A PRESENTATION ON INFOSYS COMPANY AS SUBMISSION IN SUBJECT P.O.

M To Vishal sir BYMBA-I semester NEHA PATEL (ROLL NO-35) & MONALISHA TANDEL (ROLL NO-13)

BANGLORE INFOSYS

MYSORE INFOSYS

Mr. Narayan Murthy started infosys company

 Mr. Narayan Murthy started infosys company.

Present market capitalization of Rs. 60,000 crores

Infosys started with Rs.10, 000.

Narayan murthy is a visionary who applied his

leadership skills to built one of the biggest IT company in India.

Infosys Branches are also at Bangalore,

Bhubaneshwar,Chennai,Jaipur, Mysore,Chandigarh, Mumbai ,Delhi,Gurgaon,Pune.

Also in abroad like America,Australia, Middle East

Africa, Europe,

Infosys Operates from 17 countries and 47 major cities

Spread over 30 countries
Eastern Europe Czech Republic Center CANADA 1 Development Center Mainland EUROPE U.K. 1 Development Center 1 Office 7 Offices Multi-lingual BPO Capability CHINA Technology Development Center 250 Seats Capacity Plans to expand to a 2000 seat capacity across multiple cities in China

100 Seats - Executive Committee Planning on expansion

North America 6,000+

Europe 3000+
INDIA 9 Development Centers 2 Offices UAE 1 Office

JAPAN USA 3 Development Centers 9 Offices MAURITIUS 1 Office

Technology Development Center and BCP/DR Site

1500 capacity for DR. Close to 100 employees currently

India & Mauritius 35,000+

Asia Pacific 1100+

AUSTRALIA 1 Development Center 1 Offices

Key Strategic Investments

Plans for 1000 more employees

INFOSYS WORK ON

Planning:
Selecting mission and objectives as well as the actions to

achieve them, which requires decision making.

It is the way to achieve strategic goals.

Action plan states :What actions are going to be taken By whom During what time frame With what expected result It serves as link between strategy formulation and evaluation

and control. What needs to be done differently. It helps in appraisal of performance and identification of remedial action.

Building Tomorrow's QA Enterprise

IT industry has been experiencing a continuous churn during

the last few years. Enhanced levels of regulatory compliance, ecommerce, mobility, Agile technologies, software as a service (SaaS), cloud, geographically distributed IT organizations, multi-tier applications targeting multiple devices all of these constitute a major portion of any organization's technology strategy today.
These factors have made testing a mission-critical, highly

complex and time-consuming activity. In order to keep pace with ongoing change, QA organizations are constantly innovating to find newer solutions, technologies and methodologies that can help them ensure higher application quality at minimum business risk and with maximum business impact to the organization.

Key challenges
Return on investment: There is an increasing pressure on QA

organizations to build efficiencies and demonstrate return on investment (ROI) from their testing spends.

Reduced time-to-market: With businesses defining timelines for

faster go-to-market, there is increased focus on optimizing test lifecycles for applications being developed.
Enhanced performance: With the enhanced role of IT in

business growth, testing plays a key role in ensuring that applications are up and running at all times.
Impact of new technologies: With ever-growing complexity due

to the influx of new technologies (such as SOA, mobile and cloud), QA has to adapt itself to the changing paradigm. ensure that applications conform to the new norms.

Regulatory compliance: Changing regulations require testing to

Project Planning and Tracking :

Ensuring that the different milestones of projects are

successfully completed and delivered to the customer is a managers responsibility; along with that they also need to ensure that the client is billed for the work delivered and that the (net profit) margins accruing to the organization are on target.
Tools for time and effort tracking including time entry,

tracking schedules and milestone can either be custom built or acquired commercially off the shelf. There are several project tracking tools in the market including products like Microsoft Project, etc.

Organizing :
Establishing an intentional structure of roles for people to fill

in an organization.

Contract Management: Service companies depend on

market intelligence and experiences to help win contracts and bids. In order to manage large portfolios of projects they need sophisticated tools to manage project proposals, opportunities and the workflow involved in such activities. Client organizations also integrate sophisticated contract management software into their financial reporting and management systems.

Tools for Managing Communication, Workflow etc.: The

key challenge in managing projects is in ensuring consistent, clear communication across the organization and teams onsite and offshore.Emails, instant messengers, blogs and other internet based tools have gained popularity during the past few years. Responsible use of such tools is a key management imperative. Templates and Historical Data: Large organizations have an extensive collection of templates for requirement gathering and for the other aspects of the software Life Cycle. Mature organizations also build an extensive repository of historic data based on the experiences of their consultants. Such historic data helps in planning, forecasting and in developing solutions faster and better.

Quality Assurance: Automated testing, validation and verification tools can aid productivity and help deliver quality code. Tools can also aid in bug reporting, defect tracking, issue tracking, scripting and test automation. Configuration and code management, version and source control is another area of opportunity for the adoption of right tools.

Globalization and Cross Cultural Management: Managing globalized IT projects needs an awareness of trends in the global marketplace with a grounding in managing cross cultural aspects of geographically dispersed teams. We will examine aspects of team management in global settings in further detail later in the book.

Staffing:
and keeping filled, the positions in the organization structure.
Filling

Project Management Skills: Global IT managers are first Project Managers since they deal with projects and programs that in turn form a part of the overall offshoring and globalization strategy. In the previous section, we examined some of the key inputs for global project management including the general body of knowledge, organizational practices and tools, experience and knowledge and globalization and
cultural awareness.

Strong Communication Skills: Managers spend a lot of

time communicating with their team members, across teams and vertically with senior management reporting status and ensuring sponsorship. The need for a global manager to possess strong written and oral communication cannot be understated. Technical and Domain Knowledge: A good part of a manager s job involves managing aspects pertaining to communication across and outside teams. Knowledge of the technologies and business problems acquires a greater significance in a globalization context where impediments like time, culture, language and accents can creep into communication; if the manager can at least assert a common ground in terms of the technologies and business domains, the process of communication will be more streamlined.

Open to Travel: Travel across geographies is an essential aspect of managing

global teams. A manager may be expected to spend considerable time on the road to ensure face timewith teams. The manager should also facilitate travel of team members and be on top of other logistics including being updated on visa regulations, travel advisories, guidelines and governmental regulations etc. Interestingly, motivating techies to travel is a topic that I covered in a column of mine.
Cultural Sensitivity: Global managers need to have a good understanding of

the aspects of cultural differences and subleties of communicating across cultures. This is a significant area of focus since the success of communication in a global context will hinge on the rapport between parties communi- cating; and such a rapport will flow from mutual understanding of the individuals who may be from different ethnic,cultural and regional backgrounds. Managers can draw on many sources of information including international business management practices while preparing themselves to manage globalized teams.

Outsourcing Experience: Technologists who have experienced working with

onsite and offshore teams during the course of their work may already have an understanding of some of the fundamentals of teamwork across cultural boundaries. Many of them may take on client-interfacing roles and travel to client locations during the course of project execution. Such experiences equip them with the skills required to interface with peers from other cultural and ethnic backgrounds. By coupling the experiential learnings reinforced by formal training such individuals may be good candidates to take on management of global IT delivery.
Updated on Geopolitical Trends: This is a trait that some international

management experts also refer to as internationalist. Environmental, governmental, political and other external events in the business landscape can directly or indirectly impact projects. By being aware of changes in the marketplace and the global geopolitical environment, managers will be in a better position to anticipate and plan for risks, empathize with team members from different regions and help facilitate teamwork

Leading/Directing:
people so that they will contribute to organizational and group goals. Infosys has a very open-minded work culture. It is a place where there is minimal hierarchy and people are unafraid to voice new ideas. Infoscions enjoy trust at the workplace and have a friendly environment within which to perform their duties. All employees have a sense of pride and belonging. Infosys have striven to create a workplace where politics are kept down to a minimum and where employees enjoy the transparent work culture.
Infosys people management practices set it apart from other
Influencing

technology companies, enabling Infoscions to excel and innovate in the duties they perform for clients and in what they stand for as a company.

Infosys believe that people are our core assets and continuously work

towards motivating our employees, by providing an environment where they feel comfortable and secure. It has robust people management practices which enable employees to create a place full of energy, vitality and freshness, where people work in a campus-like facility and culture.
Company ensure that a good work-life balance exists at all times, which

is why infoscions have a gamut of recreational facilities on campus, at par with global standards.

Controlling:
Measuring

and correcting individual and organizational performance to ensure that events conform to plans.
Eliminate unnecessary work instead of making across the board cut.
Contract out work that others can do cheaper. Plan for long run efficiencies. Communicate the reason for actions. Invest in remaining employees. Develop value added jobs to balance out job elimination. (May be what

suppliers are doing)

Project Integration Management: This is the stage where the project plan is

described and signed off by the stake holders. The other operational aspects of projects including planning of execution and change management and escalation procedures are also articulated. Among the key inputs that go into a successful project plan include planning and brainstorming, historical information on past projects, organizational policies and inputs from clients. Significant mile-stones, along with deliverables may also be included in a project plan. This is also the phase of the project where the key objectives of projects are articulated.
Managing Scope: This activity is tightly coupled with the project planning

described above and involves articulating all the work that will be required to be done to successfully complete a project. The Work Breakdown Structure (WBS) is one of the key activities performed while defining the scope. WBS is the breakdown of the project into tasks and activities to a sufficient level of granularity to enable a manager to assign individual tasks to team members. This breakdown is sometimes called decomposition.

Time Management: It is essential that every manager focuses on timely completion of projects under a budget.There are several mathematical and project management software tools available to aid managers as they work towards timely completion. Techniques such as Critical Path Method (CPM), Program Evaluation and Review Technique (PERT) and other simulation techniques are extremely popular.
Managing Cost: This area of project management is closely linked to the Time Management described above, especially since the effort estimated generally drives the time and cost. An area of focus in cost management is budgeting and cost control that is significant for software services companies that not only have to keep an eye on the total cost of project but also ensure that they are deriving specified margins from the project initiatives.