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

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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 (14th
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.
____shishirchavan@hotmail.com______________
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)

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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)
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.
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
niranjan.tungatkar@cognizant.com
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

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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

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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.

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Project Team #: 7 and 8 Kashyap, Aditya
Pawar, Ajinkya Narendra
Interview Date: April-02-2016
NANDAKUMAR S BELUR
Nandakumar.belur@gmail.com
Johnson Controls Inc
a. privately-owned
b. publicly traded (*)

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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

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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
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

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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

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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

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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

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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

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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

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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

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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

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Praveenkumar
tpraveenkumar@virtusa.com
Virtusa Singapore Pte ltd.
a. privately-owned
b. publicly traded
a. Manufacturing
c. Retail trade
e. Utilities
_______________________________________________________________________
80
10,000

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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

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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

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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

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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

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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

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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

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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

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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.

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Project Team #: 7 and 8 Muralidharan, Aditya Trilok
Vadnere, Akshay Sudhir
Nagarajan Sundaram
nagasundar@yahoo.com
Micropact Inc
a. privately-owned
b. publicly traded
a. Manufacturing
c. Retail trade
e. Utilities

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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

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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

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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

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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

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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

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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

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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

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