Rajesh software limited case study

January 18, Software projects are complex technological projects in a way that each project is unique and thus has its own risk. This paper tries to find if risk management best practices as defined by project management frameworks and literatures are sufficient in real world projects.

The report starts with defining software projects and risk management.

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In second section the paper tries to answer if risk management policy defined in literature is sufficient in practice and if software managers should try to implement or not. The last section takes real life case study of miss-managing risk in software project and its implication. In the end the paper tries to find balance between literary view of risk management with practical view by software developers and managers.

Software Projects and Risk Management.

rajesh software limited case study

Software project is the work undertaken to specify, design, develop, test and implement a new software solution for the client internal or external. As with any project, there are risks associated with software project too and is defined by L Wallace et al.

Does Risk Management Policy Matter? Software project management best practices require that for successful completion of project, potential risks should be identified before the start of the project.

All such risks are maintained in risk register and probability of its occurrence is estimated. Project management best practices do not work well for wicked problems as requirement cannot be defined until the system is ready and deployed. However, statistical data derived from probability matrix is insignificant and cannot be relied upon as software projects are unique Pender, Some of the framework demands from project managers that they should identify and control these factors to reduce the chance of project failure.

Not all risks can be identified let alone managed beside, it is not possible to envision every possible kind of threat and prepare necessary steps to eliminate or contain the risk. Research by Schmidt et al. Managers also try to hide the risk from the client in order to get the software project. If they bid for the project showing that there are number of risks to the completion of the project, client may refer to award the contract to other party or outsource to other IT firms, if project is internal.

In practice, software developers spending time thinking about the possible risk to the project, utilize part of their time analysing technical viewpoint and how to resolve the possible risk.

Moreover, software developers tend to give estimates based on how much time they will take to deliver the project. LSC had six separate systems for delivering learner support.

In contract was awarded to Liberata Consortium to combine all six systems into a single Learning Support System LSS so as to reduce cost and provide an enhanced service. These consultancy firms were competitors outside of this consortium resulting in mistrust, lack of transparency and hidden agendas during the project. Risk to the project started well before the start of the project when LSC failed to follow proper risk management strategies while awarding the contract.

For example LSC did not considered the operational and reputational risk as possible risk to the project and focus was given to financial risk alone Ighodaro, Failing to understand and manage software project risk lead to cost and schedule overruns, unmet user requirement and in the end result was that LSS never got developed and delivered.

This case study is just one of several examples where cost of not managing risk is too high to neglect. Moreover, the cost of fixing an error, after software has been delivered, can be times as high as it would have been during the development stage Boehm B.

Figure 1 below give a picture of the cost of the risk as project progresses. If risk is realised at the deployment stage, project manager has responsibility to correct the design, code development, test plan and have to redeploy the software, which adds to the cost of the project in terms of both financial and schedule overrun. Figure 1 Growing cost of fixing bugs. Most of the research and academic studies points that risk identification and management is task of project managers.Multibase Company Limited is a diversified business group with interests in fabric and yarn manufacturing, paper and pulp, and cement.

Its eight manufacturing units are located across the country - one for fabric, two for yarn, two for paper and pulp, and three for cement. While the head of each unit has considerable operational autonomy, strategic decisions, considering these units, such as capacity expansion, procurement of new technology involving substantial investment, etc.

The head quarters monitor the performance of every unit though weekly and monthly reports are which are prepared by CBIS installed at each unit. Often considerable amount of time of the senior executives based at the headquarters is taken away in analyzing these reports and drawing inferences for planning and control.

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The result is that the senior executives have little time for strategic thinking which they feel is a must in the present competitive environment. The CEO of the company has thus proposed to develop suitable computer based systems which might be helpful in understanding the current status of various manufacturing units in terms of their overall performance, the type of environmental constraints that operate in the three business that exist for enhancing capacity in these business areas.

Questions: a. What systems would you propose that would serve the companys needs? Considering that the company already has CBIS installed, will you contemplate complete overhaul of the systems or add functionalities of the existing systems? Justify your line of action. Management Organization Decision support system None of these. Information Computer Marketing All of the above. Planning Controlling Organizing Scheduling.

Controlling Planning Leading Organizing. Planning Managerial Accounting Diagnosis. Similar Different Complementary None of these.

Decision making b. Boundary system c. Modeling Distributed database Distributed processing Central processing None of these. Storing information Retrieving information Communication information Acquiring information.

Advocacy Authorization Signature Policy formulation. The architecture of the MIS plan provides: a. A way to handle the system or subsystem by way of simplificatio0n, coupling and decoupling of subsystems. For preparing the schedule of the system in the overall information requirement c.

An online information on the stocks markets and the accounts balance d. None of these Management reporting system b.

Management resource system c. Management retrieve system d. Management renewal system Operations research Management accounting Exchange commission System theory.

Drill down Drill up Drill diagonal All of the above. Machine Mindset Material Infrastructure. The components of DSS a. Data management sub systems Model management sub system Dialog management sub system All of the above analyze historical and current data either on demand or.

Data access system Data analysis system Fore cast-oriented data analysis system System based on accounting models. Middle, project Project, middle Top, middle Top, project.Rajesh Software Limited is a fast-growing software company in India. The international division of this company faces a few specific problems like high employee attrition among expatriates and a high cost of maintaining them on international assignments.

The seriousness of the problem faced by Ask your question! Help us make our solutions better Rate this solution on a scale of below We want to correct this solution. Tell us more Hide this section if you want to rate later.

Case Study

It defines, designs and delivers technology-enabled business solutions to its clients. It has a global presence through strategic Hello tutors, can you help me answer the following questionQuestion 1 A manufacturing company is faced with a financial and human resources dilemma. The operations department of a major FI is planning to reorganize several of its back-office functions.

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The FI Under a gold standard, countries may adopt excessively contractionary monetary policies as all scramble in vain for a larger share of the limited supply of world gold reserves. Can the same problem Questions Courses. What is your understanding of the seriousness of the problem faced by Rajesh Software Limited in What is your understanding of the seriousness of the problem faced by Rajesh Software Limited in its overseas operations. Jun 02 AM.

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Sangeetha C answered on June 08, Answer: Rajesh Software Limited is a fast-growing software company in India. Do you need an answer to a question different from the above?

Help us make our solutions better. We want to correct this solution. Tell us more. Was the final answer of the question wrong? Were the solution steps not detailed enough? Was the language and grammar an issue? We appreciate your Feedback Stay Solved :.Case studies enable BMS students to understand the situation, locate the problem, analyze the case, find out various available suggestions and finally conclude with appropriate solution.

There is no fixed method to follow to solve case studies. Students have to analyze the situation and provide solutions by imagining themselves as the manager and what will be their reaction in the given situation. Rajesh Software Limited is a fast growing software company in India. It defines, designs and delivers technology-enabled business solutions to its clients. It has a global presence through strategic alliance with leading technology providers located in different parts of the world.

The company has 15, employees, of which are expatriates on an international assignment at any point of time.

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It has an international HR division as part of the well-developed HR department to prepare, expatriate and repatriate the employees linked to foreign assignments. The HR department of this company is managed by Mr.

Pranav Kumar, director HR. Srinivas Patel, is responsible for identifying, training, orienting and compensating the expatriate employees.

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It is also responsible for evaluating the performance of the expatriate on overseas missions. Since Rajesh Software gets a sizeable portion of its income from overseas operations, it has spent a considerable amount of time and resources to develop a global HR system.

Yet, the international division of this company faces a few specific problems like high employee attrition among expatriates and a high cost of maintaining them on international assignments. An employee satisfaction survey conducted among the expatriates revealed employee dissatisfaction over performance evaluation and pay differences. Some of the expatriates complained that the IHR division was ignoring the dissimilarity in the expatriate assignments and foreign situation while evaluating the performance of the expatriate employees in the same positions posted to different countries.

As such the international performance management tools have failed to recognize the country-or-region-specific difficulties in job performance. Another major problem associated with the expatriate assignment is the high cost of maintaining expatriates on overseas jobs.

Rajesh Software estimated that the cost of using local employees. The management also felt that the expatriates often overemphasized short-term results rather than the necessary long-term results since they were aware that they would be working in the foreign assignment only for a few years. The management sought the view of the HR department about the expatriate problems and instructed it to develop strategies to surmount them.

Patel, in his reply, defended both the performance evaluation system for expatriates and the practice of deputing parent-country employees. Regarding performance evaluation, he maintained that a cross-section of the employees, including expatriates, was consulted while designing the international performance standards and evaluation techniques. Thus, the international performance management system was objective and comprehensive.

As regards, the high cost associated with the expatriate employees, he wanted the present system to continue in the future despite managerial vacancies. According to him, the expatriate system enabled the company to have a better and direct control over the foreign branches. When his response was placed before the management, there was a sense of disappointment among the top managers.

This was because the response from IHR division was devoid of any concrete solution. Understandably, the management was seriously pondering its next move. TOL manufactures small size oil purifiers for The department does not really get Analyse the case given below and solve the problem in the case.Login via Facebook?

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rajesh software limited case study

Economic recession is best for study MBA. Lecture - 17 Case Study: Searching for Patterns.Successful disruptive companies are data- and insights-driven. This mindset demands relentlessly measuring, monitoring, predicting, and acting on the pulse of business, in a continuous, automated manner, using new-generation technologies.

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Play video now.Case studies enable BMS students to understand the situation, locate the problem, analyze the case, find out various available suggestions and finally conclude with appropriate solution. There is no fixed method to follow to solve case studies. Students have to analyze the situation and provide solutions by imagining themselves as the manager and what will be their reaction in the given situation. Rajesh Software Limited is a fast growing software company in India.

It defines, designs and delivers technology-enabled business solutions to its clients. It has a global presence through strategic alliance with leading technology providers located in different parts of the world. The company has 15, employees, of which are expatriates on an international assignment at any point of time. It has an international HR division as part of the well-developed HR department to prepare, expatriate and repatriate the employees linked to foreign assignments.

The HR department of this company is managed by Mr. Pranav Kumar, director HR. Srinivas Patel, is responsible for identifying, training, orienting and compensating the expatriate employees. It is also responsible for evaluating the performance of the expatriate on overseas missions. Since Rajesh Software gets a sizeable portion of its income from overseas operations, it has spent a considerable amount of time and resources to develop a global HR system. Yet, the international division of this company faces a few specific problems like high employee attrition among expatriates and a high cost of maintaining them on international assignments.

An employee satisfaction survey conducted among the expatriates revealed employee dissatisfaction over performance evaluation and pay differences. Some of the expatriates complained that the IHR division was ignoring the dissimilarity in the expatriate assignments and foreign situation while evaluating the performance of the expatriate employees in the same positions posted to different countries.

As such the international performance management tools have failed to recognize the country-or-region-specific difficulties in job performance.

Another major problem associated with the expatriate assignment is the high cost of maintaining expatriates on overseas jobs. Rajesh Software estimated that the cost of using local employees. The management also felt that the expatriates often overemphasized short-term results rather than the necessary long-term results since they were aware that they would be working in the foreign assignment only for a few years.

The management sought the view of the HR department about the expatriate problems and instructed it to develop strategies to surmount them. Patel, in his reply, defended both the performance evaluation system for expatriates and the practice of deputing parent-country employees. Regarding performance evaluation, he maintained that a cross-section of the employees, including expatriates, was consulted while designing the international performance standards and evaluation techniques.

Thus, the international performance management system was objective and comprehensive. As regards, the high cost associated with the expatriate employees, he wanted the present system to continue in the future despite managerial vacancies. According to him, the expatriate system enabled the company to have a better and direct control over the foreign branches.

When his response was placed before the management, there was a sense of disappointment among the top managers.

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This was because the response from IHR division was devoid of any concrete solution. Understandably, the management was seriously pondering its next move. Mukerji was domiciled in U.

Fab International Limited is a well-known company for electrical company for electrical and electronic products. It is the market He wants to develop a Westside, the lifestyle store from the house of Tatas is both trendy and individualistic, providing not just value for Kool Travels Pvt.

Kool Travels had regular What is your understanding of the seriousness of the problem faced by Rajesh Software Limited in its overseas operations?


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