A Case Study on Infosys Technologies Ltd,

 

The authors state that the importance of alignment has been well known and documented since the late 1970’s and the importance of alignment grows as companies strive to link businesses and technology in light of dynamic business strategies and continuously evolving technologies.

While alignment is discussed extensively from a theoretical point of view the author says that there is no empirical evidence regarding the appropriate route for aligning business and IT strategies. As alignment of an IT strategy with their business is the fundamental principle that has been advocated form time to time.(Refer # Figure - 2)

According to the author, business IT alignment, IT is applied in an appropriate and timely way, in harmony and collaboration with business needs, goals and strategies. The terms such as “harmony”, “linkage”, “fusion”, “fit”, “match” and “integration” are often used synonymously with the term “alignment”.

According to Jerry Luftman, Hunter Muller (July 2005), The Efficiency of an IT project lies in how a business modifies its processes to take advantage of new technologies to meet its goals. Companies can maximize the total value of IT ownership with good portfolio management and governance, so the focus should be on companywide returns making TCO an important aspect in the process of aligning the company’s Business Strategy to IT.  (Refer # Figure’s - 3 & 4)

Luftman, Bullen, Liao, Nash and Neumann ( 2004, pp. 89 – 90 ) discuss a Six-Step process to asses Strategic Alignment. (Refer # Figure – 1)

# Figure – 1 –  Strategic Alignment as a Process.

 

# “Source: Deb Sledgianowski, Jerry Luftman (April-June 2005)”

---

# Figure - 2 – Luftman’s Theory on Top-10 Concerns of Organizations

# “Source: Jerry Luftman (December, 2003); Measure your Business-IT Alignment”

 

# Figure – 3 – Luftman & Hunter ( July 2005 ) Theory on IT-Portfolio Assessment.

#”Source: Jerry Luftman, Hunter Muller (July 2005), Optimize”

 

# Figure - 4 – Luftman, Hunter ( July 2005 ), On Value Management.

#”Source: Jerry Luftman, Hunter Muller (July 2005), Optimize”

 

According to Kenneth J. Sousa, Laurie E MacDonald, Kenneth T Fougere (September / October 2005) Computer Security is a major issue. The importance of computer security has grown in tandem with the business development and the IT infrastructure development, the internet has emerged as a new era in communication and data transfer which are very critical for any business in today’s global environment. This has put more emphasis for companies to pressure high security standards earlier security was focused on employees and safeguards but now a system administrator must be concerned with outside threats that may occur via the internet. (Refer # Appendix - 1)

(Continued from page 10)

According to Rockart, Earl and Ross (1996), Communication is a very important component in todays businesses they further Suggest that communication ensures that business and IT capabilities are integrated into the business effectively.

Luftman, Papp and Brier (1999), have reported that IT understanding the business was considered by senior executives to be one of the top three enablers of alignment.

Reich and Benbasat (2000) have found that shared knowledge of business, IT and communication between IT and business managers positively influence alignment. The areas that comprise the Communications component are:

1. Mutual Understanding of IT and Business Environments
2. Inter / Intra-Organizational Learning
3. Communication protocol rigidity
4. Knowledge Sharing
5. Liaison breadth / effectiveness

According to Jerry Luftman and Tom Brier (1999), IT governance addresses how to prioritize and select projects and how to appropriately allocate IT resources e.g, staff, budget ect.

Henderson, Venkatraman, Oldach (1996), Luftman (1996), say that governance is the choice organizations make when allocating decision rights for IT activities such as selecting and prioritizing projects, assuming ownership of technology and controlling budgets and IT investments.

(Continued from page 11)

The areas that comprise Governance component are;

1. Pervasiveness of business strategic planning with IT involvement
2. Pervasiveness of IT strategic planning with business involvement
3. Structure of the IT Organization
4. IT budgeting
5. IT Investment Management
6. Frequency, Formality and effectiveness of steering commitments
7. Integration of Project Prioritization

4.0        Industry Overview

Outsourcing

Outsourcing is a process through which companies leverage on countries providing cheaper labor with high intellectual expertise. But in today's Global scenario, IT has become the backbone of businesses worldwide and 'outsourcing' is the process through which these companies can concentrate on their core competencies by offloading their non-competent work to Outsourcing Service Providers.

Outsourcing Models

According to Manish Subramanian and Rohini Williams, the most common outsourcing models used in the industry are illustrated in Table 1.

# Table – 1 – Most Common Outsourcing Models Used By Companies Worldwide

# “Source: Outsourcing Models;  

5.0        Company Background

INFOSYS History

Infosys was founded by  and six others in the year 1981, with an investment of US $250.  In  it was rated "Best Employer in India" by , Infosys won the Global MAKE (Most Admired Knowledge Enterprises) award, for the years 2003, 2004 and 2005, being the only Indian company to win this award and is inducted into the Global Hall of Fame.

 

About INFOSYS

Infosys is a world leader in providing consulting and information technology services to the finest organizations in the world, it partners with Global 2000 companies to provide business consulting, systems integration, application development, and product engineering services using its ODC’s.

Clients leverage on Infosys’s “Global Delivery Model” which the company pioneered, to achieve higher quality business-IT alignment, and rapid time-to-market solutions at affordable prices.

Infosys and its subsidiaries employ over 80,501 professionals (as of September 30, 2007). Its annual revenues for the fiscal year 2006-2007, exceeded US$3.1 billion with a market capitalization of over US$30 billion (Refer # Figure - 5).

Infosys takes pride in building strategic long-term client relationships. According to Infosys report, 95% of their revenues come from existing customers.

(Continued from page 14)

# Figure – 5 - Infosys Revenue Growth from “1999 to 2007”.

# “Source: Corporate Fast Facts; ”

(Continued from page 15)

Vision

“To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people."

Mission

"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large."

Values

According to Infosys the values that drive them are:

• Customer Delight

        To surpass customer expectations consistently

• Leadership by Example

        To set standards in our business and transactions and be an exemplar for the industry and         ourselves

• Integrity and Transparency

        To be ethical, sincere and open in all our transactions

• Fairness

        To be objective and transaction-oriented, and thereby earn trust and respect

• Pursuit of Excellence

        To strive relentlessly, constantly improve ourselves, our teams, our services, and products to         become the best

Objective

Infosys’s core objective is to become the best-of-the-breed consulting services company in the world by using its experience in offshore consulting business. Its Core Business Objectives are described in “# Figure – 6”.

(Continued from page 16)

# Figure – 6 – Core Business Objectives.

# “Source: Infosys, Annual Report 2005 – 2006”

5.1                Business Model

Infosys’s business model is based on Off-shoring, and with Off-shoring now becoming a norm rather than an exception, the GDM pioneered by Infosys, remains the tried and tested service delivery platform of the company and thus Infosys continues to address the need to aggressively grow with managing its risk. The confidence in their PSPD (Predictability, Sustainability, Profitability and De-risking) model represents a comprehensive framework for intelligently managing their business. The Core Business processes of the company with their advantages are shown below. (Refer # Figure 7)

(Continued from page 17)

# Figure 7 – Infosys Business Process

# “Source: Corporate Fast Facts; ”

5.2                Business Strategy

According to Infosys “When it's night time for you, it's daytime for someone on the other side of the world”. This is the simplest and most comprehensive idea behind Infosys GDM.

Global delivery is the process of breaking projects down into their logical components and then distributing those components to locations (Onsite, Nearshore, or Offshore) where they can be delivered at maximum value. Infosys with its global footprint of Captive Development Centres had leveraged using its model. (Refer # Figure 8)

(Continued from page 18)

According to Infosys, this approach cuts project costs by 30%. It also speeds up time to market, as teams around the world create a 24-hour workday for the company.

Infosys believes that their highly evolved GDM represents a key competitive advantage to them. Over the past decade, Infosys have developed their processes, infrastructure and systems, and have refined their GDM to effectively integrate onsite and offshore technology services as to address the changing industry dynamics and client requirements.

# Figure – 8 - General Diagrammatical GDM Approach

(Continued from page 19)

Through these services, Infosys enables its clients to fully exploit technology for business transformation, addressing business challenges across different horizontal applications and target vertical industries, its solutions cover a wide range of business areas including e-commerce and e-business enabling, warehouse and inventory management, and customer management for vertical industries including financial services, insurance, retail telecommunication, utilities and manufacturing.

I have used the SAM Model from Luftman and Brier’s theory to assess the company’s Business-IT alignment. (Refer # Figure – 9)

The Below discussed Processes are the core processes through which Infosys attains its IT Alignment With its Business Strategies, it further shows us how the company is delivering its business to its global clientele and also puts light on its internal infrastructure on how its internal IS is linked to its business Objective.

# Figure – 9 – Streategic Alignement Model.

# “Source: http://www.allstream.com/images/services/SIS_diagram2_Eng.gif”

6.0        Strategic Integration

6.1                GDM Infosys

Infosys GDM consists of 6, key Business and IT components. The key components of GDM are as follows:

6.1.1        

Infosys robust process-orientation helps it deliver solutions from multiple locations. These processes are defined with clear ownership using the Entry, Task, Verification, Exit (ETVX) paradigm and clearly defined roles and responsibilities.

Infosys has continuously benchmarked its processes against world-class standards and models such as ISO 9001-TickIT, SEI-CMM / CMMI, ISO 20000, ISO 27000, AS 9100, TL 9000 and ISO 14001.

# Figure – 10 – Process Structure

# “Source: ”

6.1.2        

Infosys Practices the best Quality standards in the Industry.

6.1.3         

Infosys’ practice project management philosophy is bolstered by the use of robust tools. The Company keeps the largest and most complex projects on track with the following tools:

• Integrated Project Management (IPM)

IPM is Infosys’ web-based tool for engagement management. It facilitates efficient and effective project management and addresses the functionality of a typical professional services automation framework. IPM supports Infosys’ global delivery model and SEI CMM level 5 processes.

• InFlux™

InFlux™ is Infosys’ methodology for defining effective IT solutions for enterprise initiatives. It provides a business-process view for any IT initiative to understand the impact of IT on specific processes. Its framework is based on the digital concept of an extended organization that includes suppliers, customers, and partners – to study the roles of different entities, various systems and their working.

• PRISM

Project Reviews by Infosys Senior Management (PRISM) is a web-based Intranet tool to automate the workflow for reviews, in line with engagement schedules and plans. This review mechanism with the help of the PRISM tool offers better visibility into engagement risks for the client as well as for Infosys.

6.1.4         

The Companies Knowledge Management Services help customers/clients to assess their needs, evaluate technologies and recommend solutions. The key process of Infosys under Knowledge Management Services is as follows.

• Business Process Management - Enterprise Application Integration

Infosys Business Process Management - Enterprise Application Integration (BPM-EAI) practice enables organizations to seamlessly operate business processes by integrating the underlying applications, thereby facilitating real-time information sharing.

(Continued from page 22)

The company has a high experience in a range of BPM-EAI products such as BEA, Fujitsu iBPM, IBM WBI, Microsoft Biztalk, Oracle Middleware Suite, Pega PRPC, SAP XI, Savvion, TIBCO, Vitria and webMethods (now Software AG).  Infosys has strategic alliances with leading product vendors such as Microsoft, Oracle, SAP, Software AG and TIBCO.

The companies collaborative approach provides the domain and technology skills that enable business objective-driven integration solutions.

6.1.5        Program Management

Infosys’ project management processes are aided by practices in line with the SEI CMM Level 5. These processes address key aspects of a project across the project life cycle, including:

• Project planning
• Project monitoring, reporting procedure and review mechanisms
• Project risk management
• Configuration management
• Change management
• Issue escalation and resolution
• Intra-engagement communication with client managers

At the outset of every engagement, Infosys' robust project planning and estimation processes delineate all aspects of the project, including:

• Project profile
• Project processes related to life-cycle, change management, requirements traceability, process tailoring, etc.
• Deliverables and effort estimates
• Goals and milestones
• Project tracking: Tasks, issues, quality, client feedback, reviews, reporting, escalation
• Defect estimates and defect prevention
• Project team roles, skills, key personnel, training
• Risks and mitigation plan

(Continued from page 23)

The project management and project quality processes in Infosys is strengthened by the use of a variety of custom-built as well as third party tools.

6.1.6        Risk Mitigation

• Infrastructure

• Well-defined Business Continuity and Disaster Recovery Plans at organization and client level
• Global de-risked development centers
• State-of-the-art fail-safe network connectivity with multiple fall-back options
• Interoperability to ensure seamless relocation
• Locations far away from potentially conflict-ridden zones
• Fully equipped Offsite Disaster Recovery Facility in Mauritius

• Security

• Stringent physical security and network security
• Secure Human Resources practices
• Regular external audits to ensure compliance and cover blind spots

• Confidentiality and Privacy

• Access restrictions and controls for all Information Assets
• Context-dependent security measures including physical isolation of projects, if needed
• Legal agreements with employees to ensure compliance
• Agreements under relevant jurisdiction for the client

• People

• Built-in redundancies for key personnel
• Back-up of project artifacts and experiential repositories

7.0        Functional Integration

7.1                Organizations Infrastructure And                         Processes

Infosys has the best organizational infrastructure and follows the best practices in the industry, it also adopted organization wide simple planning to reduce overall costs and advances connectivity processes for all its key employees to stay connected which will not only reduce turn around costs but also efficient and timely solutions to its clients . Figure No – 11, describes the organizational structure.

Human Resources / Skills

Company has adapted competitive and attractive policies to recruit, train and career development of employees. Clearly defined processes were implemented in all the above aspects. They also provide attractive compensation and Employee Stock Options along with measurable performance rewards program.

# Figure – 11 – Organization Structure of Infosys.

  #“Source: Infosys Technologies LTD; Annual Report (2005-06)”

7.2                IT Infrastructure and Processes

Infosys Transformation from Client server architecture to Enterprise IT architecture had expanded manifold, leading to a rapid scale-up of its IT infrastructure in order to meet the emergent business needs and IT Alignment with their clients.

Infosys studied existing and emerging technologies, platforms and methodologies in the maturing IT industry, and decided to follow an IT strategy that would promote a scalable, layered and modular IT architecture keeping in mind its existing capabilities and the future requirements. Different architectural aspects (refer # Figure 12 & 13) considered by the IS team were:

• Application architecture
• User experience architecture
• Data architecture
• Security architecture
• Application management architecture

# Figure – 12 - Scalable layered IT architecture promoted by the Infosys IS department.

# “Source: IS Department, Infosys Technologies Ltd

(Continued from page 27)

# Figure – 13 - The relationship among different IT architectural aspects of Infosys.

# “Source: IS Department, Infosys Technologies Ltd

7.2.1        Application Architecture

Infosys has come to have a fairly diverse technology platform ranging from Microsoft technologies, J2EE, Open Source and COTS Enterprise Application products. Infosys’ enterprise IT application footprint has the entire set of applications roughly partitioned into two portions.

First, the COTS enabled enterprise application (for example, SAP modules for HR, Finance, Materials Management, etc,) supported by its own database architecture.

Second, the portfolio of in-house developed IT applications which support different core business processes of Infosys (such as client management, employee management, project management, etc.) that run against individual database schemas.

There are connectors between the SAP applications and the in-house built IT application portfolio of Infosys. These connectors enabled exchange of data among these applications, which share quite a few business data entities such as employee records, client billing details, etc.

(Continued from page 28)

7.2.2        User Experience Architecture

The Enterprise Architecture initiative set objectives that aimed at imparting a standard look and feel and navigation across applications, a unified view of workflow through a similar and simple user interface (leading to enhanced work efficiency), efficient offline and mobile modes of operation, increased customization features, and so on. Another key objective is to enhance the productivity of the IT staff and reduction of application development time by creating re-usable UI components. The user experience architecture also focused on enabling a smooth and simple user experience while interacting with the in-house applications. (Refer # Figure – 14 & 15)

# Figure – 14 - A Sample of Infosys’s IT components across the Enterprise IT Architecture stack. 

# “Source: IS Department, Infosys Technologies Ltd

# Figure – 15 - The legacy and present enterprise data architecture at Infosys.

# “Source: IS Department, Infosys Technologies Ltd

7.2.3        Data Architecture

 Infosys also has a sophisticated infrastructure for analytical processing of data (Refer # Figure 16) that is being pulled out of its various data stores. This led to the creation of separate BI infrastructure, which had a degree of synchronization and latency with respect to the data in the OLTP databases. This provided the slicing and dicing, trend analysis capabilities to its users. The general MIS reporting is run against a separate reporting environment hosted on a SAN infrastructure (please refer to Appendix – 3). The IS team also designed an application mining utility which gave all application level inter-dependencies between various application/data components with similar components. This was a key step towards Metadata management.

(Contunued from page 30)

# Figure – 16 - BI environment high-level architecture.

# “Source: IS Department, Infosys Technologies Ltd

7.2.4        Security Architecture

As part of the security architecture initiatives, exhaustive secure coding standards, guidelines and security vulnerability testing techniques were adopted to overcome security threats in web-based applications. Auditing of various transactions are done using in-house applications which forms another common service or feature that is ubiquitous among most IT applications at Infosys.

(Contunued from page 31)

7.2.5        Application Management Architecture

The current application architecture at Infosys is predominantly Web-based extending its services over the Intranet, Extranet and the Internet.

8.0        Governance Mechanism

8.1                Enterprise IT Architecture                                        Governance

The IS team in Infosys follows a clearly defined Enterprise IT Architecture governance process with clear entry and exit criteria for each stage and activity. The governance team reviews the artifacts and ensures compliance to the set of guidelines and architectural prescriptions. The IS team works closely with the central security architecture team which sign offs on security compliance requirements before releasing any application to the production environment. It also has an elaborate process for release of any new IT application across the enterprise. The release audit checks for the process and security compliance, and compliance to non-functional requirements like UI standards, architectural prescriptions, etc. before allowing the application to be released to production

8.2                Corporate Governance

Infosys continues to be a pioneer in benchmarking their corporate governance policies with the best in the world. Its efforts are widely recognized by investors in India and abroad.

They have undergone the Corporate Governance audit by ICRA and CRISIL. ICRA has rated the company’s corporate governance practices at CGR 1. CRISIL has assigned “CRISIL GVC Level 1” ratings to Infosys. (Refer # Figure 17)

(Continued from page 32)

# Figure – 17 - Governance compliance checks in Infosys.

 

#”Source: Sohrab Kakalia, Vice President, Principal Architect and Head of Technology Consulting, Infosys Technologies Limited”

9.0        Value Chain Framwork of                                 Infosys

Infosys experience in using the IT Effectiveness framework with clients has rewarded both tangible and intangible benefits. The structured approach ensures that there are no “blind spots” for the client. The IT Effectiveness framework not only helps formalizing hypotheses that address the root causes for poor performance but also provides a base for identifying initiatives that eliminates the root causes. The initiatives identified are balanced across the organization, application, delivery and infrastructure aspects, which are the building blocks of an effective IT function. IT effectiveness framework not only identifies areas for application consolidation but also put together a rigorous business case framework that helps prioritize current and future IT projects. Last but not the least, organization skills and rightsizing opportunities are identified and justified using the IT effectiveness approach. Thus IT Effectiveness helps to wrap experience with the formalism that helps the company better understand the IT function.(Refer # Figure – 18)

(Continued from page 33)

# Figure – 18 - IT Effectiveness Framework In Infosys.

# “Source: Infosys Research; Improving Effectiveness of the IT Function; Infosys.com”

10.0        Findings from Research

In Infosys Quality covers all the processes, interfaces and outputs, in management, core and support process this helps the company deliver long-term excellence, and ultimately, predictability of returns, through the Global Delivery Model (GDM) to all its stakeholders.(Please refer to Appendix – 2, for the interview)

Infosys emphasizes on "Execution Excellence" through continuous productivity improvement. It has continuously benchmarked its processes against world-class standards and models such as ISO 9001-TickIT, SEI-CMM / CMMI ect.

Infosys’s process performance has been benchmarked and has emerged as a better performer than its competitors in the industry.

11.0        Inhibitors for Alignment

• Frequent Changes in Employees

Frequent changes in teams as a result of better offers from its competitors might result in delays for project deliverables.

 

• Engagement issues

Difficulty in communicating with the outsourcer is usually cited by organizations that are considering offshore outsourcing as the most significant barrier or challenge. For, example communication with Indian vendors, is only a linguistic issue, and In fact it is also a logistical and cultural hurdle.

• Currency fluctuation

Offshore markets tend to be less secure and present the greatest risks arising from currency fluctuation. This will result in deviation in meeting the strategic objectives of the company as a result of reduction in revenue.

12.0        Recommendations

• Frequent Changes in Employees

My recommendation to overcome this issue would be to offer frequent training both in domain complicities and latest technologies together with long term carrier plans. This way, employees feel satisfied and updated with the current market requirements which in turn help the company to retain them.

• Engagement issues

This can be addressed in two ways.

By having frequent dialogs with the client and developing an in-house competency incubation centres where in the key employees are given training to meet the Offshore vendor needs.  

Promote programs to build relationships, as well as bridge gaps across the culture.

(Continued from page 35)

• Currency fluctuation

This can be addressed in two ways.

Company using effective hedging practices.

Negotiate with clients to compensate its currency fluctuation losses.

13.0        Conclusion

Infosys is a global leader in IT and ITES services. It has already attained many levels of alignment and it has achieved ISO 9001 certification. Infosys is also a Six Sigma evaluator in its business. As far as the Business IT Alignment is concerned, Infosys is already a CMM level 5 Company. By continuing the best practices it adapted, and by timely governance policies the company should sustain its alignment between business and IT which will give competitive advantage in the marketplace.

Word Count: 4,075.

14.0        References

1. About Us,  (n.d), Retrived on 25th December from, <http://www.infosys.com/about/who-we-are/default.asp>.
2. Business Week, Infosys, (n.d), Retrived on 25th December from, <>.
3. Bettis Richard A, Bradley Stephen P, Hamel Gary February, 1992, ‘Outsourcing and industrial Decline’; Academy of Management Executive; Volume No 6, Issue No 1, pg. 7. Retrieved on December 20th from ProQuest database. Database.
4. Corporate Fast Facts,(n.d), Viewed on 25th December from, <www.infosys.com>.
5. Crossing milestones: India’s IT-BPO industry comes of age, NASSCOM Newsline Issue No. 69, July 2007, Viewed on 26th December from, <www.nasscom.in>.
6. Deb Sledgianowski, Jerry Luftman (April-June 2005), ‘IT-Business Strategic Alignment Maturity: A Case Study’; Journal of Cases on Information Technology; Volume No 7, Issue No 2, pg. 102. Retrieved on December 20th from ProQuest database. Database.
7. Eastwood, G 2005, The Offshore and Nearshore Outsourcing Outlook, viewed 22 December 2007, <>
8. Global Delivery Model, (n.d), Viewed on 25th December from, <>.
9. Global Delivery, Infosys Consulting (n.d), Viewed on 25th December from, <www.http://www.infosysconsulting.com/global_delivery.htm>.
10. Hamel, G  2000, Leading The Revolution, Harvard Business School Press, Boston.
11. IS Department, Infosys Technologies Ltd., Bangalore, (n.d), Retrived on 25th December from, <http://www.infosys.com>.
12. Infosys Annual Report 2002-03, 2005-06, viewed on 25th December from, <www.infosys.com>.
13. Infosys, (n.d), Viewed on 25th December from, <http://en.wikipedia.org/wiki/Infosys>.

(Continued from page 37)

14. Kenneth J Sousa, Laurie E MacDonald, Kenneth T Fougere September/October 2005, ‘Computer Security in the Introductory Business Information Systems Course: An Exploratory Study of Textbook Coverage’; Journal of Education for Business; Volume No 81, Issue No 1, pg. 15. Retrieved on December 11th from ProQuest database. Database.
15. Luftman Jerry, Hunter Muller July 2005, ‘Total Value Of Ownership: A New Model’; Financial Management; Volume No 4, Issue No 7, pg. 51. Retrieved on December 20th from ProQuest database. Database.
16. Luftman Jerry December, 2003, ‘Measure your Business-IT Alignment’; Business Management; Optimize; ABI / INFOM Global, pg. 76. Retrieved on December 11th from ProQuest database. Database.
17. Luftman Jerry, Tom Brier 1999, ‘Achieving and Sustaining Business-IT Alignment’; California Management Review; ABI / INFOM Global, Volume No 42, Issue No 1, pg. 109. Retrieved on November 12th from ProQuest database. Database.
18. Outsourcing Models: Aligning Sourcing Strategy to Business Objectives, Manish Subramanian, Rohini Williams (n.d), viewed on 22nd December from, <www.infosys.com>.
19. Ravi Mani, Vishwanath Shenoy and Dayasindhu N September, 2005, Improving Effectiveness of

the IT Function, Viewed on 25th December from, <www.infosys.com>.   

20. Sohrab Kakalia, Vice President, Principal Architect and Head of Technology Consulting, Infosys Technologies Limited, (n.d), Viewed on 25th December from, ‘www.infosys.com’.

 

# Appendix – 1 – Key Security Categories.

# “Source: Kenneth J Sousa; Laurie E MacDonald; Kenneth T Fougere (Sep/Oct 2005)”

# Appendix – 2 - Interview With Infosys Employee

Interview No 1.

“Vasanth”                        :        “Mr. Srinivasan Sampath”.

• Name                                :        “Mr. Srinivasan Sampath”
• Company                        :        “Infosys BPO LTD, Bangalore. [Ex-Employee]”
• Designation                        :        “Team Lead”
• Years of Industry

Experience                        :        “5 Years”

• Years of

Experience in

Infosys BPO                        :        “2 Years”

• Team Handled                        :        “15 Members”

• Vasanth “Can you tell me about one project you handled as an Example?”
• Srinivasan Sampath “Ok” on Mortgage Services

• Project Title                        :        “Loss Analysis”        
• Project Scope                        :        “Analyze the loss incurred by the bank by mortgaging”.
• Client                                :        “Confidential”
• Location of the

Client                                :        “USA”

• Connectivity

 to the client                        :        “Citrix Meta Frame {Mainframe} – Through RSA Token”.

• Technologies Used for

Client connectivity                :        “On Clients Server- Confidential”

• Security                                
• Physical                        :        “Access Card “Only to the employees on the project”
• Virtual                        :        “Login through Password”- access restricted to the                                                 concerned inaugural”.

(Continued from page 40)

• Criticality of the Project                :        “Based on time “One Month” for this project”.
• Performance Measurements        :        “Quality Check done by the clients”.
• Any Incentive Paid?                :        “Bonus points for the toper in the process, which is                                                         redeemable to cash in the company”.
• Team Skills                        :        “Analytical Skills”.
• S/W Skills                        :        “MS Office”.
• Did you have employee

Attrition problems

In your team?                        :        Yes “Due to better prospects from other companies”

• If so how did you

Handle IT                        :        “Make them understand their growth in the company.                                                 Personal counseling by team lead and / or Process                                                         Manager.”

• Can you tell me something

About your GDM                        :        “No Idea” as it is related to Infosys Technologies LTD.

• Any Hindrances                        :        Learning Curve. “Is more compared to other processes”.
• Why Infosys?                        :        “Because it is a good place to work”
• Ware you happy with Infosys?        :        “Yes”
• Will you join Infosys

Again if future?                        :        “Depends up on the offer”

# Appendix – 3 – SAN Architecture in Infosys

# “Source: ”