Infosys Makes Its Global Delivery Model Agile10th Dec 2009
CIO 100 Winner: The company's Computers and Communication Division (CCD) adopted the Global Delivery Model and initiated an Agile IT project. It turned the core of the global delivery model into an agile and collaborative platform.
- Why IT infrastructure and services should be agile enough to respond to the changing business environment
- How the project reduced power consumption by 20 percent.
Started in 1981, today the one-lakh-strong Infosys Technologies is a global leader in its space. Headquartered in Bangalore, the company operates in over 20 locations and has revenues of Rs 21,693 crore, but it's still scaling new heights.
Case Study Highlights
- With the ISO 20K initiative, all services were redefined from the end-user perspective and also service and process ownership were put in place.
- As part of the green IT initiative, the company has optimized over 50,000 desktops.
The company's large and complex IT network supports thousands of IT projects. Besides keeping this network running, IT infrastructure and services had to be agile enough to respond to the changing business environment. So, the company's Computers and Communication Division (CCD) adopted the Global Delivery Model and initiated an Agile IT project. "This Agile IT project was multifold, from ISO 20,000 (ISO 20K) best practices to Green IT, enhancements to a collaboration platform and optimal IT asset utilization," says Murali Krishna, VP and Head-CCD, Infosys Technologies.
With the ISO 20K initiative, all services were redefined from the end-user perspective and also service and process ownership were put in place. As part of the green IT initiative, the company has optimized over 50,000 desktops. Considering an average power consumption of 10w per hour by a desktop in sleep mode, as opposed to 110w per hour during normal operations, the project has reduced power consumption by 20 percent.
The collaboration initiative has helped Infosys upgrade video, audio and web conferencing infrastructure and it has also helped it introduce high definition audio and video. "With this, the average number of video conferences have increased from 300 to 1,000 per month. This has reduced travel costs," says Krishna.
But each initiative came with its set of challenges. For ISO 20 K, there was a need to benchmark the practices and performance and there was no structure in place to track service improvements. Involving business reps and other stakeholders in rolling out key changes helped the company combat these challenges. User awareness was very important when it came to deploying green IT initiatives. A series of mailers were sent to the employees to alert them about adopting green practices. The collaboration platform was a multi-team, multi-vendor project posing pre-implementation integration challenges. The solution also had to be secure and user-friendly. But, the team took care of these requirements and a unique tightly integrated solution was built.
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