always thank a person a er receiving assistance from them.

Receiving guidance is the first step toward con nuous learning. However, the emphasis is on the
applica on of the learning outcomes at work. A Junior So ware Developer must try to apply the guidance
to increase the quality of work. This helps one grow as a learner and boosts the confidence level.
Ensure work meets the agreed requirements
One must learn the importance of pre-planning and preparing an assignment so that it can be completed
in a very organized manner. The importance and benefits are:

Ÿ Planning helps in making speedy and right decisions by providing a person with adequate guidelines.
Ÿ Planning helps in preparing a person for unexpected situa ons and complex outcomes, thus helping
the person in control of the situa on in a be er way.

Ÿ Preparing and planning help in op mally dividing resources like finances, raw materials, me and
manpower.
Ÿ Preparing and planning help in defining, iden fying, and quan fying goals so that appropriate
methods can be adopted to finish the assignment on me and in an organized manner.

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Work Requirement How to Ensure that the Requirement is Met

Ac vi es • Ensure that you have a clear idea about the work requirements
• Seek guidance from colleagues/seniors concerned persons in case of
doubts
• Follow company policies and processes while planning ac vi es

Deliverables • Deliverables are considered the output of the work

• Plan in accordance with the meline given to you to complete the work
so that the deliverables are not hampered
• Always measure the required output and devise a process to achieve the
same

Quan ty • Quan ty is the amount of work that needs to be done to a ain the
deliverables
• Don’t let the quality be affected due to quan ty and vice versa
• The balance between quality and quan ty must be maintained

Standards • Understand the client requirements as per SLA

• Ensure that you know the acceptable standards of performance and
perform accordingly
• Keep the compliance-parameters in mind and do not violet the rules
while working on a project

Timing • Be aware of the deadline before star ng a work so that you can plan
your work accordingly
• Set small and achievable targets. For example, decide how much work
should be done on the first day and achieve it on that very day
• Do not compromise on the quality to meet the deadline. For this, you
need to plan things before and execute the same.

Methods Adopted to Gather Requirements and Analyze

1. While working as Junior So ware Developer or an entry level employee:
Ÿ Organize, plan and priori ze the work order and jobs received
Ÿ Conduct and organize technical assignments in op mal manner
Ÿ Plan to u lize me and equipment efficiently
Ÿ Concentrate on tasks and finish them within me limits
Ÿ Assist in record keeping and proper documenta on
Ÿ Work on the completed project based on the feedback received
Ÿ Ask for help from domain experts and seniors if issues arise during work
Ÿ Organize and plan own work in a way that all the tasks are completed on me and as per
specifica ons
Ÿ Organize work as per job specifica ons
Ÿ Organize and plan maintenance and cleaning ac vi es

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Requirements of Decision Making

Decisions at workplace must be taken swi ly, based on the best researches, prior experience and data
gathered from relevant field experiences. Such data provide ‘Evidence’ and help a person in making
suitable decisions.

The requirements of efficient decision making process are given below:

Ÿ One must have adequate yet controlled access to accurate and consistent data.

Ÿ One must s ck to appropriate processes in analyzing data. For example, data analysis based on the set
parameters of the organiza on. Ensure the reliability of the source of the data.

Ÿ One must take decisions swi ly, based on the analysis of collected data.

Ÿ Apart from analyzing the researched data, one must rely on prac cal experiences while taking
decisions.
The role and responsibili es of Junior So ware Developer include the following:
Ÿ Ability to troubleshoot everyday issues .

Ÿ Analyze cri cal points in daily tasks through observa on and experience and iden fy control
measures to solve the issue. For example, if you are working on a par cular domain on a regular basis,
know the weaknesses and strengths of the point. Thorough knowledge helps to solve issues quickly.

Ÿ Find smart ways to finish a job.

Ÿ Decide whether to accept or reject par cular process flow (technical aspects) based on quality
parameters. For example, if process A is fit to achieve a specific goal, it does not mean that process A
should be followed in every case. Consider varied processes to accomplish different goals.

Ÿ Take decisions of one’s own roles and responsibili es.

Steps involved in the Decision Making Process

The steps involved in the general decision making process are men oned in the diagram below:

2. Gather
1. Iden fy the goal, informa on from 4. Gauge all
3. Iden fy the
i.e . what needs to researches and field evidences against
alterna ves
be decided experiments each alterna ve
(evidences)

5.Select the most 6. Take suitable

7. Review the
appropriate ac ons to realize the
decision in terms of
alterna ve (with alterna ve and take
the results achieved
maximum benefit) decision

Fig. 3.1.2. Steps Involved in Decision Making

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Notes

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UNIT 3.2: Work Ethics to Follow in an Organiza on

Unit Objectives
By the end of this unit, participants will be able to:
1. Demonstrate how to keep your immediate work area clean and dy.
2. Explain the process of u lizing me effec vely.
3. Discuss the importance of trea ng confiden al informa on correctly.
4. Prac ce working in line with organiza on’s policies and procedures.
5. Recognize how to work within the limits of job role.

3.2.1 Appropriate Time scales for Comple ng Your Work

and the Implica ons of Not Mee ng These for You and the
Organiza on
U lize Time Effec vely

There is a common saying, “Time is Money”. Not only are there mul ple reasons why me management is
significant, but there are also numerous benefits of the same. Implemen ng good me management
skills allows one to complete more work in a shorter period of me, which leads to more free me,
reduced exposure to stress, and improved work quality. Each benefit of me management enhances
another aspect of your life and this goes on in a constant cycle.

Fig 3.2.1 Time is Money

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Here, we will discuss several ps for effec ve me management that may enhance your work and you as
an individual.
Ÿ Time is Limited: Everyone gets the same amount of me each day, and it’s limited, therefore it’s
impera ve to make the most of your me if you ever want to be efficient at the workplace.

Ÿ Be Decisive: There are many op ons in life to choose from. When you prac ce good me
management, you have more me to breathe; this allows you to control which choices are the best to
make. You’re more likely to jump to conclusions and not fully consider the different op ons when you
feel pressed for me and have to make a decision; this leads to poor decision making.
Ÿ Accomplish More in Lesser Time: You’re able to stay focused on the task at hand by taking control of
your me. This leads to higher efficiency because you never lose momentum. Imagine running a mile
where you stop every 5 seconds; this would cause you to become red very quickly and take much
longer to complete the run.
Ÿ Learn More in Shorter Period of Time: When you control your me and work more efficiently, you’re
able to learn more and enhance your experience faster. There is a reason some students graduate
before the others, so imagine applying me management throughout your en re career. You will not
only stand out from the rest, but you will gain experience much quicker and be able to move up in life
a lot sooner.

Ÿ Enjoy More Success: Time management is the key to success; it lets you to take control of your life
rather than follow the flow of others. You achieve more, you make be er decisions, and you work
more efficiently; this leads to a more successful life.

Ÿ Reduce Stress: One of the main causes of stress is that people get rushed. The phrase “I have so much
to do and so li le me to do it” is spoken with frustra on which leads to stress. With good me
management, you know how much me you have, how long it will take to get your tasks done, you
achieve more, and have more free me. This gives you more me to collect yourself, which reduces
the feeling of being rushed and which in turn leads to less frustra on and stress.
Ÿ Higher Quality of Work: We all need some free me to unwind and relax but, unfortunately, many of
us don’t get much free me since we’re too busy to keep up with our daily ac vi es and work load. By
applying me management skills, you can get more done in a shorter period of me leading to more
free me.
Ÿ More Discipline in Life: When you prac ce good me management in your life, you are less likely to
leave work for later. Time management leads to higher efficiency and leads to a disciplined life.

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The three most important tools for good me management are given below:

A endance

Discipline

Punctuality

Fig 3.2.2 The Pyramid of Effec ve Time Management

Tips to manage me effec vely:

Ÿ Adhering to one’s plan

Ÿ Keeping a daily To-Do list
Ÿ Dividing one’s me wisely
Ÿ S cking to and respec ng deadlines

Ÿ Not was ng me

3.2.2 Basic Work Ethics to be Followed in an Organiza on

Keep immediate work area clean and dy

Keeping one’s work area dy and clean carries the following benefits:

Ÿ Avoiding accidents at the work area and the corresponding injuries and damages

Ÿ Lessening an employee’s exposure to Occupa onal Hazards

Ÿ Permi ng easy flow of materials

Ÿ Enhancing produc vity at work

Ÿ Enhancing the employee’s control on the various tools and equipment

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The work area can be kept dy and clean in the following manner:
A. Keep work area in a dy and organized state
Ÿ Clear Clu er and Spills: Clearing clu er and spills helps prevent Slips, Trips and Falls.
Ÿ Control Dust and Debris: Get rid of the debris every day to avoid un dy worksta on.
Ÿ Store Tools and Equipment Appropriately in their Designated Storage Loca ons: CD/DVDs
should be kept in the correct place. Similarly, for any other device like pen drive, which is used daily
to test/ store works, the same step should be taken.
Ÿ Abide By a Wri en Set of Guidelines: Keeping one’s worksta on/desk clean, dy and organized,
one must follow the SOPs (Standard Opera ng Procedures).
Ÿ Store and Maintain Personal Protec ve Equipment (PPE) Appropriately: An -glare spectacles,
earmuffs are important for Junior So ware Developer. An -glare goggles help reduce the stress of
looking at the screen for a long me. Ear muffs negate the noise.
B. Keep work area safe
Ÿ Promo ng the prac ce of looking out for signs like “Wet Floor” or “Cleaning under Progress”
Ÿ Promo ng the prac ce of reading Direc ons of Use and MSDS sheet before using any chemical.
Ÿ Repor ng each incident of spill (oil, grease, chemical, etc.) to the housekeeping staff with
immediate effect.
Ÿ Avoiding Fire and Electrical Hazards.
Ÿ Avoiding storage of heavy objects at high and elevated areas.
Treat confiden al informa on correctly
As a Junior So ware Developer, one works in projects with confiden al informa on. Even in the SLAs,
upholding confiden ality is a major clause and the viola on of the same leads to termina on.
Every client wants to see that certain informa on is kept confiden al. Informa on leaks can cause a huge
loss and thus, Junior So ware Developer must be cau ous while working. To prevent informa on leaks
which may be implied as security breach, one must install an -spam, an -spyware and an -phishing
tools.
To understand how to treat confiden al informa on,
Ÿ Maintain that all the new employees accept and sign the Confiden ality Agreement
Ÿ Recognizing the relevant organiza onal confiden al informa on and details must be taken into
considera on. These may be in the form of:
o Verbally disclosed informa on
o Wri en informa on
o Slides and Handouts
o Visual informa on
o E-mail and file documents
o Carefully reviewing the NDAs from 3rd Par es

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Work in line with organiza on’s policies and procedures and Work within the limits of job role

Abiding by compliance is a must. Addi onally, the company or brand image also gets affected due to work
accuracy. A me culous work helps in the development of company image as well as the ethical views in
front of the professional community.

The new joinees will never understand the importance of submi ng precise work if they are unaware
what the expected benchmarks are. So, it is important that trainers of the par cular company lay down
the objec ves to the Junior So ware Developer. One of the best ways to do so is to take the help of
“SMART.”

Ÿ S – Specific

Ÿ M – Measurable

Ÿ A – Achievable

Ÿ R – Relevant

Ÿ T – Timely

o Slides and Handouts

o Visual informa on

o E-mail and file documents

o Carefully reviewing the NDAs from 3rd Par es

1. S - Specific: It stresses on specifying a specific goal rather than a general one. A specific goal will usually
answer the “Why”, “What”, “Who”, “Which” and “Where” ques ons. While carrying on with the daily
responsibili es, the A endant must take care and abide by these 5 ques ons, to remain clear about
his/her goals and if, they are aligned towards the interests of the organiza on. The operator should not
only work to achieve success for oneself, but also for the be erment of the organiza on as a whole.

2. M - Measurable: It stresses on measuring the progress towards the a ainment of goal. A measurable
goal usually answers the “How many?” and “How much?” ques ons. Whatever ac vi es the operator
should perform daily, his/her achievements must be expressed in volume, workload or quan ty. This
should be reported to the immediate supervisor or the Line Manager, who would be appraising the
A endant at the end of the year. A Daily Work Report (DWR) should be maintained and emailed to the
supervisor daily.

3. A - Accurate & A ainable: Achieving all predefined metrics and abiding by the Service Level
Agreements (SLAs). Every task should be error-free.

4. R - Relevant and Repor ng Real- me: All ac vi es and achievements, relevant to the job role, should
be reported to the Line Manager, as and when accomplished.

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5. T - Timely & Target-oriented: Ac vi es should be priori zed according to long term and short term
goals. Short term goals should be divided into small, achievable, measurable and me-bound steps.
This, in turn, would induce a sense of urgency, promptness and ownership towards one’s du es.

Fig 3.2.3 Implementa on of SMART Module Enhances Quality of Performance

Brainstorming

There are several ways that can improve the quality and effec veness of brainstorming. They are:

Ÿ Be a en ve to everyone’s ideas: People pay more a en on to their own ideas; however

brainstorming calls for equal exposure to the thoughts produced by others.

Ÿ Avoid face-to-face groups: Using face-to-face groups affects assessment apprehension, social
loafing, produc on blocking, and social matching.

Ÿ Include both individual and group approaches: The process that helps members mix their ideas into
the group is brain wri ng. Here, the members write their ideas on a piece of paper and then pass it
along to others who add their own ideas.

Ÿ Take breaks: Permit silence sessions during group discussions so that members have me to think
things through.

There is no fixed mescale for work comple on for any profession. The dura on to complete a project
depends en rely on the set rules of a company.

To ensure your work meets the agreed requirements, consider these points:
Ÿ Type of the project
Ÿ Time period allocated for research
Ÿ The me to acquire relevant data and gather resources
Ÿ Outlining the direc on and the flow of work
Ÿ Analyzing data for crea ng test cases/prototypes

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Implica ons of Brainstorming Sessions

Timescale and deadlines are en rely based on the complica ons in a project. Where efficiency of an
employee, technical aspects, and accuracy in work are constantly checked, submi ng the work to the
clients at the designated or promised deadline is also a must. The end date or the deadline of a project is
planned as per rough calcula ons.

In case the work or the project is not delivered on me, there are high chances of the company to bear the
brunt on the stricter side. Some of the implica ons of a missed deadline can be:

Ÿ Weaker commitment from burnt out employees

Ÿ High-stress level

Ÿ Low morale

Ÿ Huge penal es imposed by the client

Ÿ Loss of revenue for the company

Ÿ Loss of opportuni es and potent chances for business growth

Ÿ Nega ve effect on the brand reputa on of the company

The most common factor that leads to task inaccuracy at the workplace is a misunderstanding. During OJT
(On-the-Job-Training) in most companies, workers are le at the mercy of employees, who belong to
other departments or different projects. Now, as these employees are in charge of assis ng the new
trainees at work, they provide all necessary informa on to prepare them well for future endeavours.

It is important that the trainers should belong to the department where the employees are placed and
provide precise details. The same goes for the employees who need opening up to their trainers and
leaving behind the inhibi ons to finish their work with precision.

Summary

Ÿ Relevant data is important in every professional field.

Ÿ Implemen ng good me management skills allows one to complete more work in a shorter me,
which leads to more free me, reduced exposure to stress, and improved work quality.

Ÿ When you control your me and work more efficiently, you’re able to learn more and enhance your
experience faster.

Ÿ One of the main causes of stress is that people get rushed.

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Ac vi y
Ac vity 1: Interac ve Session

Ÿ The Trainer asks the Trainees the following ques on: “How to achieve SMART goals in an
organiza on.”

Ÿ The Trainees are expected to raise their hands to volunteer and speak.

Ÿ The language spoken during the session should be known by the majority of Trainees in the class.

Ÿ While the session goes on, the Trainer should jot down the crucial points on the Whiteboard with the
help of a marker.

Ÿ The best answer shall be appreciated by the Trainer in front of the whole class.

Ac vity 2: Prepare a List

Ÿ The Trainer divides the class into few teams, depending on the batch strength.

Ÿ Each team will have an even number of Trainees.

Ÿ The Trainer will instruct the Trainees that each of the teams must prepare a list of Resources that are
required for the job role of a Junior So ware Developer.

Ÿ A er the team of Trainees create the list, they will submit it to the Trainer.

Ÿ The Trainer will evaluate the 5 lists and select the best one.

Ÿ The Trainer will read out the appreciated list in front of the class.

Ÿ The most extensive and detailed list shall be appreciated with accolades.

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Exercise
A. State whether the following statements are CORRECT or INCORRECT:

1. A project or a task which is both important and urgent is basically deadline driven.

2. The end date or the deadline of a project is designed on the basis of certain rough calcula ons.

3. Proper engagement and open communica on amongst employees make the working process
in a company more effec ve.

4. Sharing of informa on or upda ng the sec on which you are working with your team members
will help them get a be er idea of your progress.

B. Answer the Following Ques ons:

1. How should one obtain guidance from seniors or supervisors?

2. What are the benefits of me management?

3. Write a short note on the “Triple Constraint Triangle”.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=b
kRvBNQzOmo
Work Ethics to follow in an organiza on

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 4. Work Effectively
with Colleagues
Unit 4.1 - Team Work and Communication
Unit 4.2 - Significance of Healthy Team Bonding in Ideal
Work Culture

SSC/N9002
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Analyze different types of breaches in health, safety, and security.
2. Explain the evacua on procedure.
3. Iden fy how to summon medical and emergency services.
4. Iden fy the method of health, safety and accident repor ng.
5. Iden fy the Government agencies in the area of safety, health and security and their norms and
services.

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UNIT 4.1: Team Work and Communica on

Unit Objectives
By the end of this unit, participants will be able to:
1. Explain the principles of clear communica on.
2. Outline the importance of being a good listener and adhering to the commitments.

4.1.1 Different Types of Informa on Required by Colleagues

In all companies, departments like opera ons, management, and recruitment play a great role. This may
be in rela on with finance, opera ons, marke ng or any other department. As there are different teams
present in an office, so are the types of informa on.

Communicate With Colleagues Clearly, Concisely and Accurately

Effec ve communica on allows us to comprehend the problems that our colleagues are facing, and
asking them to portray it clearly. To impart clear and precise informa on, we need to:

Ÿ Spread posi ve a tude

Ÿ Ensure proper understanding regarding strategy and goal accomplishment

Ÿ Ensure that everybody complies with the company’s regulatory bodies

Respect Colleagues through the Ac ons

Ÿ Assis ng, working and asking for help from colleagues to show trust and respect.

Ÿ Increasing the morale for an effec ve teamwork.

Ÿ Increasing open communica on between co-workers.

Ÿ Working with your colleagues to increase produc vity.

Seek guidance from appropriate people to agree the analysis to be performed on the data

Ÿ One’s supervisor is supposed to be one’s mentor at work.

Ÿ Ask ques ons to clarify doubts.

Ÿ Assistance and direc on must be sought from the supervisor whenever necessary.

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When necessary, inquire about and request clarifica on on work-related du es.

A Technical Support Execu ve, who has joined a new project, might face issues regarding technical
aspects and process. It is always preferable to ask inquiries to clarify doubts than to brood over them in
silence.

There are designated departments for each aspect of an organiza on. For example, HR, transports,
security, opera ons are departments that handle different issues. In case of any doubt regarding HR
policy, one must seek assistance from HR personnel. If an execu ve gets stuck with a technical query, he/
she must approach someone in opera ons.

Ÿ Ques on/s must be asked to clarify doubt and to narrow down communica on gaps with one’s
supervisor.

Ÿ Obtain and seek clarifica ons on policies and procedures, from the supervisor or other authorized
personnel.

Ÿ Report and iden fy any possible devia ons to appropriate authority.

Ÿ Any doubt/s can approach the supervisors or other authorized personnel, if the Technical Support
Execu ves has doubts about the organiza onal policies and SOPs.

Ÿ Precisely receive informa on and instruc ons from the supervisor related to one’s work.

Ÿ This must be done to get a proper idea about the responsibili es expected by one’s supervisor.

Ÿ Having a proper idea about one’s tasks helps in fulfilling targets successfully.

Ÿ Address the problems efficiently and report if required to immediate supervisor appropriately.

Ÿ Receive instruc ons clearly from superiors and react effec vely on the same.

4.1.2 Effec vely Communicate with Clients

Outsourcing plays instrumental role in genera ng revenue. Mul ple projects run at a me in a company
and each project might have different clients with different requirements and expecta ons. Therefore,
Client communica on is a vital thing to know for a Technical Support Execu ve.

Ÿ Communicate and politely, clearly, precisely

Ÿ Empower the client by pu ng adequate value to his / her views

Ÿ Recognize the client as a "Partner" and not just "customer”

Ÿ Stay honest in dealing with customer

Ÿ Maintain contact and inform the client of current and upcoming deals and offers.

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Ÿ Exceed client's expecta ons through impeccable deals and service

Ÿ Nego ate fairly, politely but firmly

Ÿ Know and learn about the client
Ÿ Resolve service issues and concerns promptly
Ÿ Empathize with the client and apologize, in case of grievance and complaint

Review the analysis results with appropriate people and implement modifica ons.
The job role of Technical Support Execu ve is dependent on the different technical aspects and the
technology changes quite rapidly. To keep up with the pace, execu ves must take vital updates from
concerned people. Seeking and following up for feedback is another way to increase the quality of work.

Good feedback help the organiza on increase the service provided. Moreover, implementa on of good
feedback earns the respect and trust of the clients.

It might happen that there are certain flaws and inaccuracies in the work done that need to be taken care
of. Project Manager, Quality Assessor and immediate supervisor like the Team Lead are the most
appropriate persons to review the performance.
A performance report is generated on a weekly or monthly basis. The parameters vary from company to
company on which execu ves are evaluated. The report is then shared with the execu ves.

As a Technical Support Execu ve, one should accept the feedback in a posi ve way and work on the areas
of weakness. The main reasons behind review results are men oned below:
Ÿ Introducing the Technical Support Execu ve to the process flow so that he/ she gets familiar with the
common or organiza onal prac ces.
Ÿ Marking the probable areas of weaknesses. However, the execu ves should view it as a “scope of
improvement” on which he/ she must work on to develop into a stronger professional.

The parameters of review are:

Ÿ Grooming (Verbal and Non-verbal)

Ÿ Discipline and Integrity

Ÿ Time Management

Ÿ Team Work (how the execu ve is as a team player)

Ÿ A endance and Absenteeism

Each company maintains a specific mode of evalua ng performances of the employees. SMART (Star,
Medium, Average, etc.) is used for performance reviews. Star performers are recognized and the persons
who lag behind are equipped with facili es to enhance their performance. The employee should
comprehend the process and requirement of the company and then groom himself/ herself accordingly.
In some cases, SMEs or Subject Ma er Experts are appointed to evaluate the performance of the
employees.

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Notes

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UNIT 4.2: Significance of Healthy Team Bonding in Ideal Work Culture

Unit Objectives
By the end of this unit, participants will be able to:
1. Iden fy challenges and pain points related to work distribu on while working in a team.
2. Explain the importance of distribu ng and sharing workloads.
3. Demonstrate how to carry out commitments they have made to colleagues.
4. Iden fy any issues they have working with coworkers and take the ini a ve to address these issues.
5. Discuss the importance of following the organiza on’s policies and procedures for working with
colleagues.

4.2.1 Understanding a Colleague's Problems and Providing

Support
Inform Colleagues in Advance

Certain things, at mes, lead to me constraints. For example, owing to the work pressure, one might
need to stretch work hours. It not only becomes your responsibility but a humane approach to assist your
colleagues when they are stuck at any project.

When you comprehend the perspec ve of your colleagues, you create good communica on and mutual
bonding between yourself and your colleagues.

It isn’t essen al that you can do every task that is given to you. There may be mes when you will be
shi ed to another project based on priority. In such cases, it is be er to let your colleagues know what is
happening. This lets your colleagues to find an appropriate replacement that can carry on with the work
you are ini ally supposed to do.

Time Management is about managing your me. It is about making a commitment to be more organized,
uphold your focus and use your me to your advantage.

Iden fy concerns with coworkers and fix them

A Problem can be defined as a difficult or unexpected situa on, regarded as unwelcome and needing to be
dealt with and overcome. Problems can take the form of intricate puzzles and riddles.

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• Iden fy the problem

1
• Understand everyone's interests
2
• List the possible solu ons (op ons)
3
• Evaluate the op ons
4
• Select an op on or op ons
5
• Document the plan
6
• Monitor and evaluate
7

Fig. 4.2.1. Stages of Problem Iden fica on and Solving

Solving Problems while ensuring health and safety at workplace

Ÿ Analyzing the situa on and taking suitable ac ons while dealing with team members

Ÿ Analyzing, assessing and deploying the informa on gathered from observa on, experience,
reasoning, or communica on to act efficiently

Ÿ Iden fying flaws in so ware, tools and equipment and ways to resolve them on me

Ÿ Ensuring mely correc on of errors for reducing rework

Follow the organiza on's guidelines for collabora ng with coworkers.

A Technical Support Execu ve must connect and coordinate not only with clients, but with seniors and
supervisors in the organiza on as well. The elements of communica ng effec vely with clients, peers /
colleagues and supervisors are given below:

Communicate
Effec vely Listen to your
effec vely with
communicate with audience reframe
team members,
team members and communica on if
supervisors,
customers needed
managers etc.

Manage Deliver the message

Expecta ons clearly

Write and Speak

Watch your tone
Persuasively

Fig. 4.2.2. Essen al Steps of Effec ve Communica on

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A. Cooperate and coordinate with coworkers to accomplish work objec ves

Ÿ Listen ac vely with minimal barriers

Ÿ Build trust, but do not get too casual

Ÿ Par cipate and coordinate

Ÿ Watch your body language

Ÿ Share best prac ces with peers

Ÿ Be aware of your tone

Ÿ Ask ques ons to clarify
Ÿ Discuss task lists, schedules and ac vi es

B. Effec vely Communicate with Supervisors

Building rapport,
The tone of the
based on mutual
communica on
trust and respect

Thinking before you Amicable but professional

speak approach

Knowing
what you
speak

Fig 4.2.3. Essen al Quali es for a Good Communica on

According to the dic onary, a grievance is "a complaint or a strong feeling that one has been treated
unfairly."

A. Follow the escala on matrix in the event of any complaint

Ÿ Before complaining about and expressing grievance, be very clear of the objec ves, i.e. why do you
need to complain and what do you want to accomplish in the long run
Ÿ Adhere to the Escala on Matrix for Internal Grievance Resolu on

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Ÿ Write an email to the designated official at each level of the matrix, according to the guidelines and
formats provided.

Ÿ Follow up with the concerned official, if the grievance or complaint is not addressed within the
standard TAT at that escala on level.

Ÿ Document all records of emails and phone calls un l the issue is duly addressed and closed.

Ÿ If the concerned official, at a certain level, does not address the grievance within the TAT, escalate
and carry forward the issue to the next level.

Ÿ Repeat process from 2-6.

Ÿ On resolu on of the grievance, phone or email the concerned authority to thank them.

B. Addressing Worker’s Grievance

Ÿ Hold an official yet private mee ng with the worker.

Ÿ Acknowledge the grievance and empathize.

Ÿ Sustain confiden ality of the en re ma er.

Ÿ Invite witnesses, if deemed absolute essen al.

Ÿ Depending on the intricacy of the grievance, con nue with further inves ga on.

Ÿ Obtain informa on to support your decision.

Ÿ Take the final decision.

Ÿ Escalate the ma er to the immediately next level, if the worker is not sa sfied with the decision
taken.

C. Addressing Client’s Grievance

Ÿ Do not contradict with or avoid the client from talking.

Ÿ Listen ac vely and pa ently.

Ÿ Apologize and empathize with the client.

Ÿ Listen to the grievance / complaint with an open mind.

Ÿ Promise that you will get back to him / her with a permanent solu on without delay.

Ÿ Keep your promise and respond to the client with a solu on within the standard TAT.

Ÿ If you cannot address the issue on your own, escalate it to the next level.

Ÿ Follow up with the concerned officials ll the grievance is addressed and the issue resolved.

Ÿ Let the client know over email or phone that his / her grievance has been taken care of.

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Summary

Ÿ In all companies, departments like opera ons, management, and recruitment play a great role.

Ÿ One’s supervisor is supposed to be one’s mentor at work.

Ÿ Certain things, at mes, lead to me constraints.

Ÿ A Technical Support Execu ve must connect and coordinate not only with clients, but with seniors
and supervisors in the organiza on as well.

Ac vi y
Ac vity 1: Con-Vid Session
Ÿ In this session, the Trainer will play 2 videos.
Ÿ The first video will be about 10 ways to build good rela onships with your co-workers.
Ÿ The YouTube link for the video is: h ps://www.youtube.com/watch?v=VLRMnPRJK6c
Ÿ The other video will be about how to communicate with your co-workers.
Ÿ The YouTube link for the video is: h ps://www.youtube.com/watch?v=B6h9QMBC9cw
Ÿ The students will watch the video a en vely with pin-drop silence.
Ÿ They must note down crucial and relevant points from the video.
Ÿ Students will maintain decorum in the class and will not talk, whisper or discuss in the class.
Ÿ In case of queries or doubts, students will write those down in their notebooks.
Ÿ A er watching the videos, the students can ask ques ons to clarify doubts.
Ÿ The students will raise their hands before asking ques ons.
Ÿ The Doubt Clarifica on session will be in the form of a discussion round, where the answers can be
given by either the Trainer or any of the students knowing the answer.

Ac vity 2: Role Play Session

Ÿ In this ac vity, the Trainer will divide the class few groups, depending on the batch strength.
Ÿ The first group will enact and showcase the incorrect method of communica ng with colleagues.
Ÿ The second group will enact and showcase the correct method of communica ng with colleagues.
Ÿ The third group will enact and showcase different methods of building a good work rela onship with
colleagues.
Ÿ The group portraying the given role in the best way will be declared the winner and will be
appreciated in the class.

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Exercise
A. Fill in the Blanks

1. ______________ Communica on allows us to understand the problems that our colleagues

are facing.

2. In case of IT companies, _____________ plays instrumental role in genera ng revenue.

3. Seeking and following up for ___________ is another way to improve the quality of work.

4. A Problem can be defined as a difficult or ______________ situa on.

5. The employees can share the informa on through secure _________________.

B. Answer the Following Ques ons

1. Why is it important to know the process of communica on with clients?

2. How can a Technical Support Execu ve improve his/ her performance based on review?

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=nYp
MBBnB354
Significance of Healthy Team Bonding in
Ideal Work Culture

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5. Maintain a Healthy,
Safe and Secure Working
Environment
Unit 5.1 - Different Types of Breaches in Health, Safety and
Security and How and When to Report These
Unit 5.2 - Evacuation Procedures for Workers and Visitors
Unit 5.3 - Summon Medical Assistance and the Emergency
Services, Where Necessary
Unit 5.4 - Health, Safety, and Accident Reporting Procedures
and the Importance of These
Unit 5.5 - Government Agencies in the area of Safety, Health
and Security and their Norms and Services

SSC/ N9003
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Analyze different types of breaches in health, safety, and security.
2. Explain the evacua on procedure.
3. Iden fy how to summon medical and emergency services.
4. Iden fy the method of health, safety and accident repor ng.
5. Iden fy the Government agencies in the area of safety, health and security and their norms and
services.

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UNIT 5.1: Different Types of Breaches in Health, Safety and

Security and How and When to Report These

Unit Objectives
By the end of this unit, participants will be able to:
1. Analyze different types of breaches in health, safety, and security.

5.1.1 Breaches in Health, Safety and Security and Accident Report

Some important points in the opera ons related to repor ng and response related to safety breach are:

Ÿ Safety breaches in the designated premises are “Incidents” that need to be reported and duly
responded to.

Ÿ Repor ng a safety breach is done by providing an Incident Report.

Ÿ An Incident Report must comprise the following aspects:

o The person/s involved (details of the offender/s)

o What exactly happened

o Number of casual es

o Where it happened (loca on of the incident)

o When did it happen (Exact me, when the incident took place)

o Why it happened (factors that caused the incident; the holes and gaps in the exis ng security
system)

o Descrip on, features, peculiar features and condi on of the affected people, vehicles,
proper es, and goods

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The common format of the Incident Report is given below:

Fig 5.1.1. Sample Incident Report Form

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Notes

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UNIT 5.2: Evacua on Procedures for Workers and Visitors

Unit Objectives
By the end of this unit, participants will be able to:
1. Demonstrate the process of evacua on.

5.2.1 Fire Safety

Perform Fire Evacua on Steps

The full form of EHS is Environmental Health and Safety. It is a discipline that studies and deploys the
prac cal aspects of environmental protec on and safety at work. Simply, it is what organiza ons and
workshops must do to ensure that their ac ons do not cause harm to anyone.

The EHS commands that there must be specific escape routes or safety evacua on points. This includes
thorough plans or blueprint of the building which is understandable to anyone.

Each floor of the workshop or building must have the Safety Evacua on Map. These are mainly applicable
for cases of Fire outbreaks or natural calami es like Earthquake, Flood, etc.

The sequence of an Evacua on situa on is given below:

1. Detec on

2. Decision

3. Alarm

4. Reac on

5. The movement to an area of refuge or an Assembly sta on

6. Transporta on

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Fig.5.2.1 Fire Escape Plan

Carry out Evacua on of Casualty and Premises Tasks

Briefing and Guidance for Fire Fighters

There are basically three methods with the help of which people can be rescued from a building engulfed
in fire. To ensure on-site recep on, here are two of the important steps that must be taken into
considera on. These come under the best safe carrying and li ing prac ces.

Conven onal Technique

Ÿ This is a good method if there is an open area nearby.

Ÿ The first rescuers will make the vic m sit reach under their armpits and grab their wrist.

Ÿ The other rescuer will cross the ankle (vic m) and pull up that person’s legs on his shoulder.

Ÿ Finally, on the count of 3, both will li the person up and move out.

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What to do during Bomb Threat?

Ÿ Don’t be panic-stricken and try to keep your calm.

Ÿ Open the emergency exit gate so as to propagate the evacua on process.

Ÿ Think ahead and consider places where a bomb can be planted.

Ÿ Don’t assemble in the common assembly area because terrorists want to kill as many people as
possible. The common assembly area is the place where the evacuees assemble and therefore the
possibility of killing a maximum number of people is in the common assembly area. Do not consider
the common assembly area during the evacua on at the me of bomb threat. Always assemble at a
place which is not premeditated.

Ÿ Inform the local police immediately.

Ÿ Evacuate immediately a er receiving a bomb threat and don’t wait un l something is found a er
inves ga on.

Ÿ Document everything and submit the documenta on to the concerned authority.

Ÿ If anything suspicious comes into sight, barricade it with red ribbon maintaining a diameter of 100
meters. Ensure that no one comes within the boundary. Bring sandbags and put them around the
barricade to minimize the effect of the blast.

Ÿ Don’t try to touch any suspicious object and wait for the police to arrive at the spot to diffuse it.

Fig.5.2.2 Proper Evacua on Procedures During Bomb Threat

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For Fire Outbreak:

The emergency and evacua on procedures are given below:
Ÿ A clear passageway must be present to all escape routes.
Ÿ Signage like escape routes should be clearly marked.
Ÿ Don’t use the Elevator during a fire.
Ÿ All people at the workplace must be given brief instruc ons about the posi ons of the escape routes.
Ÿ Enough exits and routes must be there for all people to escape.
Ÿ Emergency ligh ng (Infrared lights for night and blurred vision) must be present.
Ÿ Emergency doors, that open easily, must be present.
Ÿ Brief instruc ons must also be given regarding the availability and use of fire ex nguishers.
Ÿ The workplace must have a safe mee ng point or assembly area for the staff.
Correctly demonstrate rescue techniques applied during fire hazard:
1. Responding to Fire
Ÿ The Fire Alarm System must be ini ated and an alert must be raised.
Ÿ The appropriate class of Fire Ex nguisher must be chosen.
Ÿ A safe evacua on path must be iden fied before dealing with the fire.
Ÿ Immediate evacua on must be ini ated if the ex nguisher is exhausted and the fire s ll exists.
Ÿ Call the workplace security or the local emergency services.
Ÿ Summon the fire-figh ng services at the earliest.
Ÿ Look out for the nearest emergency exit routes and call out for people, who you can take along with
you.
Ÿ Always use a staircase and not the elevator.
Ÿ While opening a door, first touch the door with the back side of your palm.
Ÿ The P.A.S.S technique must be adopted for ex nguishing the fire.
Ÿ Always move downstairs and avoid returning to the burning premises, ll the fire-fighters arrive.
Ÿ As you move out of the building, gather people, whoever you come across.
Ÿ Stay as far as possible from smoke, because smoke may comprise toxic gases.
Ÿ Cover your mouth and nose with a damp cloth to protect yourself. If possible, help your colleagues
(those who are with you) to repeat the same.
Ÿ Keep doors open, a er you open them.
Ÿ Start moving out of the building and ask your colleagues to do so.
Ÿ Do not rush.

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2. Ini ate Evacua on

Ÿ Stop your work and move out safely and without spreading panic.
Ÿ Carry only the most important items like cell phone.
Ÿ Await instruc ons from the Safety Commi ee.
Ÿ Leave the workplace from the nearest door bearing an “Exit” sign.
Ÿ Report to the designated Assembly Area.
Ÿ Incorporate first aid treatment to anyone in need.
For Natural Calami es / Disasters:
2. Flood and Storms
The emergency and evacua on procedures are:
Ÿ Move to the high grounds and help others move before the flood strikes
Ÿ Stay alert, avoid panicking and monitor the surroundings with eyes and ears open
Ÿ Accumulate disaster supplies like:
o Canned, dry, ready-to-eat and packaged food, which do not require refrigera on or cooking
o Liquid cash
o Drinking water in clean containers
o First Aid Kit
o Adequate ba eries
o Flashlights
o Essen al clothing
Ÿ Instruct people around you not to drive.
Ÿ Shut off the Mains Supply (electricity) at the circuit breakers.
Ÿ Do not walk or swim through the flooded water.
Ÿ Stay alert for evacua on calls and help people iden fy alternate routes of ge ng there.
3. Earthquake
The emergency and evacua on procedures are given below:
Ÿ Inform others in the area by raising an alarm if they have not heard it while you are evacua ng
yourself.
Ÿ Quickly shutdown any hazardous opera ons or processes .
Ÿ Exit the room.
Ÿ Take jackets or other relevant clothing material needed for protec on from the weather.
Ÿ If possible, close windows and doors as you leave, but avoid locking the doors and emergency exit
routes.
Ÿ Exit the building and walk to the nearest safe exit route.
Ÿ Do not run.
Ÿ Do not use elevators.

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For Accidents:

The emergency and evacua on procedures are:

Ÿ Summon emergency medical help by ringing the Safety Commi ee officials or the toll-free number.

Ÿ One must inform the immediate supervisor about an injury or illness.

Ÿ Check and examine the site, to gather as much informa on as possible, so that the same can be
provided to the emergency team, once it arrives.

Ÿ One must extend help and assistance to others.

Ÿ If possible, workers may treat themselves to first aid or ask colleagues to do so.

The general steps involved in carrying out an evacua on are:

Ÿ Stop your work and move out without spreading panic.

Ÿ Gather and carry only the most important items like cell phone.

Ÿ Report to the designated Assembly Area.

Ÿ Leave the workplace through the nearest door bearing an “Exit” sign.

Ÿ Await instruc ons from the Safety Commi ee.

Ÿ Incorporate first aid treatment to anyone in need.

Evacua on and emergency procedures for the especially abled:

Ÿ With Impaired Hearing

o Turn lights on/off to gain the person’s a en on, or specify direc ons with gestures, or write a
note with evacua on direc ons.

Ÿ The Visually Impaired

o Announce the type of emergency.

o Offer your arm for help.

Ÿ People with Prosthe c Limbs, Crutches, Canes, Walkers, etc.

o Evacuate these individuals along a route specially designated as injured persons.

o Accompany and assist to evacua on site if possible.

o No fy emergency crew of their loca on.

o Use a sturdy chair, or a wheeled one, to move the person to an enclosed stairwell.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?v=
x_IAR8GXf_k
Evacua on Procedures for Workers and visitors

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UNIT 5.3: Summon Medical Assistance and the Emergency

Services, Where Necessary

Unit Objectives
By the end of this unit, participants will be able to:
1. Iden fy how to summon medical services and emergency services.

5.3.1 Respond to Emergency Situa on

How to Respond to an Emergency Situa on
An Emergency can be defined as “a serious, unexpected, and o en dangerous situa on requiring
immediate ac on.” Responding to an Emergency situa on while working at the site involves the given
steps:
Undertake first aid ac vi es in case of any accident, if required and asked to do so.
Ÿ First Aid is an emergency care or treatment given to an ill or injured person before regular medical aid
can be acquired.
Ÿ Before administering First Aid to a vic m, one must check the category and degree of emergency and
then apply the techniques accordingly.
Ÿ Stop and take a look at the scene, and the person before reac ng.
Ÿ Ask yourself the following ques ons:
o What is the casualty?
o What happened exactly?
o What is the category and nature of the emergency?
o Is the accident dangerous for the vic m?
o Is anyone else available at the place to assist?
Ÿ Do the following if the vic m is conscious and injury is not dangerous:
o Ask for the vic m’s consent before providing first aid.
o Use appropriate PPE, if possible.
o Interview the vic m to ask basic medical ques ons, so that accurate informa on may be provided
to the Emergency Medical Team, once it arrives.
o Conduct a thorough check for unno ced injuries.
o Ensure appropriate care and technique.
Ÿ If the vic m is unconscious, try reviving the person by addressing him / her, rubbing shoulders, hands
or the sole of feet.
Ÿ Use the AED and use it, along with Ar ficial Respira on.

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Report hazards that you are not competent enough to deal with to the relevant person in line with the
organiza onal procedures and alarm others who may get affected.

Ÿ As an important part of the emergency management procedure, any workplace must designate a
Safety Commi ee, which comprises liable and senior people from all departments and teams.

Ÿ This commi ee would act as the legisla ve body, the authority and the first point of contact for
repor ng any hazard, poten al risks / threats and emergency situa ons in the workplace.

Ÿ This commi ee would also be liable to conduct training sessions, safety audits, and drills, to help all
employees prepare themselves for emergency and unprecedented situa ons.

Ÿ The list of the commi ee members, their designa ons and job tles, as well as contact numbers,
must be listed and circulated among the employees.

Ÿ The Safety Commi ee must comprise important members from the following departments:

o Supervisor/Manager/Team Lead from each project

o Security Services

o Building Opera ons and Maintenance team

o Counselling and Psychological Services team

o Emergency Medical Services

o Recep on/Front Desk

Ÿ This list must be put up for easy display at popular parts of the workplace, in the form of an Emergency
Escala on Matrix and must be updated daily.

Ÿ Furthermore, this list must be mandatorily included in every First Aid kit in the workplace premises,
so that a person trea ng a vic m with first aid techniques may call for addi onal help and report the
accident.

Prac ce no Loss for Company Due to Safety Negligence

Safety negligence at the workplace or even at home can prove to be lethal to the individual. So to ensure
that there no chances of safety carelessness, companies should follow these aspects:

Ÿ The companies should ensure that the wiring in the workplace is insulated.

Ÿ No malfunc oned machinery should be kept with the new or spare ones.

Ÿ No sharp objects or equipment are kept on the walkway.

Ÿ First aid kit should be kept either at the recep on or in a separate medical supply area.

Ÿ There are no open or damaged sockets.

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Prac ce regular safety drills for being prepared in the event of a fire or natural calamity

Ÿ The first step in this process is to raise the alarm as all companies and workshops do have push-glass
fire alarm system. Breaking the glass and pushing the alarm bu on should be the first step to let the
people know that the building is on fire.

Ÿ On hearing the emergency evacua on alarm, the foremost thing that a person must do is cease and
wind up all ac vi es and look for an exit path.

Ÿ The next should be to find out the place where the fire started.

Ÿ It should be followed by tackling the fire with an appropriate fire ex nguisher.

Ÿ Meanwhile, a person from that workshop or building should call for emergency help services like
ambulance and fire brigade officers.

Ÿ People should take the stairs to get out of the office building instead of using the li .

Ÿ Every company should keep folding wheelchairs so that company employee or even visitors can
transport individuals with severe mobility impairments or health.

Ÿ It is important that all individuals emptying the building should be calm and composed.

The method of using a fire ex nguisher is to follow the method: P.A.S.S.

PASS is the acronym for:

Ÿ Pin (P)

Ÿ Aim (A)

Ÿ Squeeze (S)

Ÿ Sweep (S)

1. To use an ex nguisher in a proper way, the first step is to pull the handle’s pin

2. The next step is to aim the ex nguisher’s nozzle. The direc on should be toward the fire’s base.
This is because the sprayed foam at the top will diminish or ex nguish only the fire at the top. This
will not serve the purpose for which the ex nguisher is used and the burned down flame may
spring up to life if it gets enough oxygen or any combus ble material.

3. Then in an extremely controlled manner, you need to release the agent. This is done by squeezing
the trigger.

4. You already know that you should direct the nozzle at the fire’s base. You must sweep the
ex nguisher’s nozzle from le to right. Con nue with this process un l you put out the fire as you
need to act fast as most ex nguishers’ discharge me is nearly 10-20 seconds.

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•Pull up the pin to •Aim the nozzle low in

break the seal the fire base

PULL AIM

SQUEEZE SWEEP

•Squeeze handle to •Sweep sideways

release ex nguishing from the base ll the
agent fire is out

Fig. 5.3.1 P.A.S.S Technique for Fire Figh ng

Par cipate in Emergency Procedures

Ÿ Raising Alarm: Fire Alarms may either have a “Break Glass” or a “Pull / Push” mechanism. In case of
the break glass system, the glass sheet must be forcefully hit with a clenched fist. One must con nue
repea ng the process un l the glass breaks. In case of the “Pull / Push” systems, one must break the
glass first and then either pull down or push up the lever to raise the alarm.

Ÿ Correct Assembly Point: Proper instruc ons must be given to the workers about the site of and the
direc ons to the correct assembly point in the workplace. Informa on about this must be given
during mock evacua on drills and training sessions as well.

Ÿ Safe and efficient evacua on: Suitable evacua on procedures must be adopted for the common
public and for especially abled persons. Specially-abled persons must be helped to evacuate the place
by giving them access to Wheelchairs and other aids.

Ÿ Roll call: Once everybody has evacuated the building / workshop and arrived at the Assembly Point,
Roll call or Head Count must be done to ensure that nobody is le behind in the affected area. This
must be done mandatorily to ensure that everybody on the premises is safe.

Ÿ Correct return to work: Evacua on must be conducted in a very streamlined, organized, and
noiseless manner. Likewise, everybody, who had evacuated the workplace, must return to his / her
respec ve loca ons / posi ons / seats, following normal or emergency routes, depending on
whether the situa on has been re-established to normal or not. Once everybody is back in place,
another Roll call is taken.

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Demonstrate How to Free a Person from Electrocu on

Electrocu on is injury or death caused due to electric shock. The following steps must be adopted while
freeing a vic m from electrocu on:

Ÿ Approach

o The first step is to approach the spot to find out if you run the risk of electrocu on as well.

o Call for help from a colleague, who is trained in trea ng electrocu on vic ms.

o Inspect the accident scene to ensure if the source of electrocu on is s ll ac ve.

o Inspect if the vic m is s ll in contact with the source of shock.

Fig. 5.3.2 Approach the Vic m and Inspect the Accident from a Safe Distance

o Detach the main power supply of the area.

o Dodge any electrical conductors in the surroundings.

o Touch the vic m only if all power sources have been deac vated.

Fig. 5.3.3 Disconnect the Source of Power

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o In case it is impossible to deac vate the power supply, the vic m must be removed from the
loca on of the live power source.

o This should be done by wearing appropriate PPE.

Fig. 5.3.4 Use Insulators to Approach the Vic m of Electrocu on

o The vic m must not be removed in case of neck or spine injury.

o The area must not be crowded so as to allow sufficient breathing air.

o The vic m’s pulses and breathing rate must be checked.

o CPR may be provided if required.

Fig. 5.3.5 Perform CPR if Required

o Never touch the vic m or the surroundings without detaching the main power supply.

o Wear appropriate insula ng gloves and shoes in order to protect yourself from electric shocks.

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Notes

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UNIT 5.4: Health, Safety, and Accident Repor ng Procedures and

the Importance of These

Unit Objectives
By the end of this unit, participants will be able to:
1. Discuss the method of health, safety and accident repor ng, and the evacua on process.

5.4.1 Emergency Procedure and Repor ng Accident

Follow the organiza on’s emergency procedures quickly, efficiently and calmly
Evalua ng the Emergency
Ÿ One must ra onally and cri cally think and assess the severity of the emergency and determine,
what requires to be done on an immediate basis.
Ÿ One must remain calm and composed during an emergency situa on since stress during an
emergency complicates things and may confuse a person.
Ÿ The emergency dispatcher aims at providing instant and appropriate help based on the nature and
degree of emergency.
Ÿ One must look for addi onal help by calling up the emergency toll-free number, which would help
the caller reach an official or ‘dispatcher’.
Ÿ One must help the dispatcher by answering his / her ques ons and providing the dispatcher with the
precise loca on and nature of the emergency.
Ÿ It is suggested that one should call from a GPS equipped phone so that the dispatcher is able to track
the loca on, even if the caller is unable to speak.
Ÿ One must be aware of the nature of the emergency, i.e. whether it is a medical, mental health or
behavioral emergency.
Ÿ One must evaluate the immediate threats, for example, in case a person is severely injured from a
running machine, the machine must be turned off instantly to prevent others from ge ng hurt as
well.
Handling the Emergency
Ÿ Extremely high casual es must be informed to the Occupa onal Health and Safety Commi ee
(OHSC).
Ÿ One must move farther from the emergency spot and help others follow the same.
Ÿ Secondary Hazards must be removed or mi gated, at least. For example, a car accident comprises
the risk of a violent explosion and fire outbreak resul ng from spilled fuel.
Ÿ One must not feel guilty if nothing can be done to help the others.

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Ÿ In case nothing can be done to lessen the severity of the situa on, one must provide support to the
others by upli ing them mentally, inquiring about their medical history, no ng events as they occur,
etc. This informa on may prove vital for the emergency response team.

Ÿ One must help the other vic ms and take suitable measures to assist the specially abled ones.

Ÿ One must refrain from moving a severely injured vic m and provide only the basic first aids.

Ÿ Once the emergency team arrives, assist them with all required and relevant informa on.

Ÿ A First Aid kit must be used if required.

Ÿ One must try reviving a seemingly unconscious vic m by rubbing the chest, pinching the earlobes,
providing Cardiopulmonary Resuscita on (combina on of chest compression and ar ficial
respira on).

Fig. 5.4.1 Sample form of Repor ng Accidents

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1. Work safely at all mes, complying with health and safety legisla on, regula ons and other relevant
guidelines

Ÿ Ensure that all emergency route maps are on display in the accessible places on all floors of the
building.

Ÿ Ensure that appropriate Fire Ex nguishers are present on all the floors of the workplace.

Ÿ Learn and abide by company policy and procedures for dealing with security risks in the
establishment.

Ÿ Ask your supervisor how you may retrieve PPE and its maintenance and storage.

Ÿ Stay aware that confined spaces must bear suitable signs, to restrict claustrophobic people from
accessing them.

2. Ensure that health and safety instruc ons applicable to the workplace are being followed

Ÿ Ligh ng should be sa sfactory in all areas and addi onal bulbs should be kept handy.

Ÿ While using cu ng tools, the direc on of cu ng should always be away from your body.

Ÿ Arrange for frequent Safety Drills and Trainings for employees to endorse safety awareness.

Ÿ Ensure that all manual cu ng tools must be honed in advance because blunt tools may slip and
lead to deep cuts.

Ÿ Have a clear idea of how much authority and accountability you have to deal with security risks,
including your legal rights and du es.

Ÿ Learn and abide by company policies and procedures for maintaining security while you work.

3. Check the worksite for any possible health and safety hazards

Ÿ Employ a Safety Supervisor in the workshop.

Ÿ Have your employer develop a daily checklist for all areas delegated to suitable employees.

Ÿ This Safety Supervisor will stay accountable for checking the worksite for poten al health and
safety hazards.

4. Follow manufacturers’ instruc ons and job specifica ons rela ng to safe use of materials specifically
chemicals and power equipment

Ÿ Ensure that all Chemical Solu ons used on display shelves or for Housekeeping purposes must be
used only a er men oning to the relevant MSDS (Material Safety Data Sheets) or Instruc on
Manuals.

Ÿ Loosely fi ed clothes must be totally avoided because the loose ends may get caught in powered
machinery and tools and may be lethal.

Ÿ Ensure that you read the Instruc on Manual thoroughly before using powered tools and
equipment.

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5. Follow electrical safety measures while working with electrically powered tools & equipment

Ÿ Powered tools and equipment must be reviewed for any damage, before and a er every use.

Ÿ Damaged switches must be reported to the supervisor and repaired with immediate effect.

Ÿ Plugs must be checked for missing or faulty prongs / pins.

Ÿ The power cord must be assessed carefully for any fraying, faults, cracks or loss of insula on.

6. Ensure safe handling and disposal of waste and debris

Ÿ All walkways should be free of clu er and debris, to avoid trips and falls.

Ÿ Any spill should be cleared off instantly and ‘Wet Floor’ or ‘Work in Progress’ signs should be used in
suitable places.

Ÿ Store equipment, Tools and Chemicals should be stored correctly, abiding by all instruc ons
provided in the Instruc on Manual and ‘Direc ons for Use’.

Ensure electrical safety compliances and EMI/EMC hygiene requirements are met as per the guidelines

The risks associated with the use of electrical equipment are extended to both the user and his / her
surroundings in the workplace. Few of such risks are men oned below:

Ÿ Lethal Electrocu on accidents.

Ÿ Non-fatal electric shocks leading to serious burn injuries.

Ÿ Non-fatal yet severe shocks leading to damages caused to the internal ssues and vital organs like the
brain and the heart.

Ÿ Non-fatal yet painful sta c electric shocks.

Ÿ Falls from cranes, ladders, and scaffolding and resul ng mechanical injuries due to electric shocks.

Ÿ Explosions and fire outbreaks caused by the sudden igni on of flammable materials.

Ÿ Health issues like nausea, muscle spasms, unconsciousness, and palpita ons.

Iden fy and modify any hazards that you can deal with competently, safely and within the limits of your
authority

1. Safety

Ÿ Opera onal safety

o Employee safety

o Building and plant safety

o Process safety

o Accident preven on

o Emergency management

o Risk management

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Ÿ Safety of chemicals and biological materials

o Handling

o Safety data, documenta on

o Storage

o Transport

2. Security

Ÿ Personnel

Ÿ Products

Ÿ Knowledge

Ÿ Physical assets

Ÿ Informa on (not covering core IT security like data access control, firewalls, virus Protec on etc.)

3. Health

Ÿ Health protec on at the workplace

o Industrial hygiene

o Occupa onal medicine

o Accident preven on

o Noise

o Occupa onal toxicology

o Stress, mental health

o Biosafety

o Ergonomics

o Radia on protec on

4. Health Promo on

Environmental Protec on

Ÿ Emissions

o Into the air

o Into the soil

o Into the water

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Ÿ Waste

o Avoidance

o Disposal

o Re-use, recycling

Ÿ Resources, including energy

o Change to best alterna ves

o Eco-balance

o Efficient use

Remedia on of Exis ng Contamina on

The management of SHE issues should be organized and clearly communicated. For this reason, it is ideal
to encourage the use of a framework that includes each of the basic steps in a management cycle.

Fig. 5.4.2 Step-by-Step Evalua on and Implica on of SHE Aspects

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch?
v=bsafBtbJmrk

Method of Health, Safety, and Accident

Repor ng

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UNIT 5.5: Government Agencies in the area of Safety, Health and

Security and their Norms and Services

Unit Objectives
By the end of this unit, participants will be able to:

1. Evaluate the safety and emergency readiness of the site.

2. Iden fy and rec fy any hazards that can be dealt with competently, safely, and within the boundary of
authority.
3. Iden fy and recommend opportuni es for improving health, safety, security to the designated person
4. Explore the process of comple ng health and safety records legibly and accurately.

5.5.1 Government Agencies for Safety at Workplace

Iden fy and recommend opportuni es for improving health, safety, security to the designated person.

Hazard and Operability (HAZOP) Study

Ÿ This technique involves a structured and methodical examina on of an present method / procedure,
thus, in turn, classifying and assessing the associated hazards.

Ÿ These hazards can be easily recognized in the form of Devia ons in the process parameters (physical
condi ons and elements like flow, temperature, pressure, humidity, etc..

Ÿ A Devia on is a manner in which the process condi ons stray away from the probable values.

Ÿ The severity of Devia on can be illustrated with the help of specific and prearranged Guide Words

The steps involved in conduc ng HAZOP are:

Ÿ Segrega ng the en re system or process into components or sec ons

Ÿ Select a study node or point

Ÿ Define the predictable outcome or consequence

Ÿ Choose a process parameter, based on the expected consequence

Ÿ Use a suitable Guide Word

Ÿ Find out the Cause behind the devia on

Ÿ Start with the cause that may lead to the worst possible consequence

Ÿ Evaluate the devia ons thus detected

Ÿ Plan and prescribe ac on

Ÿ Record and document informa on

Ÿ Repeat the process from B

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Common examples of process condi ons / parameters are given below:

Ÿ Temperature

Ÿ Pressure

Ÿ Flow

Ÿ pH value

Ÿ Signal

Ÿ Mixing

Ÿ Viscosity

Ÿ Time

Ÿ Control

Ÿ Separa on

Ÿ Addi on

Ÿ Reduc on

Ÿ Communica on

Ÿ Sequence

Crea ng reports with comprehensive informa on is a must for every organiza on. The main idea behind
this is to let the management body of the company as well as HSE to know the hazards at the workplace.

With the help of such reports, the company can examine, pinpoint the risks, and carry on the essen al
improvements within the organiza on. Because of such reports, companies can recognize long-term risks
and short-term risks and achieve remedial ac ons for those risks.

In case of security-related issues or health-related issues, it is always a be er choice to inform your

supervisor or seniors.

A company can func on in a systema c, smooth and successful way if it looks a er the sa sfac on of its
employees. OH & S is one of the safety pla orms where every corpora on has to meet the safety
guidelines.

Three specific ar cles (as per Indian cons tu on) ensure occupa onal safety and health for workers.
Those Ar cles are:

Ÿ 42

Ÿ 39(e and f)

Ÿ 24

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Some government agencies that look into the safety and security of individuals at the workplace are
follows:
Ÿ Labour Departments (for both UT and State)
Ÿ Ministry of Labour

Ÿ Government of India
Ÿ NSCI (Na onal Safety Council of India)

Ÿ Na onal APELL (Awareness and Preparedness for Emergencies at Local Level)

Complete Any Health and Safety Records Legibly and Accurately

1. Health and Safety File

Ÿ These are electronic files that contain all the central safety and health records of the business. The
other informa on kept in this file are given below:
Ÿ Copies of Risk assessments which covers the areas like:

o Li ing opera ons

o Li ing equipment
o Manual Handling opera ons
o Fire risk assessments
o Lone working

o COSHH (Control of Substances Hazardous to Health) assessments

o General risk assessments

o Risk of violence and aggression

o Display Screen equipment worksta on assessments

Ÿ For Organisa on Health and Safety Risk Assessment, maintenance of risk assessment registers
Ÿ Copies of safety and health policies, guidance and procedures (local)

Ÿ Copy of the organiza on’s Health and Safety Codes

Ÿ List of individuals (name) who are given the liability of examining the safety and health issues. They
may be like:

o Union Health and Safety Representa ves

o Risk assessors
o Fire evacua on officers
o DSE (Department of Sustainability and Environment) assessors

o First Aiders

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2. Log-book for Health and Safety

This involves:
Ÿ Risk assessment
Ÿ Training to overcome such situa ons
Ÿ Fire drills
Some other health and safety are:
Ÿ Informa on based on organiza onal mee ng with Area Health and Safety Commi ee
Ÿ Annual safety and health audit checklists and applicable ac on plans
Ÿ Checklists for safety and health induc on
Ÿ Copies of Safety Ma ers like an official newsle er
Ÿ Health and safety training records that have informa on regarding:
o Name
o Date
o Health and safety training’s course tle
o Response like A ended or Not A ended
o Date fixed for Junior So ware Developer training
Ÿ Fire Drill Records
Ÿ Examina on and statutory inspec on reports
Ÿ Material Safety Data Sheets
Ÿ Equipment maintenance and their service provision
Ÿ Record of dates for repeat of test, Portable Electrical Appliance tests and remedial ac on required
Ÿ Details related to emergency procedures
Summary
Ÿ Safety breaches in the designated premises are “Incidents” that need to be reported and duly
responded to.
Ÿ The full form of EHS is Environmental Health and Safety.
Ÿ The first rescuers will make the vic m sit reach under their armpits and grab their wrist.
Ÿ Informa on based on organiza onal mee ng with Area Health and Safety Commi ee.
Ÿ One must ra onally and cri cally think and assess the severity of the emergency and determine,
what requires to be done on an immediate basis.
Ÿ First Aid is an emergency care or treatment given to an ill or injured person before regular medical aid
can be acquired.

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Ac vi y
Ac vity 1: PowerPoint Prepara on Ac vity

Ÿ The name of this ac vity is “PowerPoint Prepara on” ac vity.

Ÿ In this ac vity, the Trainer will divide the class into few groups depending on the batch strength.

Ÿ Each group will be given 3 different topics on which they have to provide a broad explana on.

Ÿ Group A will write on the value of repor ng accidents.

Ÿ Group B will write on Evacua on procedures.

Ÿ Group C will write about the correct method of firefigh ng.

Ÿ It is important that the Trainees present their answers not only rich in informa on but also
supported by diagrams.

Ac vity 2: Evacua on Drill – Mock Prac ce

Ÿ This ac vity is in the form of “Evacua on Drill and Quiz Contest”.

Ÿ The trainer will ask the trainees to prac ce evacua on drills. The trainer should guide them.

Ÿ A er the evacua on drill is complete, there will be a quiz contest on the evacua on procedure.

Ÿ The trainer will conduct the quiz contest.

Ÿ The trainer will divide the en re class into two group.

Ÿ One group will be Team A and the other will be Team B.

Ÿ There should be a scorer to write points on the board.

Ÿ The trainer will ask ques ons from the book related to the topic discussed.

Ÿ For each correct answer, there will be 10 points, however, for wrong answers there will be a
deduc on of 10 marks.

Ÿ There will be 5 marks for each right answer given on a pass and 15 marks will be deducted in case the
pass answer is wrong.

Ÿ There is no nega ve marking if a ques on is passed without any answer given.

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Exercise
Choose the correct op on from the list of responses to answer the following ques ons:

1. Find the odd one out in terms of the given statement:

The supervisor or the manager should see and iden fy the type of breach. It is only on the basis of the
severity of the breach the appropriate ac ons can be taken. The ac ons can be like:

a) Dismissal

b) Felicita on

c) Warning

2. An emergency is –

a) Unexpected

b) An cipated

c) Predictable

3. OHSC stands for –

a) Organiza onal Health and Safety Commi ee

b) Occupa onal Health and Safety Community

c) Occupa onal Health and Safety Commi ee

4. Most fire ex nguishers’ discharge me is near -

a) 15-20 seconds

b) 10-20 seconds

c) 30 seconds

5. Which one of the followings is not a P.A.S.S component?

a) Aim

b) Sweep

c) Shot

6. EHS stands for –

a) Environmental Health and Safety

b) Emergency Health Security

c) Emergency Health and Safety

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7. Flood is a –

a) Natural phenomenon

b) Ar ficial phenomenon

c) Cosmic phenomenon

8. During an emergency evacua on, employees should adjourn at –

a) Nearest police sta on

b) Nearest fire sta on

c) Assembly area

9. Nobody should use the ________ during fire.

a) Stair

b) Exit door

c) Elevator

10. As an important part of the emergency management procedure, safety com a _________
Commi ee.

a) Security

b) Safety

c) Health

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Notes

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6. Workplace Data
Management
Unit 6.1 - Basics Of Data And Information Management
Unit 6.2 - Follow the Accurate Process Fow to Analyse Data
Unit 6.3 - Generate Report Based on the Observations

SSC/ N9004
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:

1. Describe how data / informa on can be managed effec vely.

2. Discuss the basics of data and informa on management.
3. Explain the accurate process flow to analyse data.

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UNIT 6.1: Basics of Data and Informa on Management

Unit Objectives
By the end of this unit, participants will be able to:

1. Discuss and agree with appropriate people the data/informa on they need to provide.
2. Collect the data/informa on from reliable sources.
3. Compute the accuracy and completeness of the data/informa on.

6.1.1 Data/ Informa on You May Need To Provide Including the

Sources and How to Do This
Obtain the data/informa on from reliable sources and Check that the data/informa on is accurate,
complete and up-to-date

Before star ng any new process, it is important that a Technical Support Execu ve has a proper briefing of
the process. Addi onally, it is also significantly important that he or she is given all the data, required
materials and their sources.

The required informa on involves:

Ÿ Collec ng essen al requirements and analysis of those.

Ÿ Any specific implementa on procedure.

Ÿ The client/s requirements.

Ÿ So ware related to the new process.

6.1.2 Templates and Formats Used for Data/Informa on

Templates are standard formats for documen ng observa ons. The observa on includes various aspects
of the company. The type or the key parameters of the template change depending on the department.
For instance, the template that is used by the transport department of a firm should be en rely different
to that of the technical department which take care of opera ons.

The informa on provided in the template is used for performance examina on.

Different techniques used to obtain data/informa on

Ÿ Case Studies

This method basically maintains that the informa on that is collected is based on the experience of
the clients.

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Ÿ Focus Groups
This data or informa on method is reliant on group discussions with in-depth topic assessment. This
can be about marke ng tac cs, evolu onary aspects related to data, their sources, and searches,
codes, programming languages or even any form of bugs.

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Notes

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UNIT 6.2: Follow the Accurate Process Fow to Analyse Data

Unit Objectives
By the end of this unit, participants will be able to:

1. Demonstrate how to carry out rule-based analysis of the data/informa on, if required.
2. Iden fy who to go to in the event of inaccurate data/informa on and how to report this.

6.2.1 How to Carry Out Rule-Based Analysis on the Data/Informa on

The rule-based study prac cally involves decision-making process or condi onal branching. It is a design
of methodology produc on whose basis lies in so ware factors - analysis of techniques to make
appropriate decisions for a new project.

In this rule, we will find the presence of three or more condi ons like pseudo codes or if statement. The
performance requirement is the accommoda on of rule engine solu on.

Process of Applica on

1. Select the input variables

As there are many variables present in a new project, crea on of a matrix is essen al between
methodologies and factors. We can see the presence of factors in methodologies.

2. Bad Sub Rules

There are certain types of factors that cannot be connected with other types of factors. If they are
combined, this step cannot lead to the crea on of bad sub rules. In this case, two rule categories are
recognised. They are:

Ÿ System rules with high requirement stability, low complexity and small size system.

Ÿ System rules with low requirement stability, medium complexity and size system.

3. Variable Reduc on

These factors are iden fied but their elimina on doesn’t make any impact. These generally comprise
applica on domain and project type.

4. Category Merge

For methodology iden fica on, forma on of many categories takes place and its founda on can be on
project type.

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5. Examples
We can see the beginning of hypothe cal example sets if we look at extreme cases. The rule-based
analysis is based on the acknowledgment of factors like less complexity, high requirement stability, and
small size.
How to report inaccurate data/informa on
In an organisa on, the power structure o en consists of a single or small group at the top and
increasing levels of power below them. The majority of enterprises, governments, and organised
religions are hierarchical organisa ons with varying levels of management, power, or authority.

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Notes

Scan the QR Code to watch the related videos

h ps://www.youtube.com/watch
?v=9CYabKjCx3U

Rule Based Analysis

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UNIT 6.3: Generate Report Based on the Observa ons

Unit Objectives
By the end of this unit, participants will be able to:

1. Review the accuracy of work, involving colleagues where required.

2. Iden fy any unresolved anomalies in the data/informa on to appropriate people.
3. Produce complete, accurate and up-to-date data/informa on to the appropriate people in the
required formats on me.

6.3.1 Provide Complete, Accurate, Up-to-date Data/Informa on

in Required Formats on Time
Check the accuracy of work, involving colleagues and the formats in which you need to provide it

Every project has a s pulated meline. A project commences with se ng a goal followed by other aspects
like developing, tes ng, and quality analysis and final deployment.

Set-up Goals

Every stage has its own format where informa on has to be filled in precisely. A project goal template
must be implemented and details must be filled in regularly. A sample format is given below:

For methodology iden fica on, forma on of many categories takes place and its founda on can be on
project type.

Fig 6.3.1 Project goal template

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Summary
Ÿ Before star ng any new process, it is important that a Technical Support Execu ve has a proper
briefing of the process.
Ÿ The rule-based study prac cally involves decision-making process or condi onal branching.
Ÿ Every project has a s pulated me line.
Ÿ Every stage has its own format where informa on has to be filled in precisely.

Ac vi y
Prepare Mock Reports

Ÿ The trainer will divide the class in few groups depending on the strength of the batch.

Ÿ The trainees will prepare mock reports on the shared format.

Ÿ The trainer will share a format on which trainees should the report.

Ÿ Each box should be filled with accurate informa on.

Ÿ The trainer will check the mock reports generated by each trainee.

Ÿ The best performers will be recognized by the class.

Chart Paper

Ÿ In this ac vity, the Trainer will divide the class into 3 groups.

Ÿ Each group will be given 3 different topics on which they have to provide a broad explana on.

Ÿ Group A will require wri ng on Repor ng method of Inaccurate Data/Informa on and whom to
report.

Ÿ Group B will require wri ng on Anomalies That May Occur In Data/Informa on.

Ÿ Group C will require wri ng on Different Techniques Used To Obtain Data/Informa on.

Ÿ It is important that the Trainees present their answers not only rich in informa on but also supported
by hand-drawn diagrams.

Ÿ The group which can present their answers in the best way within 30 minutes will be awarded
apprecia on and accolades.

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Group Discussion

Ÿ This ac vity is in the form of “Group Discussion”

Ÿ The trainer will divide trainees into 5 groups

Ÿ All the groups will sit together to discuss the goals of a project, es mate the meframe required and
plan the deployment

Ÿ Every trainee should ac vely par cipate in the discussion

Ÿ Each group will carry a notebook and pen to chalk out details

Ÿ They will jot down the points, important dates and processes

Ÿ A er the discussion, each group will produce a Minutes of Mee ng

Ÿ The trainer will supervise the en re process and ensure each and every one par cipates in the
mee ng

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Exercise
A. Fill in the Blanks

1. It is important to provide the execu ve with specific _____________ procedure.

a). Deadline

b). Implementa on

c). Comment

2. The full form of OSI is _____________.

a). Open Source Ini a ve

b). Outsourcing Solu ons Inc.

c). Open Switching Interval

3. One of the templates used for informa on or data is _____________.

a). So ware Architecture Design

b). Rela ve Theory

c). Hardware design

4. ___________________ method is dependent on group discussions with in-depth topic

explora on.

a). Discussion

b). Focus group

c). Coding Theory

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Notes

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7. Maintain an
Inclusive,
Environmentally
Sustainable Workplace
Unit 13.1 - Sustainable Practices
Unit 13.2 - Respect Diversity and Strengthen Practices to
Promote Equality

SSC/N9014
Par cipant Handbook

Key Learning Outcomes

By the end of this module, par cipants will be able to:
1. Illustrate sustainable prac ces at workplace for energy efficiency and waste management.
2. Apply different approaches to maintain gender equality and increase inclusiveness for PwD.

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UNIT 7.1: Sustainable Prac ces

Unit Objectives
By the end of this unit, participants will be able to:

1. Demonstrate how to op mize usage of electricity/energy, materials, and water in various tasks.
2. Explain the process of implementa on of energy efficient systems in a phased manner.
3. Iden fy and segregate recyclable, non-recyclable and hazardous waste generated for disposal or
efficient waste management.

7.1.1 Op mize Usage of Electricity/Energy, Materials, and Water

Greenery within and around the office premises and other corporate environments helps not only to
enhance the décor of the workplace, but also has a posi ve impact on the produc vity of the employees.
Greenery helps people to concentrate on work, creates posi ve vibes among the workers and the visitors.

Apart from the introduc on of greenery, conserva on of energy and op miza on of usage are equally
important. There are certain essen al tools and equipment that are used in every workplace, which
require electricity. For example, air condi oner, light, fan, computer, coffee vending machine are such
electrical gadgets or appliances which are extensively used in the offices. Similarly, steady water supply in
the washroom is another important requirement. Op mized usage of all these essen al energy or
commodi es is absolutely significant to conserve energy and create an eco-friendly work environment.

What does greenery do?

Ÿ Plants in workplaces purify the air; they reduce the concentra on of CO₂ (Carbon dioxide gas) and
other vola le organic compounds, keeping the air fresh and healthy.

Ÿ External vegeta on moderates heat in and around office block in the summer me, pulling down heat
stress and decreasing the necessity for air-condi oning.

Ÿ Green roofs and facades proliferate insula on or the absorp on capacity of heat, plumme ng
hea ng and cooling expenses.

Ÿ Plants in and around office buildings release water vapour which moistens the air, dipping headaches

Ÿ ‘Green views’ also boost focus, and aid quicker recovery from stress.

Ÿ Green environments encourage people to undertake ac vi es such as a lunch me walk, keeping

staff alert and healthy. Long periods of si ng adversely affect health.

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Plan the implementa on of energy efficient systems

Here are some simple energy management ideas one can implement in the work sta on.

Ÿ Do not use ar ficial ligh ng in offices when natural light is sufficient

Ÿ Open draperies and raise shades whenever adequate light from windows is available

Ÿ Use energy-saving fluorescent lights and lamps

Ÿ Switch off lights and appliances in unoccupied office spaces or unused rooms such as conference
room.

Ÿ Switch on the lights and ACs/ fans during the conference

Ÿ Turn off the bathroom's fan and lights whenever they are not occupied

Ÿ Install the light sensors to remind and educate office users about wasted light

Ÿ Use rechargeable ba eries for calculators and other office devices

Ÿ Turn off computers that are not used, and u lize computers’ energy/power management tools (i.e.
sleep mode, hibernate mode, screen saver)

Ÿ Reduce the use of ligh ng during night cleaning

Ÿ Keep office doors and windows closed if hea ng and air condi oning is on

Ÿ Switch off HVAC systems in offices when they are not in use

Ÿ Ensure thermostats are correctly adjusted

Ÿ Purchase and use high-efficiency office equipment and devices

Ÿ Set up a self-adult system for the office energy consump on

Ini a ves towards efficient use of natural resources and energy, reduc on and preven on of pollu on

These are some measurements that help op mize the usage of energy in the workplace. However,
another important aspect of op mizing the usage of energy and other materials is proper maintenance.
Organiza ons should prepare a checklist to measure and maintain energy and material conserva on.
Following is a sample checklist for the energy and material conserva on module at workplaces.

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Category Checklist Items

Energy management Establishment of energy management organiza on, and employee
educa on

Energy conserva on targets and investment budget se ng

Grasp status of implementa on of energy conserva on

Measurements and recording of monthly usage (electricity, gas, oil, and

water)

Prepara on of sta s cs, including graphs showing differences from

previous month or year

Grasp of energy intensity (MJ/m2/year)

Establishment of management standards

Heat source and heat- Temperature control for chilled water, cooling water, and hot water
conveying equipment
Adjustment of the flow rate and pressure of pumps and fans

Steam leakage and insula on management

Management of air ra o and exhaust gas of combus on equipment

Control of steam pressure and blow-down

Cooling water quality control (electrical conduc vity)

Control of opening of valves and dampers (e.g. automa c valves)

Air-condi oning and Proper temperature se ng

ven la on equipment
Turning off air-condi oning for rooms not in use or unoccupied

Adjustment of appropriate outside air intake volume

Review of opera ng hours

Effec ve opera on of total heat exchanger (e.g. Rosunai)

Local cooling and local exhaust

Indoor air quality control (e.g. CO2)

Installa on of (manual or automa c) inverter device to ven la on fans

Suspending either of the opera on of a 4-pipe air condi oning system,

if used

Control of ven la on in car parking space (CO concentra on control)

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Water supply/drainage Control of supplied water flow and pressure

and sanita on
equipment Water saving measures (e.g. water-saving top and automa c flashing)

Change temperature and pressure se ng on the heat source

equipment depending on the season

Opera on with intervals in hot water supply circula on pump

U liza on of rain water and well water

Management of kitchen equipment (e.g. cooking and washing

machines)

Management of electric Op miza on of demand

power receiving and
transforming facili es Usage control

Voltage adjustments

Power factor management

Opera on management Op mum illumina on control

of ligh ng equipment
Switching off lights when they are not necessary (use of daylight)

Cleaning of ligh ng fixtures and change to more energy-saving fixtures

Replace incandescent lamps to fluorescent lamps

Adop on of energy-saving FFE (furniture, fixture, and equipment)

Opera on & Opera on

management of
eleva ng machines Adop on of inverter control

Adop on of human mo on sensors to escalator

Buildings Blocking of solar radia on on the windows (e.g. shading curtains and
light-shielding films)

Blocking of solar radia on on the roof (heat reflec on coa ng)

Others Maintain the place around the condensing units for air-condi oning and
chillers

U liza on of heat from hot spring

Installa on of boilers using waste materials as fuel

U liza on of solar heat

Wind, solar, and small hydro power genera on

Use late-night electricity

Co-genera on

Table 7.1.1 Energy and Material Conserva on Checklist

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Various energy op ons including renewable and non-renewable

Renewable Energy is an endless energy source that does not deplete upon use and produces no or
minimum waste. Such energy sources are renewed spontaneously on a human mescale. The
Interna onal Energy Agency (IEA), an independent authority on Environment and Sustainable
Development based in Paris, explains: " "Renewable Energy is produced from perpetually replenishing
natural processes. It derives in its different forms straight from the Sun or from heat generated deep
inside the earth. Electricity and heat generated from solar, wind, ocean, hydropower, biomass,
geothermal resources, biofuels, and hydrogen obtained from renewable resources are included in the
defini on."

Ÿ Wind Power: Wind power is a source of solar power. Wind energy (or wind power) refers to the
u lisa on of wind to create electricity. Wind turbines transform wind's kine c energy into
mechanical energy. A generator converts mechanical energy to electrical energy.

Ÿ Geothermal Energy: Although the Sun warms the Earth's surface, it is not responsible for the planet's
interior temperature.

Ÿ Solar Energy: Solar energy is the conversion of solar energy into thermal or electrical energy. Solar
energy is the most abundant and cleanest renewable energy source currently accessible.

Bioenergy is renewable energy derived from biological and natural sources. Even landfills and
garbage zones are bioenergy resources due to technological advancements. It can be u lised as a
renewable energy source, supplying heat, gas, and fuel.

Ÿ Hydropower Energy: Hydropower, o en known as hydro-energy, is a type of renewable energy that

u lises water held in dams and flowing in rivers to generate electricity in hydropower plants. The
blades rotate a generator that turns the mechanical energy of the spinning turbine into electrical
energy.

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Fig 7.1.1 Renewable Energy Sources

Renewables generate no greenhouse emissions during energy produc on, making them the cleanest and
most viable way to combat environmental damage. Unlike conven onal energy sources such as coal, gas,
oil, and nuclear, whose supplies are finite, clean energies are derived from and adapt to natural cycles.
This makes them a crucial component of a sustainable energy system that allows for the development of
the present without endangering future genera ons.

Electricity First Aid Emergency Procedures

The first aid kit should have the following essen al items for giving first assistance:

Ÿ Cuts, scratches, punctures, grazes and splinters

Ÿ Muscular sprains and strains

Ÿ Minor burns
Ÿ Amputa ons and/or major bleeding wounds

Ÿ Broken bones

Ÿ Eye injuries
Ÿ Shock

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To ensure that workers have a thorough understanding of first aid in the workplace, one must establish
and implement first aid protocols. The procedure must include:

Ÿ The type of first aid kits and their loca ons.

Ÿ The placement of first aid ameni es include first aid rooms

Ÿ Who is accountable for the first aid supplies and facili es, and how o en should they be inspected
and maintained?

Ÿ How to create and maintain adequate communica on systems (including equipment and
procedures) to ensure mely communica on with first aiders in the event of an emergency.

Ÿ The essen al communica on equipment and methods when first aid is required (especially for
remote and isolated workers). These procedures should include informa on on where the
communica on equipment is located, who is accountable for it, and how it should be maintained.

Ÿ The work loca ons and shi s assigned to each first aid responder. These procedures should include
the names and contact informa on for every first responder.

Ÿ Arrangements to guarantee that first aiders receive adequate instruc on.

Ÿ Arrangements to ensure that employees obtain proper first aid informa on, instruc on, and training

Ÿ Reques ng informa on about any first aid needs that may require specific treatment in a medical
emergency, such as severe allergies, when an employee begins work. Informa on about a worker's
health must be kept confiden al and shared with first aid personnel only with the worker's
permission.

Ÿ Instruc ons on how to report work-related injuries and illnesses.

Ÿ Methods to prevent exposure to blood and bodily fluids.

Ÿ What to do if a worker or other individual is too injured or ill to remain at work, such as if they need
assistance with transporta on to a medical facility, home, or a place where they may rest and recover.

Ÿ Access to debriefing or counselling services to assist first responders and employees following a
significant workplace incident.

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Here the steps to free a person from electrocu on

Switch off the main power.

Don’t touch the person who is electrocuted.

Try to remove the person from the electrical source

with the help of non-conduc ng objects like s ck,
cardboard, bamboo, etc.

Lay the person in this posi on.

Table 7.1.2 Steps to save a person from electrocu on

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7.1.2 Segregate Recyclable, Non-Recyclable and Hazardous Waste

Hazard is defined as a factor, which may cause harm to people and proper es alike, like electricity,
inflammable products, explosive material, corrosive chemical, using heavy ladders at workplace etc.
Simply put, a Hazard is simply a condi on or a set of circumstances that present a poten al for harm. Risk
is defined as the likeliness or the chance that a hazard can actually cause harm to somebody. For example,
smokers of cigare es run the risk of developing Cancer. The poten al or imminent danger that Risks and
Hazards expose the concerned premises to, is known as Threat. For example, a person, who has the
poten al of blowing up a building, is a threat to that building and its inhabitants.

The steps involved in Risk Management are:

1. Iden fying Hazards

2. Assessing the Risks

3. Controlling and
mi ga ng Risks

Fig 7.1.2 Risk Management Matrix

The most common waste materials procured in a workplace can be categorized in the following:
Liquid Waste
Ÿ Sludge, dirty water, organic liquids, waste water a er washing.
Solid Waste
Ÿ Industrial slag, plas cs waste, wood waste, paper waste, metals, and glass.
Organic Waste
Ÿ Biodegradable food waste, animal waste, vegetable waste, garden waste, ro en meat of animals can
be deposited at Landfills or converted into Manure and Biogas.
Recyclable Waste
Ÿ Paper, metals, wood, organic waste etc. can be recycled.
Ÿ Must be placed in appropriate Recycling Bin and treated according to the nature of the waste.
Ÿ For example, organic waste can be converted into manure and Biogas.
Hazardous Waste
Ÿ Such waste may be flammable, corrosive, radioac ve, toxic etc.
Ÿ These can poten ally harm the environment and must be placed in clearly and legibly labelled bins
for appropriate treatment and disposal.

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Fig 7.1.3 Waste Segrega on and Disposal Bins

Hazards and poten al risks / threats can be iden fied and then reported to supervisors or other
authorized persons in the following ways:

Verbal report to
Filling up and presen ng a Discussing the issue at a
supervisor or authorized
Hazard Report form staff mee ng
persons

Fig 7.1.4 Flowchart of Repor ng Poten al Hazrd

Iden fica on of hazard implies the job is half done. In order to take adequate precau onary measures
against hazards, one needs to iden fy the hazards commonly found in the workplace. The common
methods of hazard iden fica on are:
Job Hazard Analysis (JHA)
Ÿ This is a popular technique to iden fy the perils associated with specific tasks in a job role, in order to
lessen the risk of injuries to employees.
Ÿ The steps involved in successfully conduc ng JHA are:
A. Divide the en re job role into small tasks or steps
Let us understand the concept with the help of an example, where JHA is being conducted on
corporate work such as Technical Support Engineer.

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Steps Hazards Associated Recommenda ons

1. Handling tools and equipment of
the trade
2. Working with common electrical
appliances of the workspace
3. Stress factor of the job role

Table 7.1.3 JHA Checklist for Hazard Iden fica on

A. Spot out the hazards associated with each step by asking ques ons like:

Ÿ What can go wrong with this task?

Ÿ What would be the consequences if the task went wrong?

Ÿ How could the task go wrong?

Ÿ What are the other contribu ng factors?

Ÿ What are the chances that this hazard will take place?

B. Review and discuss the scope of the hazards with the employees, who would actually do the tasks on
hand

C. Find out strategies and ways to mi gate or avoid the hazards

E. Review and revise the JHA periodically

Hazard and Operability (HAZOP) Study

Ÿ This technique involves a structured and systema c examina on of an exis ng method / procedure,
thus, in turn, iden fying and assessing the associated hazards.

Ÿ These hazards can be easily iden fied in the form of Devia ons in the process parameters (physical
condi ons and elements like flow, pressure, temperature, humidity, etc.
Ÿ The severity of Devia on can be illustrated with the help of specific and predetermined Guide Words.
Ÿ A Devia on is a manner in which the process condi ons stray away from the expected values.

The steps involved in conduc ng HAZOP are:

Ÿ Segrega ng the en re system or process into sec ons or components
Ÿ Select a study node or point
Ÿ Define the expected outcome or consequence

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Ÿ Choose a process parameter, based on the expected consequence

Ÿ Implement a suitable Guide Word
Ÿ Determine the Cause behind the devia on
Ÿ Start with the cause that may lead to the worst possible consequence
Ÿ Assess the devia ons thus detected
Ÿ Devise and prescribe ac on
Ÿ Record and document informa on
Ÿ Repeat the process from B

Guide Word + Process Condi on / Parameter = Devia on.

For example, No + Signal = No Signal

Common examples of Guide Words and their meanings are:

Guide Word Meaning Example

No (Not, None) None of the desired consequence is No flow of gas through the gas cu ng
achieved nozzle due to accumulated dirt

More (Higher than, Quan ta ve increase in a certain More heat generated and higher
More of) process parameter temperature achieved than expected,
during sawing opera ons

Less (Lesser than, Less Quan ta ve reduc on in a certain Lower pressure than expected
of) process parameter

As well as (In addi on All the design inten ons are achieved All valves closed at the same me
to) and an addi onal ac vity takes place

Reverse The logical opposite of the design The Power Drill con nues drilling even
inten on takes place a er shu ng down the power supply

Other Than An unexpected ac vity takes place Presence of liquid fuel in Gas Cylinder

Table 7.1.4 Guide Words and their Interpreta on

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The 3 Rs of Waste Op miza on

Ÿ Resource Op miza on: Raw materials must be used to the fullest, so that minimal waste is procured
while conver ng the raw materials into finished products.

Ÿ Recycling of Scrap Material: Scraps, when created, must immediately be incorporated in the
manufacturing process, so that they get reused completely as raw material.
Ÿ Enhanced Quality Control: This can be implemented by minimizing the number of rejects per batch.
This is easily achievable with a higher frequency of careful inspec on, accompanied with constant
monitoring.

Ÿ Exchange of Waste: ome wastes cannot be completely eliminated from the manufacturing process.
Such waste can be effec vely managed via Waste Exchange techniques, where the waste procured in
a certain process becomes the raw material of another, and vice versa.

Recycle

Reduce Reuse

Fig 7.1.5 Rs of Waste Op miza on

Landfill
Ÿ Waste, that cannot be recycled, is deposited and a layer of soil is added on top of it
Incinera on
Ÿ Involves controlled combus on of waste

Ÿ 90% volume of waste gets reduced and converted into incombus ble, light-weight materials like ash,
gases and heat

Ÿ Gases are released into the environment while the heat is u lized in power genera on

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Biogas Genera on

Ÿ Organic waste are biodegradable and can be converted into Biogas in Biogas Plants, with the help of
certain fungi and bacteria

Ÿ The residue, a er genera on of Biogas, is used as Manure

Manure Genera on and Compos ng

Ÿ Organic waste are o en le buried under soil beds

Ÿ They decompose into rich manure, full of nutrients and minerals

Vermicompos ng

Ÿ Involves the degrada on of organic waste into manure, with the help of worms

Ÿ The worms feed on the organic waste and convert them into manure

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Notes

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UNIT 7.2: Respect Diversity and Strengthen Prac ces to Promote

Equality

Unit Objectives
By the end of this unit, participants will be able to:

1. Explain the diversity policy of the organiza on.

2. Comply to PWD inclusive policies for an adaptable and equitable work environment.

7.2.1 Concept of Gender, Gender Equality and Gender

Discrimina on
Policies and procedures about gender inclusivity, equality and sustainability while working with
colleagues

The Cons tu on of India applies uniformly to equality of opportunity for all ci zens (including every legal
ci zen of India, whether they are the disabled) in ma ers rela ng to employment or healthy or disabled.
Under the Cons tu on the appointment to any office under the State. As a ma er of fact, the employees
of an organiza on cons tute of major diversity. They come from different region, with different cultural
and religious beliefs. However, the employer should provide equal opportunity to each and every
employee, irrespec ve of gender, culture, religion. Par cularly, the Indian Government has taken several
measurements to ensure gender equality in the workplace. To establish women’s right in the workplace,
the government has passed bills. The Sexual Harassment of Women at Workplace (Preven on,
Prohibi on, and Redressal) Act, 2013 is an Indian law that aims to protect women against sexual
harassment in the workplace. On September 3, 2012, it was approved by the Lok Sabha (the lower
chamber of the Indian Parliament). The Rajya Sabha (the upper house of the Indian Parliament) approved
it on 26 February 2013.

The major features of the policy include:

Ÿ The Act defines sexual harassment in the workplace and establishes a complaint resolu on process. It
also gives protec ons against fraudulent or misleading charges.

Ÿ The Act also includes 'quid pro quo harassment' and 'hos le work environment' as kinds of sexual
harassment when they occur in conjunc on with an act or behaviour of sexual harassment.

Ÿ The Act's expansive defini on of "aggrieved woman" encompasses all women, regardless of their age
or job level, whether in the organised or unorganised sectors, public or private, and also includes
clients, consumers, and domes c workers.

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Ÿ Sec on 2 defines an employer as any person responsible for the management, supervision, and
control of the workplace, including those who establish and administer the organiza on's policies (g).

Ÿ While the "workplace" in the Vishaka Guidelines is limited to the tradi onal office se ng where there
is a clear employer-employee rela onship, the Act includes organisa ons, departments, offices,
branch units, etc. in the public and private sectors, organised and unorganised, hospitals, nursing
homes, educa onal ins tu ons, sports ins tutes, stadiums, sports complexes, and any place visited
by the employee in the course of employment. This regula on will apply to non-tradi onal workplaces
that entail telecommu ng as well.

Ÿ The Commi ee is required to conclude its inves ga on within ninety days. The report will be given to
the employer or the District Officer, depending on the circumstances, and they are required to take
ac on within sixty days.

Ÿ Employers must establish an Internal Complaints Commi ee in each office or branch with 10 or more
employees. The District Officer must form a Local Complaints Commi ee in each district, and at the
block level if necessary.

Ÿ The Complaints Commi ees have the same authority to acquire evidence as civil courts.

Ÿ The Complaints Commi ees are supposed to provide concilia on prior to commencing an
inves ga on if the complainant so requests.

Ÿ The inves ga on procedure under the Act must be kept confiden al, and anyone who violates
confiden ality is subject to a Rs 5,000 fine.

Ÿ Among other requirements, the Act compels employers to conduct educa on and sensi za on
ini a ves and adopt policies against sexual harassment. The objec ve of Awareness Building can be
a ained via Banners and Posters displayed in the building, eLearning courses for employees,
managers, and internal commi ee members, classroom training sessions, and email, eLearning, or
classroom training for communica ng the organiza on's sexual harassment policy. It is advised that
eLearning or Classroom Training be provided in the employee's primary language of communica on.

Ÿ Employers are now subject to penal es. Noncompliance with the Act's requirements is penalised by a
fine of up to Rs. 50,000/-. Repeated infrac ons may result in harsher penal es and the revoca on of a
company licence or deregistra on.

Ÿ The government can order an official to check the workplace and sexual harassment-related records of
any organisa on.

Ÿ To inves gate any complaints made under the Act, which also applies to students in schools and
colleges and hospital pa ents, employers and local governments would be compelled to set up
grievance panels. Employers who refuse to comply can be fined up to 50,000 Indian Rupees.

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7.2.2 Organiza on’s Redressal Mechanisms

Inclusive tools and prac ces of communica on to acknowledge/validate, share and promote the cause of
gender parity at workplace
Women's safety and its related topics are addressed and debated globally. The number of sexual
harassment reports con nues to rise at an alarming rate each year. Therefore, in order to protect the
safety of its female employees, a par cular business must provide for their needs.

So, a company must inform women about the various facili es that they are going to provide them. Some
of the basic facili es include the following.
1. Transporta on facili es:

Transporta on plays a huge role in ensuring women safety. Ensuring that the women will be
accompanied by trusted drivers will help enhance women’s safety. Be transparent about the security
that you may provide during night trips. Every woman must be aware of the various safeguards that the
company may provide.
2. Repor ng Abuse:
The management must be prompt in its decision making whenever there is a mishap. The ways of
repor ng abuse must be made clear to the woman to ensure speedy remedy.

3. Maternity-related grievance:

Employers are required to no fy women entering the workforce in wri ng and electronically about the
maternity benefits provided under the Maternity Benefit Act.
The law permits women to work from home during their maternity leave if the nature of their work
permits it.
4. CCTV Cameras

Ensure that every sta on is equipped with CCTV cameras which are nowadays the most vital
component for inves ga ng sexual harassment cases.
5. Security Guards

Ensure that adequate amount of security guards are sta oned at strategic places so that any threat to
women’s safety can be nullified. Ensure that the women are informed about the various places where
the security guards are present.
6. Women’s Helpline:

Share a leaflet containing the Women’s helpline number/s and other important contacts.
7. Chain locks/latches

Provide women with chain locks and latches so that their luggage can be properly and securely kept
and to avoid any form of the .
8. Smoke Detector:
Inform the women about the loca on of smoke detectors inside the premises.

Providing these basic ameni es will ensure that the women enjoy comfortable accommoda on
without any fear.

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All forms of gender discrimina on, violence and inequality

The Sexual Harassment of Women at Workplace (Preven on, Prohibi on, and Redressal) Act, 2013
establishes a system for inves ga ng and redressing accusa ons of sexual harassment against women in
the workplace. It also gives protec ons against fraudulent or misleading charges.

The principal clauses of the Act impose the following obliga ons on employers in order to ensure a safe
workplace for women:

Ÿ Display penal consequences of sexual harassment

Ÿ Organize workshops and sensi za on programs

Ÿ Formulate an internal policy, charter, resolu on, declara on

Ÿ Form an ‘Internal Complaints Commi ee’ (ICC) where the number of employees is more than ten

Ÿ Provide necessary facili es to the commi ees

Ÿ Secure a endance of witnesses/respondent

Ÿ Monitor mely submission of commi ee reports

Ÿ Assist the woman in pursuing a criminal case if she so chooses

Ÿ Maintain confiden ality of the inquiry process. The Act lays down a penalty of Rs 5,000 (US$68) on
the person who has breached confiden ality

Ÿ With sexual harassment being a crime, employers are obligated to report offenses

To tackle the problem of sexual harassment at workplace, the Ministry of Corporate Affairs, through a
no fica on dated July 31, 2018, amended the Companies (Accounts) Rules 2014. The no fica on makes
it mandatory for private companies to disclose their compliance with the Act in their directors’ annual
report.

Furthermore, the Act places responsibility on the appropriate state government to no fy the district
officer for se ng up a Local Complaints Commi ee (LCC).

HR managers are on the front lines when it comes to changing cultural a tudes about sexual harassment.

Below are some best prac ces that HRs can develop to ensure safe work environment for women:

Ÿ Update the official employee handbook that outlines the procedure that will take place when sexual
harassment is being experienced at work. Include an unequivocal statement that sexual harassment
will not be tolerated.

Ÿ Give out a clear, simple, and easy-to-understand descrip on of what cons tutes harassing behaviour
or conduct, including examples of the types of behaviours that are considered harassing at the
workplace.

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Ÿ Implement training for all to include more focus on gender iden ty and sexual orienta on, and
emphasize gender neutrality regarding who may experience sexual harassment.

Ÿ Sensi ze male employees and reinforce confidence among women to come forward and file
complaints.

Ÿ Stay updated on employment law changes where their employees live or work. HRs must also u lize
professional associa ons, legal counsel and online resources to ensure that the company is
compliant and aware of exis ng and upcoming legisla ve changes related to employee rights.

Use Internal & External Communica on to Colleagues

It is o en said that one’s behaviour is the mirror to one’s character. Indeed, your behaviour speaks a lot
about the kind of person you are. Your educa onal degrees hold li le importance if you are not a well-
mannered person. You need to conduct well in almost every situa on whether you appear for a job
interview or pursue post-graduate degree, at your workplace or while dealing with your clients, in your
school/college or while a ending par es. Even at your home in front of your rela ves, it is your good
behaviour which counts the most. But behavioural e que e is something which cannot be forced on
anyone, it has to be cul vated and nurtured within oneself.

Showing compliant behavioural e que e towards women is very important.

What are the various instances where one can show such e que e? Let’s take a look:

Ÿ Before entering the room: You must always knock and ask for permission before entering. This is
perhaps the most basic e que e. You must ensure that the privacy of the woman is unharmed. So,
knock and take verbal permission before entering a room.

Ÿ Avoiding touch contact: You must always ensure that you do not intrude on the customer’s personal
space. This is not only unprofessional but also unhygienic. So try your best to avoid touch contact. If
absolutely necessary, ask for permission and then assist the customer.

Ÿ Using Abusive languages or gestures: This is the last thing a women/customer expects from you.
Ensure that you never use any foul language in front of the customer. Ensure that you don’t abuse
your colleagues in front of the guests.

Women are empowered by society and the law; some essen al rights that are universally applicable to
both sexes, but specifically for women, are as follows:

Ÿ Rights as a woman to dignity and respect, which entails that no man of any age is permi ed to make
sexual approaches, tease, or harass a woman.

Ÿ No one has the right to make women feel uncomfortable in the workplace, at home, on the streets, at
school, college, or at a social gathering.

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Ÿ Rights to physical and mental security: No one has the right to use physical force, to torture women
physically or psychologically, or to coerce women in any way, regardless of their rela onship to the
perpetrator.

Ÿ Complaint privilege: Women have the right to lodge a complaint when even the slightest of their
rights are abused. Take counsel and follow the correct course of ac on in such situa ons, regardless
of the individual's status as a superior, rela ve, or neighbourhood bully.

Ÿ Security rights as a woman employee according to Visakha rules for preven ng sexual harassment in
the workplace.

Ÿ Physical or emo onal violence against women is not a woman's inevitable fate, as is some mes
asserted. Dominant behaviour is neither a person's right nor a woman's des ny; therefore, it is
perfectly acceptable to complain about it.

A security procedure is a predetermined sequence of opera ons that accomplishes a certain security task
or func on. Typically, procedures are structured as a sequence of steps to be followed as a consistent and
recurring strategy or cycle to achieve a desired outcome.

Once adopted, security procedures give a specified set of steps for performing the organiza on's security
affairs, hence facilita ng training, process audi ng, and process improvement. Procedures give a star ng
point for adop ng the consistency required to reduce varia on in security procedures, hence enhancing
organiza on-wide security control.

An employer must ensure that the employees feel safe at all mes without being over threatened by the
security procedures and related environment.

7.2.3 Comply to PWD Inclusive Policies

How to maintain and provide a conducive work environment that is free from any harassment; facili es
and ameni es to PWD

The Indian Government respects the equality and therefore no discrimina on should be made on the
ground of disability. The Cons tu on guarantees all people, including those with disabili es, the right to
jus ce, freedom of thought, speech, belief, faith, and worship, equality of status and opportunity, and the
development of brotherhood. No disabled person may be required to pay taxes for the promo on and
maintenance of a specific religion or religious group. To enforce the same, the government has passed
laws to protect disables and their right to equality. The laws pertaining to disables are as follows:

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The Person with Disabili es Act, 1995

The Na onal Trust The Rehabilita on

Act, 1999 Council of India, 1992

The Mental Health Act,

1987

Fig 7.2.1 Acts Related to Disabili es

Improve through specifically designed recruitment prac ces, PWD friendly infrastructure, job roles,
etc.

The 2016 Act expands the term of 'disabled person' to include persons with disability, persons with
benchmark disability, and persons with disability and high support requirements. This inclusive concept
classifies 21 categories of disabili es as "specific disabili es."

The Act is applicable to both government and private establishments. According to the law, a private
establishment is a corpora on, firm, coopera ve or other society, associa ons, trust, agency, ins tu on,
organisa on, union, or other government-designated establishment.

The Act mandates that all organisa ons develop and publish an Equal Opportunity Policy. All types of
discrimina on against those with disabili es are forbidden, unless it can be demonstrated that such
discrimina on is propor onate and essen al for accomplishing legi mate ends.

The Act provides addi onal benefits for people with certain disabili es, including work openings in
government agencies, educa onal opportuni es, land distribu on, and poverty allevia on programmes,
among others.

To provide swi jus ce, special courts are established in each district to hear ma ers involving the
infringement of the rights of disabled individuals. The maximum penal es for viola ng the rights of
disabled people is $7,750 (Rs 500,000) and the maximum term of jail is five years.

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Use and advocate for appropriate verbal/nonverbal communica on, schemes and benefits of PWD

Although the majority of Act compliances apply only to government facili es, private establishments are
also subject to the Act and must adhere to the following requirements:

Ÿ Frame and publish an Equal Opportunity Policy on the organiza on's website or in a prominent
loca on inside the organiza on's premises. The Policy shall outline the accommoda ons and benefits
made available to disabled employees. In addi on, a copy of the Policy must be filed with the State
Commissioner.

Ÿ Establishments with more than 20 employees must appoint a Liaison Officer to monitor the
recruitment of handicapped individuals and the provision of specific facili es for them.

Ÿ Establishments must iden fy job openings that would be suitable for disabled candidates. In
establishments receiving government incen ves, a minimum of five percent of open posi ons must
be reserved for disabled individuals.

Ÿ The employer must ban unlawful discrimina on against disabled individuals in the workplace.

Ÿ The business must provide addi onal facili es or special advantages to disabled employees, such as
special leave and training programmes, to boost their accessibility.

Ÿ All establishments must adhere to the government-issued accessibility standards for disabled
individuals. The accessibility standards apply to infrastructure and communica on technology in the
workplace that must be accessible to impaired individuals.

Ÿ Every covered employer is required to maintain a record of its disabled personnel.

Summary

Ÿ Greenery within and around the office premises and other corporate environments helps not only to
enhance the décor of the workplace, but also has a posi ve impact on the produc vity of the
employees

Ÿ Plants in workplaces purify the air; they reduce the concentra on of CO2 (Carbon dioxide gas) and
other vola le organic compounds, keeping the air fresh and healthy

Ÿ External vegeta on moderates heat in and around office block in the summer me, pulling down heat
stress and decreasing the necessity for air-condi oning

Ÿ Green roofs and facades proliferate insula on or the absorp on capacity of heat, plumme ng
hea ng and cooling expenses

Ÿ Plants in and around office buildings release water vapour which moistens the air, dipping headaches

Ÿ Hazard is defined as a factor, which may cause harm to people and proper es alike, like electricity,
inflammable products, explosive material, corrosive chemical, using heavy ladders at workplace etc.

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Ÿ In order to take adequate precau onary measures against hazards, one needs to iden fy the hazards
commonly found in the workplace

Ÿ The Cons tu on of India applies uniformly to equality of opportunity for all ci zens (including every
legal ci zen of India, whether they are the disabled) in ma ers rela ng to employment or healthy or
disabled.

Ÿ The Sexual Harassment of Women at Workplace (Preven on, Prohibi on, and Redressal) Act, 2013
establishes a system for inves ga ng and redressing accusa ons of sexual harassment against
women in the workplace.

Ÿ The 2016 Act expands the term of 'disabled person' to include persons with disability, persons with
benchmark disability, and persons with disability and high support requirements.

Ac vi y
Ac vity 1

Energy Conserva on - Prepare a sample checklist and monitor

Ÿ This ac vity is in the form of “Prepare a sample checklist and monitor energy usage”

Ÿ This ac vity targets to make the trainees understand the op miza on of energy in the workplace

Ÿ The trainer will divide the class into three groups

Ÿ The trainer will dis nguish one par cular room for the case study

Ÿ Each group will be assigned with the following tasks

o Count the number of lights, fans and ACs in the case study room

o Note down the dura on of their usage

o Assess the proper usage and wastage

o Prepare a checklist to evaluate how to op mize the energy usage

o Submit a document furnishing observa ons

Ÿ The trainer will check the documents and declare the best group

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Ac vity 2

Waste management

Ÿ This ac vity is in the form of “Waste management”.

Ÿ The trainer will ask every trainee to prepare a sample hazard measurement checklist (as shown in
Unit 7.1.2).

Ÿ The trainees should assess the waste management system of the building.

Ÿ They should prepare a document on the exis ng waste management system and propose systems to
enhance it.

Ÿ They must be able to segregate between different types of waste and their treatment.

Ÿ On the merit of the document submi ed by the trainees, the trainer will announce the best reports

Ÿ The trainees who furnished best reports will be appreciated by the class.

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Exercise
A. Match the Followings:

Column A Column B
The Sexual Harassment of Women at Workplace (Preven on, Prohibi on and 1995
Redressal) Act

The Person with Disabili es Act 1992

The Mental Health Act 1999

The Rehabilita on Council of India 2013

The Na onal Trust Act 1987

B. Choose the Correct Answer from the Responses Given:

1. Which of the following op ons is incorrect?

a). Greenery absorbs heat and keep the office building cool

b). Greenery is mandatory as per the law enforced by government

c). Greenery enhances produc vity

2. IEA stands for -

a). Indian Energy Agency

b). Indian Energy Authority

c). Interna onal Energy Agency

3. Employers who fail to comply will be punished with a fine of up to -

a). INR 50,000

b). INR 5,00,000

c). Yet to determined

C. Answer the Following Ques ons

1. What are the basic steps of risk management?

2. Write down the key features of organiza on’s redressal mechanism regarding women safety.

3. What are the common sources of renewable energy?

4. What could be the possible outcomes of viola ng PWD policies?

5. Write down the steps of saving a person from electrocu on.

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Notes

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Annexure of QR Codes for Junior Software Developer

Page Video
Chapter No. Unit No. Topic No. QR Code Links QR Code (s) Duration
Chapter 1: Unit 2.1- Basic Basics of IT 36 h ps://www.youtube.com 00:02:33
Assist in of IT /watch?v=hRikWL3FUDw
Performing
So ware
Construc on
and So ware Basics of IT
Tes ng Entry-
level Tasks in Unit 2.6 - So ware Tes ng - 85 h ps://www.youtube.com 00:02:33
the It Services Tools and IT Services Industry /watch?v=2Teo7K8NXJc
Industry Software for
testing Entry
Level Tasks So ware Tes ng - IT
Services Industry

Chapter 3: Unit 3.2 - Work Ethics to 104 h ps://www.youtube.com 00:01:50

Manage Your Work Ethics follow in an /watch?v=bkRvBNQzOmo
Work to Meet to Follow in organiza on
Requirements
an
Organization Work Ethics to follow in
an organiza on

Chapter 4: Unit 4.2 - Significance of 118 h ps://www.youtube.com 00:02:35

Work Significance Healthy Team /watch?v=nYpMBBnB354
Effec vely of Healthy Bonding in Ideal
with Work Culture
Team
Colleagues
Bonding in
Significance of Healthy
Ideal Work Team Bonding in Ideal
Culture Work Culture

Chapter 5: Unit 5.2 - Evacua on 131 h ps://www.youtube.com 00:02:02

Maintain a Evacuation Procedures for /watch?v=x_IAR8GXf_k
Healthy, Safe Procedures Workers and
and Secure visitors
for Workers
Working Evacua on
and Visitors
Environment Procedures for
Workers and visitors

Unit 5.4 - Method of Health, 145 h ps://www.youtube.com 00:02:02

Health, Safety, and /watch?v=bsafBtbJmrk
Safety, and Accident Repor ng
Accident
Reporting Method of Health,
Procedures Safety, and Accident
Repor ng
and the
Importance
of These
 Participant Handbook

Page Video
Chapter No. Unit No. Topic No. QR Code Links QR Code (s) Duration
Chapter 6: Unit 6.2 - Rule Based Analysis 162 h ps://www.youtube.com 00:02:15
Workplace Follow the /watch?v=9CYabKjCx3U
Data Accurate
Management Process Fow
to Analyse
Data Rule Based Analysis
 Junior Software Developer

Notes
Par cipant Handbook
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Sector Skill Council Contact Details:
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