enterprise process integeratioin

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Table of Contents Introduction and Summary of Findings............................................................................................... 2

Interview Subject Information ............................................................................................................. 2

Interview Findings: Enterprise Process Maturity in Companies Studied ......................................... 3

Comparing and Contrasting Enterprise Maturity Among Companies Studied ................................ 4

Lessons Learned and Future Research Questions .............................................................................. 5

References ............................................................................................................................................ 6

Appendix .............................................................................................................................................. 7

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Introduction and Summary of Findings

For our research project we interviewed subjects who work all over the globe with companies

having millions of dollars in revenue. The subjects have worked extensively with ERP

applications, implementations and maintenance with more than 5 years of working experience in

this field. Out of these 5 companies researched, 3 of the companies are in the IT sector, 1 is a

manufacturing company and 1 is an energy company. Hence, our report contains views covering

various domains which implement ERP. All the companies use a streamlined business process

which is built around customer requirements, company strategy and which use the company’s

resources to the fullest potential. Electronic documentation is used as the default medium of

communication in all the companies. Majority of the companies have a senior official who heads

the decision making process and is responsible for the budgeting and process evaluation.

Most of the subjects believe their employees have the required skill and process knowledge

which enables them to work effectively. Most of the employees are flexible to change in

processes resulting in improvements. Companies who have invested in process-centric training

of their personnel report higher profits and growth. In most companies, the senior management

usually fills the leadership role and oversees the process execution whereas in others the

decisions are made after reviewing the collective inputs gathered from the process team and

stakeholders. As most of the companies have a process centric approach they provide a good

value to their customers, based on the new trends in the market they have the ability to launch

new products or services quickly. These companies also have the ability to modify these

processes in order to fulfill the requirement of some special customers. The process based

structure has helped these companies to gain a competitive edge over their rivals and most of our

subjects agree that their companies perform better in sales, ROI, market share etc. in their

individual domains.

Interview Subject Information Our subjects work for various MNCs that are spread across the globe, and they have various

levels expertise in handling enterprise systems as follows.

1. Mr Shishir Chavan – IT executive working at Chevron Energy Corporation, Bay Area for

the past 3 years. He has entrepreneurial and managerial experience with enterprise

systems, product management and infrastructure management on various platforms. He

was also the Founder & CEO of Weavex, an enterprise-applications company catering

Fortune-500 customers.

2. Mr Niranjan Tungatkar – A Senior software developer at Cognizant Technology

Solutions, India. He has experience in ERP data integration, OLAP and OLTP interfacing

and deriving data insights from operational ERP data.

3. Mr Nandakumar Belur – A senior Business Intelligence Architect at Johnson Control Inc,

Milwaukee for the past 9 years. He has experience in leading ERP Implementations

covering areas like business configuration, design, training and support.

4. Mr. Praveen Kumar – A technology consultant at Virtusa, Singapore Pte. Ltd. for the past

1 year, he started his career as an SAP ABAP Developer with Delloite 5 years back, and

later worked as a business process consultant with SAP Labs Pvt. Ltd and SAP Global

Delivery.

5. Mr Nagarajan Sundaram – He was a senior architect at Micropact Inc., Virginia, and has

experience in BPM.

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Interview Findings: Enterprise Process Maturity in Companies Studied

Chevron Corporation – Being an energy company, the business processes at Chevron are tailor

made in accordance with suppliers and customers to strengthen their inter-enterprise

performance. The employees have an in-depth knowledge of the process they perform, the

metrics involved and how the work they do is connected enterprise-wide. They are open to

change management and process revaluation. Since the company deals with processes involving

millions of dollars the process owners are designated senior executives who have a thorough

understanding and decision making authority. They are responsible for the process budgets and

its personnel evaluation. The HR team incorporates various strategies to keep their workforce

motivated and encourages inter-enterprise communication. Each process at Chevron is defined

and has a thorough set of metrics which are based on the processes involved and customer

specifications.

Chevron employs JD Edwards EnterpriseOne, SAP R/3 and NetWeaver for their ERP needs.

Chevron has been hiring many project management graduates, consultants and project control

analysts to focus on areas like process redesign, process management to achieve maximum

efficiency. Although the processes are complex and cannot be altered beyond a point, the team

strives to implement many revisions. Since most of the products are oil and petroleum based they

cannot be instantly modified based on the customer requirements. These products take a lot of

R&D and have been developed after more than 10+ years of exploration and billions of dollars in

expense. Thus any changes are made only after executive decision making and planning.

Cognizant Technology Solutions Corp. – Being an IT company, the business processes at

Cognizant are designed based on the customer processes to enhance the inter enterprise

performance. Electronic documentation helps to go through these processes with ease in case of

any reconfiguration. The employees at Cognizant are aware of the process structure and how

their work affects their enterprise. They are also trained and equipped to deal with any process

improvements and change management. At Cognizant, there is a designated process owner

usually a senior manager who is responsible for planning and execution of a process and also

assigning each team member their specific roles and make sure they work in tandem with

customer processes. The business process is supported by their IT system and the business

metrics are process driven which are designed based on the customer requirements and

enterprise’s strategic goals. Being a process-centric enterprise, the senior executives at Cognizant

are in favor of this process based structure. They lead process owners through vision and

influence, giving them a complete authority in controlling the business process. The work culture

at Cognizant supports team cohesiveness and they believe it helps them providing a good

customer value and satisfaction. Employees are open to change and believe in flexibility as they

are aware of the constant technical advancements and changes that have to be made to compete

with other organizations. To deal with process redesign, they have people with skills in change &

project management, process redesign. And to guide them through the process redesign phase,

they have an ad-hoc process which is integrated with the standard process. Cognizant provides

internal training to its employees on process design, management and project tracking tools such

as JIRA, SCRUM.

Johnson Control Inc.– Being a manufacturing company the business processes at Johnson control

are designed flawlessly to fit and optimize inter-enterprise performance. An electronic document

is used to represent each process design and acts as an open channel for inter-departmental

communication. Each team member is accustomed to the process, and have a strong problem

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capability focused on process improvement and change. The final decisions are made by a senior

manager, who is a part of the decision-committee of the enterprise. The senior manager is also

responsible for identifying the process, formulate the budget and develop a rolling strategy. He

also designates the various process-members and evaluates them weekly. The management is

supported by a strong IT Team which has a flexible team to provide easy change and inter-

enterprise communication. The HR department boosts personnel morale and performance with

various recognition and reward systems. They facilitate strong inter/intra enterprise alliances.

The process managers use various dashboards to review process metrics which they use in

strategic and day to day decision making. Their process metrics are obtained from customer

requirements, enterprise strategy and inter-enterprise goals.

Virtusa Corporation – Being an IT consulting firm, the business process have been designed and

documented to achieve inter-enterprise performance. The process owners are well aware of the

process performance expectations post-implementation. Their employees are well trained in their

processes and they know how their work impacts enterprise’s performance in the longer run.

Having trained in their respective processes, they are skilled at solving any process based issues,

adapting to process improvements and are flexible to changes made in the process

implementations. The process owners aren’t necessarily people from the most senior decision

making body and the person vested with the PO responsibility has to identify and document their

processes and develop strategic plans to roll them out. The process owners have the authority

over their budget, task assignments and process evaluations. The IT landscape has a single

system to support all their processes. The HRM process supports hiring, development, benefits

and improved communication across the enterprise. The process performance is measured

against the metrics that are derived from the customer’s requirements and the enterprise’s

strategic goals. The managers track day-to-day performance metrics using performance

management tools, review and refine them on a regular basis.

Micropact Inc. – Being a software company, it is imperative to have a process design that

seamlessly integrates with customer and supplier processes that would help in ensuring optimal

performance between the services provided and customers. The process interface is strongly

established between all parties involved. Performers work on processes and also understand

intricacies of all processes involved and suggest changes if required. Employees are aware that

they are responsible and accountable for enhancing customer satisfaction and ensuring strong

collaboration with trading partners. The process owner is not always the senior management and

the decisions are always made collectively by all the stakeholders including decisions for budget

allocation. Since their main product is BPM solution, the metrics involved are derived on

customer requirements and strategic goals. Enterprise governance is handled by all the

stakeholders in the organization and not by the senior management alone. Micropact provides

online training and seminars from time-to-time to keep their employees updated about the new

developments in their area of work.

Comparing and Contrasting Enterprise Maturity among Companies Studied

All of our subjects have good ERP knowledge at different levels of expertise. The resources from

Chevron and Micropact have worked with the IT department and have very good working

knowledge of their ERP systems, whereas the resources from Cognizant and Johnson Controls

work for the BI departments. They believe that the senior executives in their companies, view the

enterprise in process terms and recognize them as a method to run their business. And all the

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senior executives in their companies, believe that employees share the passion for this process

oriented management approach. However, we got contrasting views from another subject, who

works as a technology consultant for Virtusa. He believes that most of the companies he had

done consulting for, don’t follow a process-centric approach of management. He also believes

that the enterprises have not established a formal procedure for process redesign, process

improvement or environment scanning for change planning and innovation. But our interview

subjects from the other companies believe that their companies have established a proper

procedure for process redesign and improvement with respective to the environment.

At Micropact and Virtusa the process identification and budgeting is not just handled by a senior

management executive but is a collective effort made by the process team, the decision making

executives and stakeholders. Whereas in Cognizant, Chevron and Johnson Controls the process

related decisions lie with the senior management team or the executive decision making body. In

Chevron since the process timeline is 5-10 years, changes in process design are hard to

implement and require substantial R&D and investment of millions of dollars. In others

companies processes are comparatively on a shorter timeline and are bound to change based on

customer requirements and specifications.

Lessons Learned and Future Research Questions

Processes from different domains have different data requirements such as in the financial

sectors the clients have a very high demand for top of the line data security measures and real-

time data whereas other sectors such as the telecom domain require instant data access.

Companies like Cognizant that provide technology solutions have to develop completely

different processes to meet both these needs. We learnt that although most companies are

process-centric, they cannot reuse the same process for projects in different domains.

In every organization, since each process needs people with different skills and expertise from

different departments to work in collaboration, it is a necessity to have an effective

communication process between all the key players involved. All organizations, be it a

manufacturing industry or an energy corporation or an IT company, have an ERP system in

place. Though their outcomes might differ the structure of the ERP systems are similar and each

of these enterprises provide their workforce with adequate training for the system in use. Process

improvements should not just be aimed at minimizing time but also for improving the quality,

resource management, cost optimization and customer satisfaction.

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References

Hammer, Michael & Champy, James (2005). Reengineering the Corporation: Manifesto

for Business Revolution

Virtusa Corp., Retrieved from https://en.wikipedia.org/wiki/Virtusa

Johnson Controls Inc., Retrieved from https://en.wikipedia.org/wiki/Johnson_Controls

Cognizant Technology Solutions Corp., Retrieved from

https://en.wikipedia.org/wiki/Cognizant

Chevron Corporation., Retrieved from

https://en.wikipedia.org/wiki/Chevron_Corporation

https://en.wikipedia.org/wiki/Virtusa

https://en.wikipedia.org/wiki/Johnson_Controls

https://en.wikipedia.org/wiki/Cognizant

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Appendix

INSY 5357 Section #: 001 Research Team Interview Participants:

Project Team #: 7 and 8 Sapre, Abhay Mohankumar, Vivek Adithya

Interview Date: March-30-2016

A. Explanation and definitions for interview participants:

Thank you for volunteering to participate in our research project. We are graduate students in

the Enterprise Resource Planning course at the University of Texas at Arlington, and we are

conducting this research project as one of the requirements for that course.

All of the information you provide will remain strictly confidential. Neither your name nor the

name of your employer will be used in any published reports from our research project. By

responding to the questions presented by the research team you signify that your participation in

this study is voluntary. Your participation in this study is important to us, but you are free to

terminate the interview at any time.

The focus of our research project is enterprise process integration. The APICS Dictionary (14 th

Edition) defines process integration as “coordinating operations and consolidating data to

simplify processes and increase efficiency.” The information you and other study participants

provide will help us understand process integration in different work environments.

B. Background questions and description of the operational setting:

1. What is your name?

__Shishir Chavan______________

2. For study validation purposes, please provide your current e-mail address.

[email protected]______________

3. What is the name of the company that you work for?

_____Chevron________________

4. Is your company privately-owned or publicly traded?

a. privately-owned

b. publicly traded - Yes

5. What is the primary industry focus of your work place?

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a. Manufacturing

b. Wholesale trade (distribution)

c. Retail trade

d. Transportation and warehousing (logistics)

e. Utilities

f. Finance and insurance

g. Professional and business services

h. Education and health services

i. Accommodation and food services (hotels, restaurants, etc.)

j. Other (please specify): Energy Industry – Oil and Natural Gas – Exploration,

Production, Distribution, Refining

_______________________________________________________________________

6. Approximately how many employees work at your location (office, manufacturing plant,

warehouse, or other facility)?

___10,000

7. Approximately how many employees does your company employ at all locations?

____60,000

8. Which of the following most accurately describes your level of responsibility?

a. front-line professional or information system user

b. first-level supervisor or manager

c. middle manager - YES

d. senior management or executive

C. Questions on process characteristics:

PC-1 Process Design

PC-1.1: To what extent do you agree with the following statement about the purpose of process

design at your workplace? The process has been designed to fit with customer and supplier

processes in order to optimize inter-enterprise performance.

A. Strongly agree - YES

B. Agree

C. Undecided

D. Disagree

E. Strongly disagree

PC-1.2: To what extent do you agree with the following statement about the context of process

design at your workplace? The process owners and the owners of customer and supplier

processes with which the processes interface have established mutual performance expectations.


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B. Agree

C. Undecided

D. Disagree


PC-1.3: To what extent do you agree with the following statement about the documentation of

process design at your workplace? An electronic representation of each process design supports

its performance, management, and reconfiguration.


B. Agree

C. Undecided

D. Disagree


PC-2 Process Performers

PC-2.1: To what extent do you agree with the following statement about the knowledge of

process performers at your workplace? Performers are familiar with the process(es) they

execute, key metrics of those processes, can describe how their work affects process

performance, and can describe how their work affects inter-enterprise performance.

A. Strongly agree- YES

B. Agree

C. Undecided

D. Disagree


PC-2.2: To what extent do you agree with the following statement about the skills of process

performers at your workplace? Performers are skilled at problem solving, process improvement,

change management, and change implementation.


B. Agree

C. Undecided

D. Disagree


PC-2.3: To what extent do you agree with the following statement about the behavior of process

performers at your workplace? Performers have allegiance to their process(es), follow the

process design, enable other performers to work effectively, strive to deliver the results needed,

and propose improvements to the process as needed.


B. Agree

C. Undecided

D. Disagree


PC-3 Process Owners

PC-3.1: To what extent do you agree with the following statement about the identification of

process owners at your workplace? The process owner is an official role filled by a senior

manager who is a member of the enterprise’s most senior decision-making body.

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B. Agree

C. Undecided

D. Disagree


PC-3.2: To what extent do you agree with the following statement about the activities of process

owners at your workplace? The process owner identifies and documents the process, develops a

rolling strategic plan for the process, participates in enterprise-level strategic planning, and

collaborates with customers and suppliers on inter-enterprise process redesign initiatives.


B. Agree

C. Undecided

D. Disagree


PC-3.3 To what extent do you agree with the following statement about the authority of process

owners at your workplace? The process owner controls the process’s budget and exerts strong

influence over personnel assignments and evaluations.


B. Agree

C. Undecided

D. Disagree


PC-4 Support Resources

PC-4.1: To what extent do you agree with the following statement about the information systems

at your workplace? An IT system with a modular architecture that adheres to industry standards

for inter-enterprise communication supports the process.


B. Agree

C. Undecided

D. Disagree


PC-4.2: To what extent do you agree with the following statement about human resource

management at your workplace? Hiring, development, reward, and recognition systems

reinforce the importance of intra- and inter-enterprise collaboration, personal learning, and

organizational change.


B. Agree

C. Undecided

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D. Disagree


PC-5 Metrics

PC-5.1: To what extent do you agree with the following statement about the definition of metrics

at your workplace? Each process has end-to-end process metrics derived from customer

requirements, enterprise strategic goals, and inter-enterprise goals.


B. Agree

C. Undecided

D. Disagree


PC-5.2: To what extent do you agree with the following statement about the uses of metrics at

your workplace? Managers use dashboards based on process metrics for day-to-day

management of processes, they regularly review and refresh process metrics and targets, and

they use process metrics and targets in strategic planning.


B. Agree

C. Undecided

D. Disagree


D. Questions on enterprise infrastructure:

EI-1 Enterprise Leadership

EI-1.1 To what extent do you agree with the following statement about leadership awareness of

business processes at your workplace? The senior executive team views the enterprise in process

terms, sees its own work in process terms, and perceives process management not as a project

but as a way of managing the business.


B. Agree

C. Undecided

D. Disagree


EI-1.2 To what extent do you agree with the following statement about leadership alignment

with business processes at your workplace? There is strong alignment in the senior executive

team regarding the process program, and people throughout the enterprise exhibit enthusiasm for

process management.


B. Agree

C. Undecided

D. Disagree


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EI-1.3 To what extent do you agree with the following statement about leadership behavior at

your workplace? Senior executives operate as a team, manage the enterprise through its

processes, perform their own work as processes, and develop new business opportunities based

on high-performance processes.


B. Agree

C. Undecided

D. Disagree


EI-1.4 To what extent do you agree with the following statement about leadership style at your

workplace? The senior executive team has delegated control and authority to process owners

and process performers, and exercises leadership through vision and influence rather than

command and control.


B. Agree

C. Undecided

D. Disagree


EI-2 Enterprise Culture

EI-2.1 To what extent do you agree with the following statement about the culture with regard to

teamwork at your workplace? Teamwork is the norm among process performers, teamwork is

common among managers, and teamwork with customers and suppliers is common.


B. Agree

C. Undecided

D. Disagree



customer focus at your workplace?Employees realize that the purpose of their work is to deliver

extraordinary customer value, understand that customers demand excellence, and collaborate

with trading partners to meet the needs of final customers.


B. Agree

C. Undecided

D. Disagree


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responsibility at your workplace? Employees take ownership of personal results, feel

accountable for enterprise results, and feel a sense of mission in achieving ever-better

performance.


B. Agree

C. Undecided

D. Disagree



attitude toward change at your workplace? Employees are prepared for significant change in

how work is performed, recognize change as inevitable, and embrace it as a regular

phenomenon.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree


EI-3 Enterprise Expertise

EI-3.1 To what extent do you agree with the following statement about expertise of people your

workplace? People with skills in process redesign and implementation, project management,

program management, and change management are present across the enterprise, and a formal

process for developing and maintaining that skill base is also in place.


B. Agree

C. Undecided

D. Disagree


EI-3.2 To what extent do you agree with the following statement about expertise regarding

methodology at your workplace? The enterprise has developed a formal process for process

redesign, has integrated this with a standard process for process improvement, and practices

environment scanning, change planning, and process-centered innovation.

A. Strongly agree

B. Agree- YES

C. Undecided

D. Disagree


EI-4 Enterprise Governance

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EI-4.1 To what extent do you agree with the following statement about process model

governance at your workplace? The enterprise has developed a complete enterprise process

model, the senior executive team has communicated this model throughout the enterprise, and

the enterprises uses its process model to connect with those of customers and suppliers.

A. Strongly agree

B. Agree- YES

C. Undecided

D. Disagree


EI-4.2 To what extent do you agree with the following statement about governance in terms of

accountability at your workplace? Process owners have accountability for individual processes,

a steering committee is responsible for the enterprise’s overall progress with processes, a process

council operates as the most senior management body, and the enterprise uses steering

committees with customers and suppliers to drive inter-enterprise process change.

A. Strongly agree

B. Agree- YES

C. Undecided

D. Disagree


EI-4.3 To what extent do you agree with the following statement about governance of process

integration at your workplace? A program management office, headed by a chief process officer,

coordinates and integrates process projects and inter-process integration issues, and process

owners work with counterparts in customer and supplier enterprises to drive inter-enterprise

process integration.

A. Strongly agree

B. Agree- YES

C. Undecided

D. Disagree


E. Questions on operational performance

Please indicate the degree to which you agree to the following statements concerning your

company’s performance with your major customer.

OP-1. Our company can quickly modify products or services to meet our major customer’s

requirements.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree– (Our Oil based products products need a lot R&D and work before it

can be modified. It does not get quickly modified) E. Strongly disagree

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OP-2. Our company can quickly introduce new products or services into the market.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree– (Our Oil based products need a lot R&D and work before it can be

modified. It does not get quickly modified) E. Strongly disagree

OP-3. Our company can quickly respond to changes in market demand.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree – (Our products are based on 10 +/- years of exploration and need lots of

investments to the tune of Billions of $, need a lot R&D hence careful consideration

goes into decision making and response to market demand – such as the current

long duration oil price slump)


OP-4. Our company has an outstanding on-time delivery record to our major customer.

A. Strongly agree

B. Agree – Yes

C. Undecided

D. Disagree


OP-5. The lead time for fulfilling customers’ orders (the time which elapses between the receipt

of customer’s order and the delivery of the goods) is short.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree –It depends upon the definition of short. As earlier said new exploration

and resulting Oil or Gas production takes time and customers are signed 5-10 years

in advance with long term contracts. But products like gas station Gasoline and

certain additives and lubricants are made available on shelf and those products are

managed differently from “time to market” and fulfillment or orders. Etc. E. Strongly disagree

OP-6. Our company provides a high level of customer service to our major customer.

A. Strongly agree – Yes

B. Agree

C. Undecided

D. Disagree


F. Questions on business performance

Please evaluate your company’s performance in the following areas relative to your

primary/major competitors.

BP-1. Compared to our company’s primary/major competitors, our company’s growth in sales is

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A. Much better – Yes (Except for current industry-wide oil price slump)

B. Better

C. Undecided

D. Worse

E. Much worse

BP-2. Compared to our company’s primary/major competitors, our company’s return on sales is


B. Better

C. Undecided

D. Worse

E. Much worse

BP-3. Compared to our company’s primary/major competitors, our company’s growth in return

on sales is


B. Better

C. Undecided

D. Worse

E. Much worse

BP-4. Compared to our company’s primary/major competitors, our company’s growth in profit is

A. Much better – Yes

B. Better

C. Undecided

D. Worse

E. Much worse

BP-5. Compared to our company’s primary/major competitors, our company’s growth in market

share is


B. Better

C. Undecided

D. Worse

E. Much worse

BP-6. Compared to our company’s primary/major competitors, our company’s return on

investment (ROI) is


B. Better

C. Undecided

D. Worse

E. Much worse

BP-7. Compared to our company’s primary/major competitors, our company’s growth in ROI is


B. Better

C. Undecided

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D. Worse

E. Much worse

– being a large integrated energy company our company’s ability to sustain the downturn

in oil process is much better than our competitors. Smaller Companies are facing

bankruptcies)

G. Other information provided by the interview participant:

1. Has your company provided you with training specifically devoted to business process

reengineering, process design, or process management? If so, what type of training did you

receive and what organization(s) conducted the training?

No. However my previous experience and expertise in process reengineering is my asset

and helps the company perform better.

2. What else should we have asked you that was not included in our list of questions?

This is a vast area. But I can say that every IT imitative we carry out we ensure that

Process improvement and change for higher effectiveness is always one of the primary

goal, resulting into better ROI for the initiative and goes into selection and prioritization

3. What else do you think it would be helpful for us as business students to know about process

integration in your workplace?

Process improvement can be aimed at not just time, but also for improving quality,

resources utilization, cost, customer satisfaction, resources and cost optimization, product

improvement etc…

H. Other observations made by the research team:

[To be added to the interview record after the interview session is concluded.]


Project Team #: 7 and 8 Pawar, Ajinkya Narendra Kashyap, Aditya

Interview Date: March-28-2016





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Niranjan Tungatkar


[email protected]


Cognizant Technology Solutions India Pvt ltd.


a. privately-owned

b. publicly traded

a. privately-owned


a. Manufacturing


c. Retail trade


e. Utilities





j. Other (please specify):

j. Other

Cognizant is an IT services company which focuses on providing IT related services

and consulting in all major industry domains such as Manufacturing and Logistics,

Banking & Financial Sector, Telecomm, Retail, Healthcare etc.

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1000


0.15 million




c. middle manager




PC-1 Process Design




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree




A. Strongly agree

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B. Agree

C. Undecided

D. Disagree


A. Strongly agree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree

PC-3 Process Owners




A. Strongly agree

B. Agree

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C. Undecided

D. Disagree


B. Agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Strongly agree

B. Agree

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C. Undecided

D. Disagree


A. Strongly agree

PC-5 Metrics




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree

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process management.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree

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customer focus at your workplace? Employees realize that the purpose of their work is to deliver



A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree




performance.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree




phenomenon.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


of 61

A. Strongly agree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree






A. Strongly agree

B. Agree

C. Undecided

of 61

D. Disagree


B. Agree





requirements.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree


A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree


A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree


A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree

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A. Strongly agree

B. Agree

C. Undecided

D. Disagree


B. Agree


A. Strongly agree

B. Agree

C. Undecided

D. Disagree


A. Strongly agree





A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better


on sales is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

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B. Better


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better


share is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better


investment (ROI) is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse

B. Better





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Cognizant has provided internal company trainings on process design and process management

which included training on using different project management and change management, project

tracking tools such as JIRA, Scrum.


In large MNCs like Cognizant, which cater to different Industry domains, what are the different

levels of engagement/communication between the Customer and Enterprise or which processes

are set up for dialogue between stakeholders in various scenarios such as requirement

understanding, SLA adherence, Skill based resourcing etc.

In case of offshore development centers what processes are followed for effective transfer of data

between the Customer and Enterprise adhering to the laws of different countries.



Different domains such financial sector and Telecomm have different data requirements such as

financial sectors require high data security and real time data, whereas Telecomm domain do not

require instant data access, hence organizations in these two different domains have completely

different processes for data collection, data sharing and SLA requirements.

Hence MNCs like cognizant, who mainly provide technological solutions, also have to

set up completely different processes to understand the requirements of the end user of the

customer.

Most of the customers require that employees of our Enterprise work in a place which conforms

to their network security standards, hence there are different infrastructure management

processes for different clients.

Cognizant has many legacy clients, hence it has many projects of the same client requiring

different skill sets, hence experts from different technology departments work in collaboration,

hence effective communication processes are required within our organization between different

departments.

MNCs have constant movement of employees, many employees leave the company and many

new individuals join regularly, whereas the client remains the same. In such a scenario it

becomes very critical to maintain Domain Knowledge which was gained by a particular

employee during his engagement with the client. Hence MNCs require a very strong Domain

Knowledge management process to maintain the same performance.

Cognizant, which has clients from all over the world, is constantly developing new processes,

tools and services to increase performance and efficiency for their clients. Such solutions can be

implemented for other clients as well. Hence, Cognizant has set up effective innovation and

learning processes which can be used by different accounts within the enterprise(without sharing

critical client data) to provide better results to our customers.


of 61



Project Team #: 7 and 8 Kashyap, Aditya Pawar, Ajinkya Narendra

Interview Date: April-02-2016










The focus of our research project is enterprise process integration. The APICS Dictionary (14th






NANDAKUMAR S BELUR


[email protected]


Johnson Controls Inc


a. privately-owned

b. publicly traded (*)

of 61


a. Manufacturing (*)


c. Retail trade


e. Utilities






_______________________________________________________________________



600


176,000




c. middle manager

d. senior management (*) or executive


PC-1 Process Design




A. Strongly agree (*)

B. Agree

C. Undecided

D. Disagree






of 61

B. Agree

C. Undecided

D. Disagree






B. Agree

C. Undecided

D. Disagree








B. Agree

C. Undecided

D. Disagree






B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree


PC-3 Process Owners




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B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree






B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

of 61

D. Disagree


PC-5 Metrics





B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree (*)

C. Undecided

D. Disagree









B. Agree

C. Undecided

D. Disagree




team regarding the process program, and people throughout the enterprise exhibit passion for

process management.


B. Agree

C. Undecided

D. Disagree


of 61





A. Strongly agree

B. Agree (*)

C. Undecided

D. Disagree






A. Strongly agree

B. Agree (*)

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree


of 61




performance.


B. Agree

C. Undecided

D. Disagree





phenomenon.

A. Strongly agree

B. Agree (*)

C. Undecided

D. Disagree








B. Agree

C. Undecided

D. Disagree







B. Agree

C. Undecided

D. Disagree



of 61






B. Agree

C. Undecided

D. Disagree








B. Agree

C. Undecided

D. Disagree








B. Agree

C. Undecided

D. Disagree






requirements.


B. Agree

C. Undecided

D. Disagree



of 61

A. Strongly agree

B. Agree (*)

C. Undecided

D. Disagree




B. Agree

C. Undecided

D. Disagree




B. Agree

C. Undecided

D. Disagree





B. Agree

C. Undecided

D. Disagree




B. Agree

C. Undecided

D. Disagree






A. Much better (*)

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better (*)

B. Better

of 61

C. Undecided

D. Worse

E. Much worse


on sales is

A. Much better (*)

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better (*)

B. Better

C. Undecided

D. Worse

E. Much worse


share is

A. Much better (*)

B. Better

C. Undecided

D. Worse

E. Much worse


investment (ROI) is

A. Much better (*)

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better (*)

C. Undecided

D. Worse

E. Much worse


of 61




Implemented SAP ERP which has Business process focus. Attended online courses in

Association of Business Process Management International (ABPMP) and Corporate

Education Group - Online Business Process management courses.


The questionnaire is quite comprehensive, however more focus on details on key process

PTP (Purchase to Pay), RTR (Record to Report), PTD (Produce to deliver) etc.. could

have been achieved in using rationalized enterprise wide business process.



Process integration and enterprise business process are key for any organization to

perform in this highly volatile market. One needs to understand the key metrics and

advantages of how these can be measured and implemented. The implementation process

needs to be clearly quantified in tangible benefits to the organization to see the financial

impact.




Project Team #: 7 and 8 Mohankumar, Vivek Adithya Sapre, Abhay

Interview Date: April-02-2016










of 61







Praveenkumar


[email protected]


Virtusa Singapore Pte ltd.


a. privately-owned

b. publicly traded


a. Manufacturing


c. Retail trade


e. Utilities






_______________________________________________________________________



80


10,000

of 61




c. middle manager



PC-1 Process Design




A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

of 61

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


PC-3 Process Owners




A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


of 61





A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


PC-5 Metrics




A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


of 61







A. Strongly agree

B. Agree

C. Undecided

D. Disagree





process management.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree



of 61




A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree





performance.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree





phenomenon.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree





of 61



A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree





of 61



A. Strongly agree

B. Agree

C. Undecided

D. Disagree






requirements.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree




A. Strongly agree

B. Agree

of 61

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


on sales is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


share is

A. Much better

B. Better

C. Undecided

of 61

D. Worse

E. Much worse


investment (ROI) is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse





Nothing in specific.


Questions regarding the attrition, employee satisfaction and how inspired the employees

are to ignite their entrepreneurial skills.



The firsthand experience of how the business works and how the resources are utilized

and managed. It plays a key role in running a business.




of 61

Project Team #: 7 and 8 Muralidharan, Aditya Trilok Vadnere, Akshay Sudhir Interview Date: April-04-2016
















Nagarajan Sundaram


[email protected]


Micropact Inc


a. privately-owned

b. publicly traded


a. Manufacturing


c. Retail trade


e. Utilities


of 61





Case Management Solutions and Business Process Management Solutions



100


600




c. middle manager



PC-1 Process Design




A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree


of 61




A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


PC-3 Process Owners




A. Strongly agree

B. Agree

C. Undecided

D. Disagree


of 61





A. Strongly agree

B. Agree

C. Undecided

D. Disagree





A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree


PC-5 Metrics

of 61




A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree








A. Strongly agree

B. Agree

C. Undecided

D. Disagree





process management.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree






of 61

A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree





performance.

A. Strongly agree

B. Agree

of 61

C. Undecided

D. Disagree





phenomenon.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

of 61

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree







A. Strongly agree

B. Agree

C. Undecided

D. Disagree






requirements.

A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree



of 61

A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree




A. Strongly agree

B. Agree

C. Undecided

D. Disagree



A. Strongly agree

B. Agree

C. Undecided

D. Disagree






A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


on sales is

A. Much better

of 61

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


share is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


investment (ROI) is

A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse


A. Much better

B. Better

C. Undecided

D. Worse

E. Much worse





Online training and on premise product training


of 61

N/A



Using industry leading external companies products could help in better managing the

process better. Focus on or company’s core competency



enterprise process integeratioin

Software