LOYOLA COLLEGE

(Autonomous) Chennai 34

Assignment on

OFFICE MANAGEMENT

Prepared by

Name :..ANKESH OSTWAL K... Dept No. :....09-BC-042......

Submitted to Prof. J. George Fernandaz Dept of Commerce (Shift II)

Last date of submission: 18th July 2011

Index

S.no

Particulars

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1. 2. 3. 4. 5. 6. 7. 8.

Summary of the Assignment Strategy I Strategy II Strategy III Strategy IV Strategy V Bibliography & Web Reference Appendices

Tata Consultancy Services (TCS) is an information technology (IT) service provider offering business solutions, and outsourcing services. TCS, a Tata Group company, offers business consultancy and IT enabled services to clients in India and abroad through its redoubtable global network delivery model. Tata Consultancy Services employs over 120,000 qualified IT professionals spread over 42 nations.

Brief history:

Tata Consultancy Services was established in 1968 to provide business consultation services to traditional businesses like banking and finance, health care, energy resources, engineering, manufacturing, travel and hospitality, transportation , and government undertakings. Being a Tata Group company it works on principles of providing excellence to its customers, looking after its employees, and protecting interests of shareholders. TCS presently provides consultation services to insurance, retail, and telecommunication sectors.

Mr.F.C Kohli who is presently the Deputy Chairman was entrusted with the job of steering TCS. The early days marked TCS resonsibility in managing the punch card operations of Tisco. The company, which was into management consultancy from day one, soon felt the need to provide solutions to its clients as well.TCS was the first Indian company to make forays into the US market with clients ranging from IBM, American Express, Sega etc. TCS is presently the top software services firm in Asia. Over $25 million were spent on enhancing hardware and software infrastructure. The company now has 72 offices worldwide. As many as seven centres were assessed at SEI CMM Level 5 last year(3.4 mistakes in a million oppurtunities).These include Chennai, Mumbai, Bangalore, Calcutta, Hyderabad and Lucknow.Several business and R&D relationship with global firms like IBM, General Electric, Unigraphics Solutions have been made.
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The present CEO of the company is Mr.S.Ramadorai. The companys strength is about 14,000. A part of the Tata Group, India's largest industrial conglomerate,TCS has over 160,000 of the world's best trained IT consultants in 42 countries. The Company generated consolidated revenues of over US $6.3 billion for fiscal year ended 31 March 2010 and is listed on the National Stock Exchange and Bombay Stock

Products and services:

Products of TCS may be broadly classified into software solutions and services.

TCS software products TCS BaNCS is an embedded interactive software product for financial services and related activities. TCS technology products are specially designed for database integration, knowledge management, and customer relationship management (CRM). Tax mantra integrated tax solution, TCS file authentication solution, TCS e -learning effectiveness measurement, and TCS business rules engine are some popular TCS software products.

TCS services TCS services can be further classified into enterp rise solutions, IT services, IT infrastructure services, business intelligence and performance management, industrial and engineering services, and business process outsourcing. .

What Is Strategy?
Strategy is all theseit is perspective, position, plan, and pattern. Strategy is the bridge between policy or high -order goals on the one hand and tactics or concrete actions on the other. Strategy and tactics together straddle the gap between ends and means. In short, strategy is a term that refers to a complex web of
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thoughts, ideas, insights, experiences, goals, expertise, memories, perceptions, and expectations that provides general guidance for specific actions in pursuit of particular ends. Strategy is at once the course we chart, the journey we imagine and, at the same time, it is the course we steer, the trip we actually make. Even when we are embarking on a voyage of discovery, with no particular destination in mind, the voyage has a purpose, an ou tcome, an end to be kept in view.

Definition of "Strategy":

A strategy is a step-by-step plan of action prepared by an organization and by which it aims to achieve its plan or plans, thus, ensuring its success and survival.

1: Rationalization of multiple local systems into one application, leading to IT cost savings:

Rationalizing the data centre is crucial to reducing costs and improving productivity in the short term, while laying the groundwork for more strategic, measured growth in the long term. Reducing the number and size of data centres, consolidating the plethora of systems in those centres into fewer, more efficient configurations, and deploying more targeted, cost-effective storage solutions in those systems are key elements of rationalization. Four distinct attributes of Serial Attached SCSI (SAS) make it uniquely suitable for achieving optimal enterprise storage rationalization: performance, compatibility, scalability and flexibility. The greater the flexibility in choosing and deploying storage systems, the more likely enterprise IT managers can achieve optimal performance and costeffectiveness. SAS offers an unparalleled degree of freedom to create high-performance storage solutions that can easily scale and adapt as needs change.

This helps the I-T sector to cut down its cost and to gain more profit. It also helpsIT sector to emphasize on long term goals rather than short term goals. It even ensures that the I-T sector can cost savings that can be realized from data center rationalization are significant: less hardware and smaller physical spaces yield obvious economies, but they also enable fewer IT personnel to administer and maintain the systems, an important factor when considering data center overhead.

2: Data Migration from legacy HR systems:

Information and communication technology is in a rapid and dramatic flux of change. But, legacy systems are not influenced by these changes due to their size, complexity, and

importance. It is a great challenge for IT managers to decide whether they should keep or retire them because the bulk of a company's business processes is locked up in these legacy systems. This section of the paper discusses some distinct characteristics of legacy systems, and some successful migration and integration strategies. Legacy system is a computer system or application program which is to be used because of the prohibitive cost of replacing or redesigning it and despite its poor competitiveness and compatibility with modern equivalents. Data Migration has more of disadvantages than advantages.

Advantages of Data Migration are:

1. It is cheaper to maintain 2. Proven and reliable. Most of the business functionality have been built and proven. The Gartner Group reported that 75% of all business data is processed in COBOL. There is no need to invent any concept from scratch

Disadvantages of Data Migration are:

1. It is difficult and takes time to understand the system function. 2. Its hard to find functional o technical documentation 3. IMS and IDMS database system do not support relational data base architecture, which affects data integrity and consistency 4. Difficult to integrate with current system because of hardware and software incompatibilities.

Migration Strategy
We can either eliminate or integrate the legacy systems. To eliminate or integrate a legacy system, we should follow these steps: 1. The impact analyses for the targeted process are reviewed to identify the scope of the elimination or integration effort. 2. If the elimination is an iterative effort over multiple releases, the components
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targeted for elimination in the current release are identified. If the elimination is not iterative, proceed to step 4. 3. Identify the components for interim integration in the current release. 4. Identify broken links, reports, and processes to rebuild as a result of the elimination and for interim integration. 5. Identify the data conversion scope. 6. Identify user impacts and any user system conversion required; e.g., modified data submissions from external users. 7. Identify potential workarounds that may be implemented to mitigate impacts of the elimination effort. 8. Review and update the cost/benefit analyses for the elimination/mitigation alternatives; e.g., compare alternative data conversion strategies. 9. Develop the project plan for the elimination effort. This step includes the decisions on which strategies to employ for the elimination effort. 10. Develop the detailed data conversion strategy and data conversion plan and design. 11. Develop the detailed plans and designs to rebuild broken links and reports. 12. Develop detailed test plans (building test cases and scenarios are developed in the elimination plan execution step). 13. Develop detailed production closeout plan. This plan includes all changes to run programs, copy libraries, job streams and security profiles that are impacted by the elimination effort, as well as plans for renegotiation of maintenance contracts, retirement and archive al of configurable items for emergency access to historical data and processes, and data retention and archival as specified in
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requirements, including legal requirements and corporate policies. These closeout plans should ensure that retired legacy system applications, software and historical data are secure from unauthorized access after system elimination, and should specify procedures for the authorized retrieval and restoration of legacy configurable items and historical data. 14. Develop the staff transition plan for project and support staff. 15. Finalize the project plan for the elimination or integration, incorporating the plans developed in steps 10 14. 16. Execute the elimination or integration plan. 17. Eliminate or integrate the legacy process or system, and perform all production Closeout activities Legacy systems are still alive because of their distinct characteristics and good Pedigree.

3: Interface development with external systems:

An interface, from the perspective of system development, can be identified as any point where a system and something, or someone, meet. This interface point may include other systems, internal hardware, circuitry, external peripherals, networks, system users, etc. For example, common interfaces for computer peripherals may include USB, serial, parallel ports, etc; common interfaces for system users may include monitors, keyboards, mice, etc. Interfaces are documented using interface control documents (ICD) that describe the system's interfaces as well as any rules for communicating with them. ICDs help ensure compatibility between system segments and components and are often considered key elements of effective system design and development. The purpose of the ICD is to clearly communicate all possible inputs and outputs from a system for all potential actions whether they are internal to the system or transparent to system users. An ICD may describe the system interfaces to the lowest physical elements (circuits, voltage, watts, etc) to the user interface or any subset
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thereof. The level of detail included in any ICD is dependent upon the requirements of the stakeholders to successfully deliver on project requirements. ICDs define for the development team system inputs, outputs, internal interfaces, and interfaces between other systems, subsystems and/or users. An ICD should only describe the interface itself and not any characteristics of the systems using it. An ICD should also not include anything about the meaning or intended use of the data. Any features, functions, or logic supporting the system interface should be outlined within separate design and/or specification documents. Defining an ICD in this way allows other teams to develop connecting systems without concern of how the data is treated by the other system. This allows development teams to work without the requirement of knowing the business logic or technical aspects behind the system and allows for modularity that leads to easy maintenance and extensibility of systems.

4: The EVA Model :

In giving shape to the EVA model, an organization needs to keep its focus towards the ultimate goal of aligning its people to the corporate mission, creating an entrepreneurial culture through an empowered work force, and building ownership with accountability.TCS worked out an EVA framework to align corporate value with the performance of the constituent business units and the individuals who comprised these. It translated to a compensation model, where the employee had a share in the corporate pie with add-ons from the profits of the Business Unit and the Individual Performance Factor. There are three basic drivers - revenue, cost, and capital charge. Revenue is driven by the rate or license price put into the product, sales, billable hours, response time, and domain skills. The individual works towards the improvement of the benefit package, which essentially has three components - the Corporate EVA, the Business Unit EVA, and the Individual Performance Factor. Out of the total EVA payment, a certain percentage goes to each employee on the basis of corporate EVA improvement. Secondly, if your business unit did better than another business unit, then automatically you got more than the other business
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unit. Again it is a team reward concept. The third one depends on the evaluation of individual performance. Benefits The benefits of EVA were realized across all levels in the organization. Employees became aware of their responsibilities and their share in increasing the EVA of the unit and organization. All the units could determine how they had fared against the targets. The bonus banks also helped in sustaining performance from the individuals, with close relationship between pay and performance. There was an increased sense of belonging among the employees and the employees were motivated to increase their contribution as they were also equally benefited by the increase in EVA. It was not just a performance metric but an integrated management process aimed at achieving long term goals. One of the major benefits of implementing EVA in TCS was to increased transparency in the organization. The internal communication within a unit had increased considerably. The decision making process became more decentralized.

5: Reward and Recognition

TCS encourages individual teams to have customised recognition mechanisms and then consolidate the same as a best practice. Towards this effect, some units have instituted the SMILE and Dolphin recognition mechanisms. The following table lists the informal mechanisms of employee motivation and development: Table: Reward and Recognition Mechanism Mechanism | Objective | Project Milestone Parties | To encourage efficient execution of projects | Recognition of star performers/high fliers | To recognise outstanding talent | Nomination to coveted training programmes | To encourage self development |
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Best Project Award | To encourage a spirit of internal competition across work groups and foster teamwork | Best PIP Award | To encourage innovation and continuous improvement | Best Auditor | To recognise participation in critical support roles | Recommendation for new technology assignments/key positions | To ensure career progression and development of employees full potential | Spot awards | To ensure real-time recognition to employees | Performance-based annual increment | To recognise high performance | Early confirmations for new employees | To recognise high performing new employees | Long Service Awards | To build organisational loyalty | EVA-based increments | To ensure performance-based pay | On-the-spot recognition | To ensure immediate recognition of high performance | Associate Friendly HR Policies TCS consistently rolls out policies and practices to enable a better work-life balance for associates. * Transport facilities * Super Seva A facility whereby associates are provided with services at their workplace. For example payment of utility bills, transport arrangements for personal reasons etc. * Cafeteria and gymnasium facilities Performance Based Incentive In TCS, compensation is split into two components, Fixed (linked to inflation and other factors) and Variable (linked to individual performance). All the employees are aware of the organizational goals and objectives. The methods used for evaluating employees
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performance are fair enough and easy to understand. Recognising TCS associates for their hard work, providing for their health and the well being of their family members, opening revenues of growth and career development and easing the balance between work and personal life are all part of TCSs associate centred environment. Some of the practices within TCS that are aimed at enhancing associate retention are: * Mentoring Each employee of TCS is assigned a mentor who is more experienced than the mentee. Mentoring provides a communication mechanism for career growth, personal grooming and all-round development. * Matching individuals' preference with the business requirements, thereby defining a mutually satisfying career path. * Job rotations to provide opportunities to employees to enhance their skills and expertise in other areas. * Motivating employees through appropriate recognition, rewards and benefits. * Addressing employee concerns in a timely and effective manner. * Providing opportunities for continuous learning. * Conducting continuous market surveys to ensure that the compensation and benefits measure up to the best in the industry.

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Reference:
Www. Tcs.com

Www. Termpaperwarehouse.com www. Yourhrworld.com

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