Professional Documents
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Organisation Selected:
About Me:
I am Avinash Kumar Singh and am from Harinagar, a small town in Bihar. I have completed my
B.Tech degree in Electronics and Communications engineering post which I worked for Aricent as
Software Engineer Trainee for 8 months. I learnt the core values of focus, perseverance and
patience at an early stage in my life. My father who is a patient, disciplined and determined
individual, would spend countless number of hours in his endeavours to build his business from
scratch and thus has always acted as a source of inspiration for me. Living in hostels all my life, I
have built adaptability as one of my strongest traits and be it as a School Prefect or a College Student
Placement Coordinator, it has been my belief that one can be held in high esteem only when the
organization he/she is associated with too earns respect.
INDIAN IT INDUSTRY
Introduction:
IT industry in India has been one of the most significant growth contributors for the Indian economy.
The industry has played a significant role in transforming Indias image from a slow moving
bureaucratic economy to a land of innovative entrepreneurs and a global player in providing world
class technology solutions and business services. The industry has helped India transform from a
rural and agriculture-based economy to a knowledge based economy.
India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 52 per cent of the US$ 124-130 billion market. The industry employs
about 10 million Indians and continues to contribute significantly to the social and economic
transformation in the country. India's cost competitiveness in providing IT services, which is
approximately 3-4 times cheaper than the US, continues to be its unique selling proposition (USP) in
the global sourcing market.
The Indian IT and ITeS industry is divided into four major segments IT services, business process
management (BPM), software products and engineering services, and hardware. The IT-BPM sector
in India grew at a compound annual growth rate (CAGR) of 25 per cent over 2000-2013, which is 3-4
times higher than the global IT-BPM spend, and is estimated to expand at a CAGR of 9.5 per cent to
US$ 300 billion by 2020.
Revenue and Growth [1]:
The adoption of key technologies across sectors spurred by the 'Digital India Initiative' could help
boost India's gross domestic product (GDP) by US$ 550 billion to US$ 1 trillion by 2025, as per
research firm McKinsey.
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are as
follows:
India and the United States (US) have agreed to jointly explore opportunities for collaboration
on implementing India's ambitious Rs 1.13 trillion (US$ 18.22 billion) Digital India
Initiative. The two sides also agreed to hold the US-India Information and Communication
Technology (ICT) Working Group in India later this year.
India and Japan held a Joint Working Group conference for Comprehensive Cooperation
Framework for ICT. India also offered Japan to manufacture ICT equipment in India.
The Government of Telangana began construction of a technology incubator in Hyderabad
dubbed T-Hubto reposition the city as a technology destination. The state government is
initially investing Rs 35 crore (US$ 5.64 million) to set up a 60,000 sq ft space, labelled the
largest start-up incubator in the county, at the campus of International Institute of Information
Technology-Hyderabad (IIIT-H). Once completed, the project is proposed to be the worlds
biggest start-up incubator housing 1,000 start-ups.
Bengaluru has received US$ 2.6 billion in venture capital (VC) investments in 2014, making
it the fifth largest recipient globally during the year, an indication of the growing vibrancy of
its startup ecosystem. Among countries, India received the third highest VC funding worth
US$ 4.6 billion.
INTRODUCTION TO THE ORGANISATION [3]
Timeline:
1991:
Established as
Hughes
Software
Systems (HSS)
inNew
Delhidevelopin
g
softwaresolutio
nsin the areas
of VSAT-based
networks.
2004:
Was acquired
byFlextronics, and
changed its name to
Flextronics Software
Systems
(FSS).Expanded
development
operations
inKiev,Khersonand
Vinnytsiain
theUkraine;Randbur
g,South Africa;
andBeijing,China.
2006:
Was acquired by
Kohlberg Kravis
Roberts and Sequoia
Capital as part of a
$900 million sales of
software
companies.
Renamed to Aricent
with headquarters at
New Jersey.
2009:
Aricent Approved for
Latest CMMI Level 5.
2011:
Rebranded to Aricent
Group.
2013:
Rebranded to Aricent
and shifts headquarters
to California.
Aricent develops software and provides technology services to application, infrastructure, and
service providers with operations in 19 countries worldwide.
The company is one of the largest privately held companies in Silicon Valley, with 800 customers,
and employs more than 10,000 consultants, designers, and engineers at 36 locations worldwide. The
company licenses its own software products for use in telecommunications design, manufacturing,
and service with 40+ years' design experience through frog, including products for Apple, Disney,
GE, HP, Sony, and many other Fortune 500 brands. The products group at Aricent is one of the
market leaders providing enabling software to leading telecommunication companies all over the
world. Aricent licenses more than 125 software frameworks to equipment manufacturers, device
manufacturers and service providers.
Market Segments:
1. Embedded Systems: Aricents Semiconductor & Embedded solutions are specifically
designed to accelerate time to market, optimize cost and improve productivity for customers
across industry segments. Aricent provides a one stop shop solution for Semiconductor
companies, OEM/ODMs and Carrier service providers for all Embedded System Integration
requirements.
2. Software and Internet Services: Aricent offers unique expertise in connectivity, device
engineering, Social, Mobile, Cloud and Analytics enablement of applications and services
expertise that has helped software and Internet service vendors accelerate product
development, customization and the testing of both application and back-office platforms.
3. Communication Infrastructure: This forms the core of the Aricents business. Being a
market leader in this field Aricent provides end to end solution in this domain. From helping
telecom equipment manufacturers identify critical market requirements for broadband
products, translate them into specific product requirements and target the ideal product
phasing for different product features to the later part of testing and product support services
Aricent provides all.
MULTIMEDIA
DEVICES
APPLICATIONS
MANAGEMENT
SECURITY
MOBILE & SOCIAL
ANALYTICS
CLOUD & DATA CENTER
M2M / loT
NEW NETWORKS
WIRELESS
WIRELINE
cars. Communication infrastructure segment still today is the main stay of the Aricents business
accounting up to 60% of its business. The business processes of the company are like any typical IT
services company which range from Client acquisition to software rollout to providing onsite support
services.
BUSINESS PROCESSES OF THE ORGANISATION [4]
For all the market segments especially Aricent is divided into three departments. They are:
1. Product Engineering Services (PES): The Product engineering services department is the
name given to the development department of the organisation. This branch helps designing
the products and developing software for the same with the initial testing.
2. Testing: This department coordinates with the Product Engineering Services and works
simultaneously on the product being designed to find bugs and errors that might create
problem at the client side.
3. Product Support Services (PSS): This department of the organisation helps in the
maintenance of the product at the client side. This division works with the client in the
implementation of the product at the client side and after implementation providing after sale
service for the product till the service life of the product.
To support the above departments there are various enabling functions in the organisation. These
enabling functions are:
1. Human Resources: This function is one of the most important functions for the organisation
as employees work in a high pressure environment and Human Resources helps employees to
work efficiently in that high pressure environment by providing various services ranging from
as small as facilitating concierge services to as critical as caring for the employees family in
case of medical emergency.
2. Finance: Finance provides following services to the business:
a. To the Board of Directors and Investors:
Plays a crucial role to increase shareholder value, manage financial risk, control costs
and ensure compliance with exacting governance regulations.
b. To Managers:
Timely and relevant input to improve the quality of their decisions and to provide
better methods of planning, managing and monitoring performance.
c. To Employees:
Provides various services that help optimize their financial tasks in the areas of salary,
advances, reimbursements and taxation. The effort is to resolve their queries and
problems in a timely and accurate manner.
3. IT: This functions helps in satisfying day to day needs for requirement of hardware and
software needs of the internal clients, i.e, PES, Testing, PSS, HR, Finance, Legal, etc.
4. Legal: It supports Aricents strategic ambitions and helps in achieving high standards
of ethics and compliance. It aims to provide responsive, innovative and practical approaches
globally to manage risk in Aricents business operations.
5. Marketing: It helps in acquisition of new clients, management of existing clients and
maintaining the brand image of the organisation.
6. Quality: The Quality Group, along with Subject Matter Experts; defines, develops, maintains
and continually improves software development and allied processes, and also provides
support through trainings, audits, management reviews and rewards. The Quality Group also
ensures company-wide certification and compliance to the most appropriate quality standards
in the telecommunications software industry.
7. Procurement: The role of procurement commences immediately upon receipt of an
approved Resource Requisition and completes on the handover of the material to the user, bar
coding it and releasing payment to the vendor. Procurement at Aricent is driven by the
objective of institutionalizing the industry best practices to constantly reduce the procurement
lead time and optimize the cost of acquisition.
8.
Real Estate and Facility Management (REFM): Facility management embraces a wide
range of function and support services, including janitorial services; Housekeeping, security;
property or building management; engineering services; space planning and accounting; mail
and messenger services; records management; Caf Services, Environment, Health and safety
systems, transport services Library, Gym, Front Desk and other support functions. It is the
job of the facility manager to create an environment that encourages productivity, is safe, is
pleasing to clients and customers, meets government mandates, and is efficient.
In Aricent a business process starts with the acquisition of a new client or acquisition of a new project
from an existing client. It can be represented as follows:
Business Development
(Functions Involved
Marketing, Finance, Legal,
Engineering Services)
Procurement of Resources
(Material & Human)
(Functions Involved Finance,
Procurement,
HR,
IT,
Engineering Services)
Implementation
&
Post
Implementation Services
(Functions Involved HR,
Product Support Services)
Infrastructure Setup
(Functions Involved
IT, HR and REFM)
Product Development
(Functions Involved IT, HR,
Product Engineering Services,
Testing, Quality)
human resource present or to be recruited, types of equipment needed for development and
testing, cables, wires and other consumables needed. After this forecasting the Procurement
function starts the procurement of needed items except the Human resources which is initiated
by the HR department. The Procurement function follows TL 9000 standards and it completes
all the processes from generating tender to payment to vendor.
3. Infrastructure Setup: The team to work upon the product would then require seating area,
security access to its designated areas, ID cards, travel support and cafeteria access which is
taken care by the Real Estate and Facility management function. The setup of needed IT
infrastructure is taken care by the IT team. All along both the teams collaborate with HR
department for better roll out of services to internal client.
4. Product Development: The product development is the business process where actual
development of the product takes place. Aricent has three competitive advantage in the
industry:
a. Speed: The IT space is a highly competitive space. Speed is of utmost importance and
this is what Aricent provides by utilising its resources to the full capacity and adhering
to Agile methodologies and certification models like CMMi certification this speed is
met with high quality standards. The work environment is such that majority of the
projects have been either completed under the normal forecasted completion time
period or under the forecasted extended time period. The speed and quality is achieved
by the following methods:
i. Cross functional teams are formed for a particular project such that each team
functions like an individual in a large team made of cross functional
disciplines. There would be a sub-team of developers expert in one domain of
the project, another sub-team of developers expert in another domain of the
project. Along with this there would be a sub-team of testers who would start
the testing simultaneously. Then there would be Principal System Engineer and
a team Director, a CRM and an Integrator. These sub-teams work like one
single team and hence completing smaller modules quickly and thus the
project on time.
ii. Quality is maintained by the team through following the CMMi guidelines and
to adhere to these standards the Quality department enforces strict compliance
and ensures that quality of code is maintained and a standard coding procedure
and bug reporting is followed throughout the organisation for better
coordination.
1.
Developing the critical competencies at every level to manage changing customer and
employee expectations.
2.
Building a strong employer brand and meeting the talent requirement and more importantly
the right quality through the hiring engine.
3.
4.
Robust systems and processes to meet the requirement of a new scale of operations.
5.
Role of HR in Aricent:
1.
Resource Management: People are the key to Aricent's existence and operations. RM is the
centralized function for allocation and deployment of engineers to various projects. RM's goal
is to staff the organization optimally in order to meet the current and future needs timely
while keeping the cost under check. For projects, RM strives to ensure that they are fully
staffed on time with right skills. With engineers, RM works to match the allocations with
engineer's work preferences. Since, one of the key competitive advantages of the organisation
is COST the Resource management plays a vital role. It is taken care that no employee is kept
on bench and there is flexibility in movement of employees in terms of teams, technologies
and locations.
2. Individual Performance: Aricent uses five point rating scale to measure performance of its
employees. It cuts across all functions and departments.
a. The following table gives the detail about the rating scale and complete description
about each rating scale:
Rating
Extraordinary
Performer
Definition
Consistently over achieves goals and relentlessly delivers client value, builds
trusted and sustainable client relationships. Delivers phenomenal, measurable
and lasting business results, with innovative practices. Self-driven who
proactively takes initiatives and demonstrates excellence in delivery, quality and
process before time with complete accountability. Viewed as a role model by
peers and team members. A creative person and a great mentor who collaborates
exceptionally well across teams, and require minimal supervision. Goes above
and beyond to develop, engage and retain our people.
Excellent
Often over achieves goals and delivers client value. Contributes significantly to
Performer
lasting business results and demonstrates excellence in quality, delivery and
process on time. Mostly proactive in accomplishing assignments and requires
periodic supervision and guidance. A great mentor who focuses on developing,
engaging and retaining our people. Uses innovative practices in his or her daily
assignments and collaborates well across teams.
Highly
Valued Achieves most goals and delivers client value. Highly dependable performer
Performer
who satisfactorily delivers quality and process, mostly on time. Contributes in
delivering business results with visible organizational impact and helps develop,
engage and retain our people. Supports the creation of offerings to help our
clients grow. Requires periodic supervision and assistance to accomplish
assignments and collaborates occasionally.
Inconsistent
Inconsistent in achieving goals and delivering value to our clients. Lacks
Performer
consistency in delivery, quality and process, and does not always achieve
timelines. Not a good collaborator and rarely contributes ideas that may help our
clients succeed. Communicates with team occasionally and less focused on
developing, engaging and retaining our talent. Requires considerable supervision
in accomplishing assigned tasks.
Highly
Does not achieve most goals or deliver value to our clients. Does not collaborate
Inconsistent
nor work as an effective team member. Executes poorly on delivery, quality and
Performer
process, and misses most timelines. Does not understand what might help our
clients succeed and does not contribute ideas or create offerings. Hardly
communicates with the team and is not focused on developing or retaining our
References:
1.
NASSCOM
2.
3.
www.wikipedia.com
4.
5.