Daily companies based on information technology are facing a lot of issues and computing challenges due to the data management. There is the wide usage of cloud and mobility, and it is opening up new opportunities for that information technology companies to be more service centric and productive. The database is the hidden workhorse that many businesses’ IT systems, storing critical business intelligence and bearing out hundreds to thousand so transactions each day (Cheung et al., 1996). Many companies are storing their information on relational databases, and they anticipate taking advantage of the emerging technologies such as XML or object-based databases. Instead to discarding the previous RDB or building non-relational data on it, it becomes better to convert the old data and applications onto a new environment (Maatuk et al., 2008). However, the question that remains is which of the databases is the most appropriate to migrate? That is the reason there is a need for an integrated method that handles database migration for it to be a success.

The method of migration needs to assist in the selection of the most suitable databases when comparing the databases that are available in the market. It should allow the development of the required applications to provide the required functionality and high performance than the previous one (Vitthal et al., 2013). A canonical model can be useful in the intermediate stage of data conversion and schema from the input database to the various output targets. Many researchers have been researching on the database migrations while focusing on different areas. There are many assumptions in most of the literature that restrict the successful migration. For the migration to a new database to be successful, there is a need for further normalization to third normal form (Premerlani & Blaha, 1994). Many of the literature assume key-based conclusion dependency with key attribute consistencies while another assumption is that the design often initial schema is okay. In Kronsys, the migration has to take place seamlessly, and I will have to ensure the application of the best methodology while working with the company’s database managers and data administrators.

In that research, I will prefer the application of an integrated method for database migration that can preserve the semantics and structure of an existing relational database to generate ORDB/XML schemas. The method also provides an effective way of loading data into the target databases without the loss of unnecessary redundancies. The method is superior to many of the approaches proposed in many kinds of literature, and it leads to three types of databases including an object-oriented, relational database, and XML schema. The method also helps to exploit excellent feature provide to the target outputs. Because there is heterogeneity among the three data models provided as outputs, the method makes it possible to develop a canonical data model (Callan, 2006). That canonical data model is useful in bridging the semantic gap that exists between those data models and consequently facilitate the migration process. The canonical data model does preserve and enhance the target database’s integrity y constraints as well as the data semantics that fit in with the target database characteristics.

The integrated method will consist of three phases including semantic enrichment, schema conversion and data conversion (Maatuk et al., 008). The first phase produces a canonical data model that contains much of the relational database’s constraints and data semantics that did not have an explicit expression in it. There is then the mapping of the canonical data model obtained into the target schemas of the second phase. The third phase is where the conversion of the relational database data into its equivalent in the new database takes place. There should be early designing of the system architecture and implementing a prototype to demonstrate that process that should show the success of the whole process before the actual migration takes place. In a nutshell, the integrated database migration project should entail three phases including semantic enrichment, schema translation, and the data conversion (Topor & Tanaka, 1997).

The semantic enrichment of database migration is where the analysis of the RDB to understand its meaning and structure takes place. That means you make the hidden semantics explicit. For Kronsys, the semantics enrichment phase will involve the extraction of data semantics from the old database and then representing in relational schema format. After that, there will be the conversion of the data into a much enriched canonical model. The schema translation will involve the translation of the canonical model produced in the previous phase into its equivalent target schema (Maatuk et al., 2007). There is following of the necessary rules during the translation that are not in the scope of this paper. The data conversion as the last phase will entail the conversion of the existing database data onto the format required by the target schema. Te canonical data model created in the previous phase is useful in guiding the conversion process.

Proposal
The paper focuses on tracking the internship at Kronsys Inc. in database migration so as to ensure that the migration process takes place seamlessly, and there is no disruption of the business processes. During my internship, I will ensure that the migration task goes on according to the requirements of the business. I will also be in the requirement to explore various modules of the new database and integrate them to benefit the company business operations. While carrying out an internship in database migration at Kronsys Inc, the internship consists of various phases like orientation, training, gathering or understanding requirements, and testing and implements the changes. These phases have explanation below through iterations.

Iteration 1 Orientation
The orientation session helps in understanding the company and their culture. During orientation at Kronsys Inc., the primary goal will be to explore the company and understand its vision and the mission statement. I will also have a good understanding of the focus and key players of the company.

Iteration 2 Training
In this phase, Training on the database migration essentials and operations will have an explanation so as to understand clearly my role in the entire process. During training, there will be a brief introduction to the ethics and standards of the organization plus the provision of real time examples to work on before actually project assignment.

Iteration 3 gathering requirements
After the training, I will analyze the project and obtain a proper understanding of the requirements. There will be the understanding of the project and requirements for the changes through the data gathering process and after analyzing the requirements, I will identify changes and perform analysis on the proposed changes. Later in this phase, there will be making a decision on the changes and obtaining of approvals.

Iteration 4 Test and Implementation
In this phase, there will be finalizing of the database changes and applying them to the existing system and then proper testing of the new database will follow to check the functionality is working properly. The testing will also serve the purpose of finding out if other services are effective because of the change implemented.

High-level management plays a crucial role in ensuring the success of your aerospace QMS when implementing it utilizing AS9100 Rev D. Senior management must stay abreast of QMS process developments since they are the ones that understand your company’s strategic direction and wish to allocate resources to help you advance in that direction. A crucial step in achieving this in any firm, including aerospace, is the management review process.

How Does the Management Review Process Work in AS9100?

Clause 9.3 of AS9100 addresses the need for management review in the aerospace QMS. According to the management review process, the organization’s top management must regularly assess the QMS’s crucial outputs to make sure the resources are being used effectively and to identify any necessary modifications.

Internal Audit: Have audit results suggested that something needs to be changed? Do audits get completed on time? Have there been any recognized key issues or areas for improvement?
Possibilities for Improvement: Have any outside of the audit process been recognized as areas that could use planning?
Corrective Action: Have any process nonconformities been addressed by the corrective actions? Were any measures implemented successfully, and were the remedial actions completed on time?
Conformity of Goods, Services, and Processes: Which nonconformities in the product or service were discovered that might point to ongoing or consistent issues? Should goods or services undergo any changes? Do the QMS procedures function properly?
Customer Satisfaction: How successfully do we think we’re addressing our clients’ needs? An evaluation of our performance in terms of on-time delivery must also be part of this.
Sufficient Resources: Do the QMS’s processes have all the tools they require to perform as intended?
Clause 9.3.2 of AS9100 contains the minimal list of things that must be reviewed; however, the management team may add more items as needed. The management review’s recommendations should include taking appropriate action on any chances found to enhance the QMS and reallocating resources within the company as needed.

For What Reason Are Management Reviews Necessary?

Top management must regularly assess what is going on in the QMS to make sure it is meeting the needs of the organization. This evaluation is necessary to make sure that the resources are used effectively and that the company can meet the needs of all stakeholders who have an interest in the way it delivers its goods and services while also working to improve customer satisfaction.

The QMS aims to strengthen the organization and its procedures rather than only satisfy external demands. Consequently, senior management will establish and strategize to accomplish quality targets aimed at enhancing the performance aspects that are crucial to the organization’s triumph and enable it to fulfil its intended strategic course. An essential element in the success of the management review is this assessment of the organization’s capacity to meet quality targets and, consequently, identify areas for improvement for upcoming requirements.

How is a Management Review Carried Out in AS9100?

Although management review meetings are not a mandatory requirement of AS9100, they are a typical way for upper management to regularly evaluate the effectiveness of the QMS. For this kind of management review, you would gather all the information required for top management to evaluate, monitor the proceedings, and publish meeting minutes that detail the decisions taken. You can choose whatever format works best for your business for the data review and the minutes, just make sure nothing important is left out. For this reason, a lot of businesses employ a common management review package and record AS 9100 documents to ensure that the QMS is reviewed consistently.

If management meetings aren’t the most convenient way for you to examine the QMS, various approaches can be used to suit your needs. For senior management to decide what, if any, changes to the QMS are necessary, they must examine the key components of the system. You want to make sure that your QMS continuously satisfies your needs because it will require a lot of resources. The instrument for achieving this is the management review.

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