ICI Essay Example | Topics and Well Written Essays - 2500 words

ICI - Essay ExampleThis approach was considered a leader in IT actors line projects. They were broken down into diverse components and distributed to onsite, near shore and seaward sites, to deliver them at maximum value and the most cost efficient way. This cut their be by 30%, because their while to market using the world wide aggroups made working 24 hours a day a reality. Infosys had a different approach to implementing their technology. Instead of analyzing the firms processes and re throwing them, ICI looked at the process requirements, not the functional requirements. They found that inefficiencies could be found better through and through horizontal processes quite an than vertical functions, like sales and marketing. They also looked at process metrics. The estimate was that everything ICI did needed to impact their clients performance and thus increase shareholder values. ICI used the GDM to employ an onsite team that worked with the client to see how the company op erated and was organized. Most companies had five to ten level processes used to develop a product from an idea into a reality. ICI was able to identify these, and organized their team accordingly. The onsite team used process experts and SAP experts. At night, the offshore teams turned the templates into a grade. Then, the next day, the onsite team would test the configuration with the client and create a second iteration. That night, the offshore team would develop it. Typically there were four or five iterations for for each one process object. Under typical circumstances, each one would take a week. In the case of 200 process objects, the configuration for all of them would take slightly six months using ICIs methods, whereas traditional methods could take up to a year. This also resulted in higher client satisfaction, because it could be tested during the design and configuration processes. ICI also created a 1-1-3 model for cost reduction. What this does is allows business consulting resources at the market rate, an onsite IT implementation resource at a lower than average rate, and three offshore developers at lower than market rates. What this did was allowed ICI to conduct major engagements for about $100 per hour, versus market rates having an average combined rate of $300 to $400. ICI followed Infosys in its ism of measure everything. InfoSys created a high awareness of quality of work using its Capability Maturity Model (CMM). This model judged the maturity of software processes currently in use and identified what was required to increase the maturity of them. ICIs ideas from a broad service stance were assisting clients in dealing with their technology related issues in customer, product and corporate operations. ICI found that the best way to deliver value was to make marked improvements in the process metrics in the clients operation through its engagement with ICI. So, every transformation and consulting engagement resulted in a concerted effort on the part of ICI to deliver as much improvement in process metrics in the hope of creating a positive shareholder value. ICI would analyze their current operations, assess process metrics of each process and design changes in the structure that enabled the technology to deliver marked improvement in the process metrics. In the quote-to-cash process, they measured the time between the quote submission and time of payment. Their capacity fro processing those orders in a certain timeframe. What percentage of orders had zero