IT-ITeS Sector Skills Council NASSCOM · IT-ITeS Sector Skills Council NASSCOM 4E, Vandana Building...
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IT-ITeS Sector Skills Council NASSCOM 4E, Vandana Building (4th Floor) 11, Tolstoy Marg, Connaught Place New Delhi 110 001, India T 91 11 4151 9230 F 91 11 4151 9240 [email protected] www.nasscom.in Software Products Occupational Analysis
Transcript of IT-ITeS Sector Skills Council NASSCOM · IT-ITeS Sector Skills Council NASSCOM 4E, Vandana Building...
IT-ITeS Sector Skills Council NASSCOM4E, Vandana Building (4th Floor)11, Tolstoy Marg, Connaught PlaceNew Delhi 110 001, India T 91 11 4151 9230 F 91 11 4151 [email protected]
Software Products
Occupational Analysis
Occupational Analysis
Software Products
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Foreword2013 is an important year for the Indian IT-BPM Industry as global markets struggle to emerge from their economic instabilities and environmental challenges. The situation, though challenging, also presents new opportunities to tap for the Indian IT-BPM Industry. One of the key imperatives for the industry is to continuously seek and develop the ‘right’ talent to drive its growth.
As per the National Skills Mission, 500 million professionals would need to be skilled by 2022 to make them employable. The Indian IT–BPM Industry currently employs about 3 million people directly and about 9 million indirectly. As per the NASSCOM Perspective 2020 report, the industry has a potential to contribute to, as much as, 30 million employment opportunities (direct and indirect) by 2020.
The need is to focus on developing ready-to-deploy talent by laying standards for skill requirements in the IT-BPM Industry. These requirements merit defining consistent standards of performance and quality and standardising recruitment procedures. With this in mind, NASSCOM has come up with the Occupational Analysis report for the IT-BPM Industry.
Occupational Analysis report identifies job roles across the IT-BPM industry at the Entry, Middle and Leadership levels. Career Paths for entry-level job roles have been identified for the benefit of the students and academia to facilitate the clear understanding of the career opportunities provided by the industry. Several case studies of successful people have been included to make careers in our industry more attractive.
This Occupational Analysis report is one of the ways in which NASSCOM aims to streamline job roles across the IT–BPM industry and is the first step in the development of Occupational Standards for the industry.
We reaffirm our commitment to facilitate the growth of the industry and trust you will find the report useful.
Som MittalPresident
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Acknowledgements
We would like to thank the entire NASSCOM Leadership: Mr Som Mittal, President; Mr Lakshmi Narayanan, Chairman, IT-BPM Sector Skills Council NASSCOM and CEO Cognizant; Ms Sangeeta Gupta, Sr VP; KS Vishwanathan, VP and Head of Industry Relations; Ameet Nivsarkar, VP; Rajiv Vaishnav, VP; Rama Vedashree, VP, for their strategic leadership and support to this important project.
We would like to particularly thank Dr Sandhya Chintala, Executive Director, IT-ITeS Sector Skills Council NASSCOM, VP NASSCOM for her invaluable Leadership and guidance throughout the project.
We are grateful to the officers of Ministry of HRD (MHRD), Ministry of Communications and Information Technology, Ministry of Labor and Employment (MoLE), Prime Minister’s Office (PMO), and National Skills Development Corporation (NSDC), for willingly providing us with relevant information and support required for this report.
We are grateful to the members of the Project Board, namely, Mr Srikantan Moorthy-Infosys, Mr Kothandaraman Karunagaran-CSC, Mr Sameer Kohli-CSC, Mr Manjunatha Hebbar-HCL, Mr Vidyut Navelkar-TCS, Mr Arjun R-HCL, and Mr Anil Menon-IBM, for their continued support.
We want to acknowledge the continuous support received from other members of SSC NASSCOM team and NASSCOM Research Team, providing us with guidance on undertaking the quantitative and qualitative research required for this report.
We would also like to thank all NASSCOM member organisations that provided inputs for the preparation of this report. We are thankful to the teams of Accenture for carrying out this research work and putting together this document.
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Table of Contents
Foreword 3
Acknowledgements 5
Executive Summary 11
Summary of Key Occupations, Job Roles and Tracks within Each Sub-sector 14
Background 19
Sector Skill Councils 19
Occupational Standards 20
Occupational Mapping as Part of OS Development Process 21
Approach and Methodology 22
OS Development Framework 23
Structure of the IT-BPM Industry 27
Impact of the IT-BPM Industry in India 28
Sub-sectors within the IT-BPM Industry 32
Chapter 1 - Overview of the SPD Sub-sector 35
Introduction to the SPD Sub-sector 37
Evolution of the SPD Sub-sector 38
Profile of the SPD Sub-sector 39
Key Trends in the SPD Sub-sector 41
Chapter 2 - Talent in the SPD Sub-sector 43
Emerging Talent Trends 45
Qualifications, Knowledge and Understanding 46
Skills 47
Learning Opportunities 48
Chapter 3 - Entry-level Job Roles - SPD 49
Entry-level Job Roles 51
Entry-level Job Roles in SPD Sub-sector 52
SPD Sub-sector- Occupations, Tracks, Verticals and Entry-level Job Roles 53
Chapter 4 - Middle-level Job Roles - SPD 55
Middle-level Job Roles 57
Middle-level Job Roles in the SPD Sub-sector 58
SPD Sub-sector - Occupations, Tracks, Verticals and Middle-level Job Roles 60
Chapter 5 - Leadership-level Job Roles - SPD 63
Leadership-level Job Roles 65
Leadership-level Job Roles in the SPD Sub-sector 66
SPD Sub-sector - Occupations, Tracks, Verticals and Leadership-level Job Roles 67
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Chapter 6 - Occupations and Roles in the SPD Sub-sector 69
In Summary 71
Occupations in the SPD Sub-sector 72
Integration and Deployment 76
Integration and Deployment - Occupational Map 77
Integration and Deployment - Typical Career Paths 78
Legal 79
Legal - Occupational Map 80
Legal - Typical Career Paths 80
Project/Program Management 81
Project/Program Management - Occupational Map 82
Project/Program Management - Typical Career Paths 83
Product Management 84
Product Lifecycle Management 85
Product Research and Design 86
Product Development and Delivery 87
Product Documentation 88
Product Management - Occupational Map 89
Product Management - Typical Career Paths 90
Product Packaging 91
Product Packaging - Occupational Map 92
Product Packaging - Typical Career Paths 93
Product Support 94
Product Support - Occupational Map 95
Product Support - Typical Career Paths 96
Sales and Marketing/Business Development 97
Sales and Marketing/Business Development - Occupational Map 98
Sales and Marketing/Business Development - Typical Career Paths 99
Testing and Quality Assurance (QA) 100
Testing and Quality Assurance (QA) - Occupational Map 101
Testing and Quality Assurance (QA) - Typical Career Paths 102
Transition 103
Transition - Occupational Map 104
Transition - Typical Career Paths 105
Movement to Other Occupations, Sub-sectors and Industries 106
Annexures 109
Annexure A: Glossary of Terms and Abbreviations 110
Annexure B: Case Studies of Career Paths 111
EXECUTIVE SUMMARYExecutive Summary
Summary of Occupations Within Each Sub-sector
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
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Executive SummaryThe IT-BPM industry has received global recognition as the growth engine for India and the sectors it services across the world. It has established itself as a pioneer with the range of services it offers, the global customer base it serves and the numerous employment opportunities it has provided to the workforce in India.
As per NASSCOM’s Strategic Review 2013, the industry aggregated revenues exceeding USD 108 billion and employed more than 3 million people. The industry accounts for almost 25 percent of the total exports and 11 percent of the total service revenues. In order to drive the acquisition of right talent and to ensure the development of an employable workforce for the industry, IT-ITeS Sector Skills Council NASSCOM (SSC NASSCOM) has taken up an initiative to develop Occupational Standards (OS) for all Entry-level (unique) job roles in the IT-BPM Industry. These OS are being developed in close association with the key member companies in the IT-BPM Industry. In the long term, they will provide a foundation for the skill development training and certification programmes.
There are four sub-sectors within the IT-BPM Industry. The sub-sectors are:
IT Services (ITS) Business Process Management (BPM) Engineering and R&D (ER&D) Software Products (SPD)
The current report shall focus on the SPD sub-sector within the IT-BPM industry.
Occupational Analysis (OA) is the first step in the development of the OS for any industry or sector. It entails an industry scan and a process of identifying different occupations in the various sub-sectors.
Objective
The objective of this document is to describe the main features and characteristics of an occupation, within the IT-BPM industry, specifically the SPD sub-sector. It provides a high-level overview of an occupation in terms of the types of job roles that exist, workforce characteristics, key talent trends and a review of available education and training. OA, therefore, provides information on the opportunities that exist for progression through a career in a specific occupation.
The OA for the IT–BPM industry contributes to the context and background for the development of the OS for the SPD sub-sector.
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Structure of the Occupational Analysis ReportThis report consists of the following sections:
Background to the Project: A brief description of the National Skills Mission, Sector Skills Councils and their objectives leading to the process of the development of the OS is given in this section
About the IT-BPM Industry: This section covers the structure of the IT-BPM Industry in terms of the types of organisations within the ecosystem
Occupational Mapping and Career Paths for the SPD sub-sector
The SPD sub-sector is structured in the following chapters
Chapter 1: About the sub-sector: A brief description of the structure, evolution and profile of the sub-sector is given in this chapter. It covers information on the size of the sub-sector, the workforce employed therein, and so on.
Chapter 2: Talent trends within the sub-sector: This chapter provides an overview of the key drivers of change that have an influence on the workforce and talent within the sub-sector
Chapter 3: Entry-level roles – SPD: This chapter provides an overview of the Entry-level roles within the sub-sector
Chapter 4: Middle-level roles – SPD: This chapter provides an overview of the Middle-level roles within the sub-sector
Chapter 5: Leadership-level roles – SPD: This chapter provides an overview of the Leadership- level roles within the sub-sector
Chapter 6: Occupations and job roles in the sub-sector: Details of the types of occupational activity included in the scope of the sub-sector, associated occupations, job roles and typical career paths are addressed in this chapter
EXECUTIVE SUMMARY
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The
step
s un
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aken
to
deve
lop
Occ
upat
ion
Map
ping
lead
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to ‘ Ca
reer
Pat
h’ are
sum
mar
ised
bel
owIdentifying Verticl Horizontal Profiles for each Sub - Sector Occupational Mapping Leading to career pathIdentifying Sub- Sector
Occ
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licat
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elop
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d of
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Summary of Key Occupations, Job Roles and Tracks within Each Sub-sector Figure 1 indicates the key occupations identified in each sub-sector. These are differentiated on the basis of the unique skill-sets required for each occupation. Each occupation is further divided into tracks to highlight the specialisations that exist. Details of the tracks and the unique Entry-level job-roles have been indicated further on in the document. These occupations, tracks, and unique job-roles exist in various organisations under different classifications and level of detail. The list tries to establish a balance between the level of detail and brevity while defining these basic ‘distinct’ skill-sets
In each of the four sub-sectors, unique occupations were identified as listed earlier in the section. In each of these occupations based on the specificity of skill requirements, skill-based demarcations or tracks have been identified. These tracks define the specific skills that are required to perform a job role within an occupation. In each of these occupations and tracks, Entry, Middle and Leadership level roles have been identified. These job roles identify the unique positions that exist in an organisation for fulfilling the functions defined under an occupation. These job roles differ from each other with respect to the competencies, knowledge, skill, attitude and performance criteria requirements for the fulfilment of a role.
IT Services (ITS) Business Process Management (BPM)
Software Products (SPD)Engineering and R&D (ER&D)
Application DevelopmentApplication DeploymentApplication Maintenance Data ScientistsIT ConsultingIT Support Services/Help DeskInfrastructure Management Services (IMS)Information SecurityIT Services Management Project/Program ManagementSales and Pre-salesSolution ArchitectingTesting and QA
Engineering AnalysisHardware DevelopmentSoftware DevelopmentProduct Engineering DesignProduct MarketingProduct Manufacturing SupportProduct Lifecycle Management R&DSoftware TestingHardware TestingQuality Assurance and EngineeringTechnical Documentation/WritingTechnical Support
Analytics Customer Relationship Management Editorial and Desktop PublishingFinance and Accounting Health ServicesHuman Resource Outsourcing Knowledge Services - ResearchLearning Legal ServicesSupply Chain Management
Integration and DeploymentLegal Product DocumentationProduct Development and DeliveryProject/Program ManagementProduct Lifecycle ManagementProduct Research and DesignProduct PackagingProduct SupportSales and Marketing/Business DevelopmentTesting and Quality AssuranceTransition
Figure 1: Occupational Mapping Summary
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Based on our research, we have identified 13 unique occupations in the ITS sub-sector, which are further segregated into 39 tracks with 17, 91 and 25 unique job roles at the Entry, Middle and Leadership Level, and respectively. Similarly, we have identified 10 unique occupations in BPM sub-sector, which are further segregated into 27 tracks with 16, 111 and 30 unique job roles at the Entry, Middle and Leadership Level, respectively. For the ER&D sub-sector we have 13 unique occupations, which are further segregated into 15 tracks with 16, 48 and 54 unique job roles at the Entry, Middle and Leadership Level, respectively, while for SPD we have 12 unique occupations, further segregated into 23 tracks with 18, 63 and 21 unique job roles at the Entry, Middle and Leadership Level, respectively.
IT Services (ITS) Business Process Management (BPM)
Software Products (SPD)Engineering and R&D (ER&D)
13 unique ‘Occupations / Horizontals’ 39 unique ‘Tracks’ 17 unique Job roles at the Entry Level 91 unique Job roles at the Middle Level 25 unique Job roles at the Leadership Level
13 unique ‘Occupations / Horizontals’ 15 unique ‘Tracks’ 16 unique Job roles at the Entry Level 48 unique Job roles at the Middle
Level 54 unique Job roles at the Leadership
Level
10 unique ‘Occupations / Horizontals’ 27 unique ‘Tracks’ 16 unique Job roles at the Entry Level 111 unique Job roles at the Middle Level 30 unique Job roles at the Leadership
Level
12 unique ‘Occupations / Horizontals’ 23 unique ‘Tracks’ 18 unique Job roles at the Entry Level 63 unique Job roles at the Middle Level 21 unique Job roles at the Leadership Level
Figure 2: Summary of Findings During Occupational Analysis
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b-
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EXECUTIVE SUMMARY
BACKGROUNDSector Skill Councils
Occupational Standards
Occupational Mapping as Part of OS Development
OS Development Framework
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
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BACKGROUND
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Background
Sector Skill Councils
The Sector Skill Councils (SSCs) have been established based on the mandate of the National Skill Development Policy (2009). The aim of the SSCs is to complement the existing vocational education system for the industry in meeting the entire value chain’s requirements. This includes developing appropriately trained manpower in quantity and quality across all levels on a sustained and evolving basis.
It is important to note that the SSCs in India have been envisaged taking into account the ground realities in India as well as international best practices.
SSCs are national partnership organisations that bring together all the stakeholders – Industry, Labour, and the Academia - for the common purpose of workforce development of particular industry sectors.
The SSC is envisaged to develop the skill ecosystem in the country, as shown Figure 3.
Each SSC will create a repository of Occupational Standards (OS) for its respective sectors which will be an input to develop the relevant content, training infrastructure and other related needs for imparting the training. The SSCs are also responsible for the assessment and certification at all the NVEQF levels as described in the next section. It is envisaged that the SSC for a particular sector would be the supreme certification body for that sector. The SSC as an industry/sector body can link the skilling ecosystem to the demands of the industry/sector, to ensure that the content, assessment, certification and so on are relevant to the industry. With people trained under this framework, it can be visualised that there would be Industry absorption and retention.
Figure 3: Skill Ecosystem and Stakeholders
Creation of occupational
standards (SSCs)
Curriculum development and set-up of training
infrastructure (MHRD/ State -
accredited by SSC)
Assessment and certification on NVEQF levels
(SSCs)
Absorption of trainees by
industry (SSCs)
BACKGROUND
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Occupational StandardsOS are the statements of the standards of performance individuals must achieve when carrying out functions in the workplace, along with the specifications of the underpinning knowledge and understanding required. OS describe what an individual needs to do, know and understand to carry out a particular job role or function. The OS serve a number of purposes as shown in Figure 5.
Once the OS are developed, it is easy to define a focused training and development ecosystem based on it. The OS will be also helpful in defining a job description for a job role, providing measurable performance outcomes for individual performance appraisals, devising appropriate recognition programmes, defining competency frameworks and providing support for career planning and progression.
Figure 4: Uses of Occupational Standards
OSKey Outcomes, Performance Criteria, Underpinning Knowledge
BACKGROUND
Competency Framework Role Descriptions and Requirements
Individual Performance and Appraisal
Focused Training and Development
Career Planning and Progression
Recognition and Qualification
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Occupational Mapping as Part of OS Development Process Occupational mapping is the first step towards the development of OS. It leads to the identification of unique job roles that exist in the industry/sub-sector. In the context of the project, the key outcome of this exercise is the identification of ~67 unique Entry-level job roles for which Functional Analysis and OS are currently being developed. This is represented in Figure 6.
Figure 5: Occupational Mapping as Part of OS Development Process
BACKGROUND
Item
sEx
ampl
eA
ltern
ate
Acc
epta
ble
Usa
geS
ecto
rIn
dust
ryIT
-BP
M
Occ
upat
ion
NA
IT S
uppo
rt S
ervi
ces
Sub-
func
tion(
s)
Rec
eive
s th
e se
rvic
e re
ques
t/ in
cide
nt fr
om th
e cu
stom
erC
usto
mer
feed
back
and
hel
ping
im
prov
emen
ts a
t the
ser
vice
des
k
Sub-
sect
orIn
dust
ryIT
-BP
M
Func
tion
Job
role
IT S
ervi
ce H
elp
Des
k A
ttend
ant -
Pro
vide
s IT
sup
port
to in
tern
al a
nd
exte
rnal
cus
tom
ers
Task
s/O
S
Dea
ls re
mot
ely
with
bas
ic IT
ser
vice
re
ques
t and
inci
dent
sR
ecei
ves
cust
omer
feed
back
an
d dr
ives
impr
ovem
ents
at t
he
serv
ice
desk
Mai
ntai
ns a
saf
e, h
ealth
y an
d se
cure
w
orki
ng e
nviro
nmen
tW
orks
effe
ctiv
ely
with
oth
ers
Man
ages
the
wor
k to
mee
t re
quire
men
ts
Func
tiona
l Ana
lysi
s fo
r the
iden
tifie
d 67
En
try-
leve
l job
role
s
Sub
-sec
tor
1ITS
Car
eer
Pro
gres
sion
in th
e IT
-BP
M In
dust
ryO
ther
In
dust
ries
Sub
-sec
tor
2 B
PM
Sub
-sec
tor
3 E
R&
DS
ub-s
ecto
r 4
SP
DO
n*-
O1*
-O
n -
O1*
-O
n -
O1-
On
-R
etai
lTe
leco
mLe
ader
ship
Ent
ry L
evel
Mid
dle
Man
agem
ent
BFS
I
Ele
ctro
nics
O1-
12
Occ
upat
iona
l Ana
lysi
s of
the
four
sub
-sec
tors
QP
for t
he id
entif
ied
67 E
ntry
-leve
l job
role
sQ
ualif
icat
ions
Pac
k C
ode
SS
C/Q
010
1
Job
Rol
e
Rol
e D
escr
iptio
n
NV
EQ
F/N
VQ
F le
vel
Min
imum
Edu
catio
nal
Qua
lific
atio
nsM
inim
um E
duca
tiona
l Q
ualif
icat
ions
Trai
ning
(Sug
gest
ed b
ut
not m
anda
tory
Exp
erie
nce
Occ
upat
iona
l Sta
n-da
rds
(OS
)
Per
form
ance
Crit
eria
Dip
lom
a in
Com
pute
r App
licat
ions
Gra
duat
e co
urse
s lik
e B
CA
, BS
c (C
ompu
ter S
cien
ce)
Bas
ic c
ompu
ter f
unda
men
tals
trai
ning
cou
rses
(6-1
2 m
onth
s pr
efer
red)
0-1
year
of w
ork
expe
rienc
e/in
tern
ship
in IT
Ser
vice
Hel
p D
esk
As
desc
ribed
in th
e re
leva
nt O
S u
nits
Com
puls
ory:
1. S
SC
/ O
010
1 (D
eals
rem
otel
y w
ith b
asic
IT s
ervi
ce
re
ques
ts a
nd in
cide
nts)
2.
SS
C /
O 0
102
(Rec
eive
s cu
stom
er fe
edba
ck a
nd d
rives
impr
ovem
ents
at t
he s
ervi
ce d
esk)
3. S
SC
/ O
9001
(Mai
ntai
ns a
saf
e, h
ealth
y an
d se
cure
env
ironm
ent)
4. S
SC
/ O 9
002
(Wor
ks e
ffect
ivel
y w
ith o
ther
s)5.
SS
C/ O
900
3 M
anag
es th
e w
ork
to m
eet r
equi
rem
ents
Opt
iona
l: N
ot A
pplic
able
IT S
ervi
ce H
elp
Des
k A
ttend
ent
(Hel
p D
esk
Exe
cutiv
e, S
ervi
ce D
esk
Exe
cutiv
e,
Tech
nolo
gy S
uppo
rt, IT
Sup
port
Exe
cutiv
e)A
ttend
ing
and
resp
ondi
ng to
inci
dent
s an
d es
cala
ting
them
to
the
appr
opria
te in
divi
dual
/gro
ups/
if re
quire
d5-
7
Job
Rol
eIT
Ser
vice
Hel
p D
esk
Atte
nden
t
Indu
stry
Sub
-sec
tor
Occ
upat
ion
Cre
dits
(NV
EQ
F/N
VQ
F/N
SQ
F)20 IT
Ser
vice
sIT
Sup
port
Ser
vice
s
IT-B
PM
0.32
06/1
2/12
31/0
1/14
15/1
1/12
Vers
ion
num
ber
Last
rece
ived
on
Nex
t rev
iew
dat
e
Dra
fted
on
Job Roles
1. O
ccup
atio
nal A
naly
sis
Iden
tific
atio
n of
Uni
que
job
role
s at
the
Ent
ry ,M
iddl
e an
d Le
ader
ship
Lev
els
3. D
evel
opm
ent o
f Occ
upat
iona
l Sta
ndar
ds(O
S)
Dev
elop
men
t of Q
ualif
icat
ion
Pac
ks (Q
P) f
or ~
67
Ent
ry-le
vel j
ob ro
les
2. F
unct
iona
l Ana
lysi
s fo
r ide
ntifi
ed E
ntry
-leve
l job
role
sId
entif
icat
ion
of ta
sks/
OS
title
s fo
r ~67
Ent
ry L
evel
job-
role
s
Proj
ect S
tep
Out
com
e
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Approach and MethodologyA step-by-step approach was followed to undertake the Occupational Analysis for the IT-BPM Industry which is presented in Figure 6.
Figure 6: Occupational Analysis: Approach and Methodology
BACKGROUND
Iden
tify
key
trend
s w
ith re
spec
t to
stru
ctur
e an
d ev
olut
ion
of th
e in
dust
ry o
r su
b-se
ctor
Con
duct
sec
onda
ry
and
prim
ary
rese
arch
to
und
erst
and
the
type
s of
job
role
s w
ithin
the
four
su
b-se
ctor
s
Def
ine
typi
cal c
aree
r pa
ths
with
in th
e oc
cupa
tion
in
disc
ussi
on w
ith
indu
stry
SM
Es
Iden
tify
poss
ible
m
ovem
ents
to o
ther
su
b-se
ctor
s/in
dust
ry
Iden
tify
role
s at
va
rious
leve
ls w
ithin
th
e id
entif
ied
occu
patio
ns
Industry inputs and collaboration in identifying occupations, job roles and typical career paths across all four sub-sectors
Industry verification and validation across all four sub-sectors
Iden
tify
key
tale
nt
trend
s in
eac
h of
the
four
sub
-sec
tors
Occ
upat
iona
l M
appi
ngO
ccup
atio
nal
Ana
lysi
s
Car
eer
Pat
hs
Dis
cuss
with
SM
Es
and
iden
tify
and
defin
e un
ique
oc
cupa
tions
Gat
her t
ypic
al jo
b de
scrip
tions
for a
ll ro
les
Sub
-sec
tors
an
d ta
lent
co
mm
enta
ry
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OS Development Framework
The following framework1, has been used for OS development.
As indicated in the OS Development Framework in Figure 7, the outcome of Occupational Mapping will feed into the next steps namely. Functional Analysis and OS Development.
Figure 7: OS Development Framework
1 INSSO framework followed globally as a benchmark for OS development
Research/ Analysis -
Occupational Mapping
Functional Analysis
Identification of OS
Maintain currency of OS
Approval of OS
Promotion and support
for OS
Evaluation of OS
Development of OS
BACKGROUND
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BACKGROUND
ABOUT THEIT-BPM INDUSTRY
Structure of the IT-BPM Industry
Impact of the IT-BPM industry in India
Sub-sectors within the IT-BPM Industry
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
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ABOUT THEIT-BPM INDUSTRY
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Structure of the IT-BPM Industry The organisations within the IT-BPM Industry are categorised along the following parameters. Sector the organisation is serving Type as well as the range of offering the organisation provides Geographic spread of operations Revenues and size of operations
A broad structure of the industry based on the parameters identified in the Indian context is represented in Figure 82.
Multinational Companies (MNCs): MNC organisations have their headquarters outside India but operate in multiple locations worldwide, including those in India. They cater to external clients (both domestic and/or global).
Indian Service Providers (ISPs): ISPs are the organisations that have started with their operations in India. Most of these organisations would have their headquarters in India while having offices at many international locations.
While most have a client base, which is global as well as domestic, there are some that have focused on serving only the Indian clients.
Global In-house Centres (GICs): GIC organisations cater to the needs of their parent company only and do not serve external clients. This model allows the organisation the option to keep IT Operations in-house and at the same time take advantage of expanding their global footprint and offering opportunities for innovation in a cost-effective manner.
Figure 8: IT- BPM Industry Structure
2 NASSCOM Research
ABOUT THEIT-BPM INDUSTRY
Multinational Corporations are firms with headquarters outside India. These firms would have their branch offices and/or
subsidiaries in India that cater to global customers.
MNC
Examples: IBM, Accenture, HP, DELL, Microsoft, Genpact, Convergys, Intel, Synapse and so on.
ISPIndian Service Providers are firms with their
headquarters in India. These may cater to domestic or international customer base.
Examples: TCS, Infosys, Wipro, HCl, Mahindra Satyam, SASKEN, Tata Technologies, KPIT Cummins and so on.
GICGlobal In-house Centres include both MNC-owned units
that undertake work for the parents’ global operations and the firm-owned units of domestic companies.
Examples: Barclays Technology Center India, EMC, Ford, Boeing, Honeywell, UTC Aerospace and so on.
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Figure 9: Impact of the IT-BPM Industry
Impact of the IT-BPM Industry in IndiaThe IT-BPM industry has been significant in fuelling India’s growth story. In addition to contributing to the country’s gross domestic product (GDP) and exports, the industry has played a big role in influencing the socio-economic parameters across the country. The industry has helped in providing employment and a good standard of living to millions. It has placed India on the world map with an image of a technologically advanced and knowledge-based economy3.
The following illustration summarises the contribution and impact of the sector to the Indian economy and employment. .
Growth of the IT-BPM industry has provided India with a wide range of economic and social benefits, which include creating employment, raising income levels, promoting exports and significantly contributing to the GDP of the country. This sector attracts amongst the largest investments by venture capitalists and has been credited with enabling the entrepreneurial ventures of many in the country 3 The IT-ITES sector in India Strategic Review 2012 by NASSCOM
ABOUT THEIT-BPM INDUSTRY
Improved access and delivery of services, bridging technological divide, e-governance solutions, CSR activities
Approx. 78 percent increase in patents filed over 2009-2012Growing R&D spend
Approx. 50 percent of workforce from non-Tier I cities30-35 percent women employees
Approx. 8 percent of India’s GDPApprox. 23-25 percent of India’s exportsApprox. 7 percent of India’s total FDI share
Contributing to state GDPEnhancing education systemEmployment generationInfrastructure creation
Presence in 75 countries, with 580 global delivery centresApprox. 1,00,000 foreign nationals employed380 cross-border acquisitions during FY2008-2012
IT-BPM industry
Socially Responsible and Inclusive
Creating Innovation Platform
Empowering the Diverse Human
Assets
Contributing to Indian Economy
Driving Balanced Regional
Development
Putting India on the Global Map
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Revenue GrowthThe IT-BPM industry has almost doubled in terms of revenue and contribution to India’s GDP over the last six years (2008-2013). This growth has been presented in Figure 104.
4 The IT-BPM sector in India Strategic Review 2013 by NASSCOM
Figure 10: Revenue Growth across the IT-BPM industry, 2008-2013
29
ABOUT THEIT-BPM INDUSTRY
Revenue Growth in Sub-sectors FY2008-2013
100.0
90.0
80.0
70.0
60.0
50.0
40.0
30.0
20.0
10.0
00
95.1
87.6
76.3
64.059.9
52.1
30.1
13.6 14.717.0
14.9 16.7
19.0 20.917.9
13.012.311.510.5
FY2008 FY2009 FY2010 FY2011 FY2012 FY2013
34.036.4
44.5
52.056.3
ITS BPM SPD and ER&D Total IT-BPM industry
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Contribution of Different Sub-sectorsThe contribution of ITS sub-sector is close to 59 percent of the total revenue for the industry followed by BPM at 22 percent. The contribution of the various sub-sectors has been presented in Figure 115.
Direct Employment Generated The IT-BPM industry has contributed significantly towards the direct employment generation for the youth. The growth has been presented in Table 1.
Indirect EmploymentWhile, the IT-BPM industry employs about 3 million people directly, it also provides indirect employment opportunities to another 9 million in industries like construction, catering, security services, retail and transport. The increased earnings and employment further drive the spending in services like food, entertainment, telecommunication and healthcare apart from contributing to tax coffers of the country.
Figure 11: Contribution of Sub-sectors to IT-BPM Industry
5 The IT-BPM sector in India Strategic Review 2013 by NASSCOM
ABOUT THEIT-BPM INDUSTRY
Sub-sector contribution to IT-BPMindustry - Exports - 2013(E)
100% = USD 75.8 billion
Sub-sector contribution to IT-BPMindustry - Domestic - 2013(E)
100% = USD 19.32 billion
59%ITS
19%ER&D and
SPD
22%BPM
16%BPM
20%ER&D and
SPD
64%ITS
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Figure 12: Employment Trends in the IT-BPM Industry
Table 1: Employment Generation in the IT-BPM Industry
Description FY2010 FY2012 FY2013
Direct Employment 2.3 2.8 3.0
Indirect Employment 8.2 8.9 9.0
Ratio (Indirect: Direct) 3.6 3.2 3
The indirect-direct employment ratio multiplier has reduced from 3.6 in 2010 to 3.2 in 20126.
6 The IT-BPM sector in India Strategic Review 2013 by NASSCOM
ABOUT THEIT-BPM INDUSTRY
FY2012
Direct ~3.0 mn
~30-35% Women employees
2,776
FY2012E
FY2013E
7%Y-O-Y
~3 million workforce contributing to industry growth
Indirect ~9.5 mn
>100,000Foreign nationals
employed
IT service exports
BPM exports
IT-BPM domestic
2,964
1,296
879
601
1,407
917
640
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Figure 13: Sub-sectors within the IT-BPM Industry
Sub-sectors within the IT-BPM IndustryThe IT-BPM industry has four sub-sectors. The subsequent sections of the report describe Occupational Analysis conducted separately for the SPD sub-sector.
Each of the four sub-sectors has been defined in detail subsequently. These terms/definitions have been used in discussion with NASSCOM and have been found to be consistent with the definitions used in the industry.
1. IT Services (ITS): ITS involves a range of engagement types that include consulting, systems integration, IT outsourcing/managed services/hosting services, training and support/maintenance.a) Custom Application Development (CAD): CAD services focus on delivering customised
(as per the client requirements) development of software applications and interface as well as enhancements to existing packaged applications or pre-engineered templates and support and provision of custom applications.
b) Hardware Deployment and Support: The Hardware Deployment and Support services pertain to the installation and support of a specific hardware device. The service is focused on the device and its components rather than on software that is running on the device. Installation activities can include hardware staging, configuration, testing and debugging, deployment site preparation and physical installation of the device.
ABOUT THEIT-BPM INDUSTRY
Custom Application Development (CAD) Hardware Deployment and Support Software Deployment and Support
IT ConsultingSystem Integration
Information Systems (IS) OutsourcingSoftware Testing
Network Consultation and IntegrationEducation and Training
Customer Interaction and Support (CIS)Finance and Accounting (F&A)
Human Resource Management (HRM)Knowledge Services
Procurement and Logistics
Embedded ServicesEngineering Services
Engineering and R&D (ER&D)
Offshore Poduct DevelopmentOnshore Product Development
Software Products (SPD)
IT-BPMIndustry
IT Services (ITS)Business Process Management
(BPM)
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c) Software Deployment and Support: The Software Deployment and Support services are activities, expertise and systems providing the customer with proper installation and configuration of all packaged software products, custom applications as well as appropriate ongoing support, access to resources and distribution of software product releases, updates and upgrades.
d) Information Systems (IS) Outsourcing: IS Outsourcing services involve a long-term, contractual arrangement in which a service provider takes the ownership of and responsibility for managing all or part of a client’s information systems operations or department, based on a service-level agreement. An IS Outsourcing contract usually includes data centre operations and may also include services such as desktop management, local and wide area network operations management, help desk support, application development and maintenance, disaster recovery services and related consulting and systems integration activities.
e) Infrastructure Management Services (IMS): IMS encompass all the services that relate to monitoring, managing and enhancing performance of a client’s IT infrastructure. These include help desk services, server management, data centre management, network management, asset management, desktop support, IT security services, maintenance services and applications operations.
f) IT Consulting: IT Consulting includes IS Strategy, IT and network planning, architectural assessments, IS operational analysis, system and network designs, product-specific consulting, supplier assessment and maintenance planning.
2. Business Process Management (BPM): BPM is the management of one or more business processes by an external organisation that, in turn, owns and manages the selected processes based on defined and measurable performance metrics. The evolution of this sub-sector marks the shift in the delivery of business processes from high-cost destinations to low-cost ones. This shift is enabled by advancements in information and communication technologies.
BPM sub-sector includes the following types of organisations with different horizontal offerings (those that can be leveraged across specific industries):
a) Business Process Management (BPM): Traditional BPM offerings can be categorised into major categories and vertical-specific offerings (those that demand specific Industry vertical process knowledge):
b) Knowledge Services: Knowledge Services include services such as business research, market research, data management and analytics.
c) Legal Services: Legal Services include legal and intellectual property services.
- Customer Interaction and Support (CIS): CIS includes all forms of IT-enabled customer contact; inbound or outbound, voice or non-voice based support used to provide customer services, sales and marketing, technical support and help desk services.
- Finance and Accounting (F&A): F&A includes activities such as general accounting, transaction management (account receivables and payables management), corporate finance (for example, treasury and risk management and tax management); compliance management and statutory reporting and so on.
- Human Resource Management (HRM): HRM services include payroll and benefits administration, travel and expense processing, talent acquisition and talent management services, employee and manager self-service delivery services, employee communication design, and administration.
- Supply Chain Management (SCM): SCM services include the transfer of the ownership of some or all procurement, sales and fulfilment processes or functions to providers, such as an outsourcing agency. These could include administrative, delivery or management-related processes or functions.
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3. Software Products (SPD): SPD are programmes or code sets of any type, commercially available through sale, lease, rental or as a service. Packaged software revenues typically include fees for initial and continued right-to-use packaged software licenses.a) Offshore Product Development: This involves offshore development of the customer’s
product, thereby taking up the responsibility of all aspects of the product lifecycle - R&D, prototyping, development, testing, maintenance and support and development of next generation of the products.
4. Engineering and R&D (ER&D): Engineering services are those that augment or manage processes. These processes are associated with the creation of a product or service, as well as those associated with maximising the life span and optimising the yield associated with a product or asset. This not only includes design elements of the product or service itself, but also encompasses the infrastructure, equipment and processes engaged in manufacturing/delivering them.a) Research and Development (R&D) Services: R&D services involve providing research
and development for hardware and software technologies, as well as development of software running on embedded systems.
ABOUT THEIT-BPM INDUSTRY
OVERVIEW OF THESPD SUB-SECTOR
OVERVIEW
Introduction to the SPD Sub-sector
Evolution of the SPD Sub-sector
Profile of the SPD Sub-sector
Key Trends in the SPD Sub-sector
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Introduction to the SPD Sub-sectorSoftware Products are programmes or code sets of any type, commercially available through sale, lease, rental, or as a service. Packaged software revenues typically include fees for initial and continued right-to-use packaged software licenses. The IT Industry segment catering services to this area – through all or any of the product lifecycles – is referred to as the Software Products (SPD) sub-sector.
This sub-sector also encompasses the offshore development of the customer’s product or Offshored Software Products Development (OSPD). Responsibility of different aspects of the product lifecycle - R&D, prototype, development, test execution, maintenance, support and development of next generation of products - lies with an offshore team/vendor/organisation. Offshoring of non-core activities provides an organisation the opportunity to save on costs and focus on core activities. As the industry matures, more complicated and critical work is being carried out offshore.
The Indian SPD market is small when compared to the ITS and BPM sub-sectors of the IT-BPM Industry. However, the market potential of this sub-sector and its impact on other sub-sectors and industries is significant. The SPD (and OSPD) sub-sector has grown by almost two times in the last five years to record estimated revenue of USD 3 billion in exports in FY2013.
Software Products built on new technologies like Cloud Computing, Social Media and Value-added Services have witnessed growth due to a strong support from venture capitalists. As a result, this space has seen a large number of entrepreneurs whose success stories have inspired and drawn many to the field. Many Indian software product organisations have emerged as top vendors globally for products across Banking, Financial Services and Insurance (BFSI) as well as telecom sectors. This has contributed to building a much needed brand for all other IT industry sub-sectors in both the domestic as well as global space as India is being viewed as a provider of high-end services. Innovation in other sectors is also fostered by this sub-sector as the time to market the product goes down with emerging technologies.
SPD sub-sector revenues in exports in FY2013
Growth of the domestic SPD sub-sector in INR terms from FY2012 to 2013
Total contribution of the SPD sub-sector, including OSPD,
in industry exports
USD 3Billion
SPD sub-sector revenues (domestic) in FY2013
USD 3.8Billion
4percent
14percent
Figure 1: SPD Sub-sector: a snapshot
Software Products
OSPD
FY2012 FY2013E
1.5
1.21.4
1.6
Figure 2: Growth of the SPD Sub-sector: 2012-2013 in Billion USD
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Evolution of the SPD Sub-sectorThe evolution of the SPD sub-sector has been captured in the figure below and explained in detail subsequently.
The SPD sub-sector started off along with other IT-BPM sub-sectors in the early 1980s. The sub-sector started by offering low-end support services as a source of cost arbitrage to the client companies. The Indian IT services firms, at that time, pioneered the software product development by launching their office application products. However, this segment was limited. As the requirements were customer driven, the products developed were very specific to individual clients and focused on improving efficiency by automating the process. The sub-sector faced the usual challenges of infancy such as lack of a distribution partner, low investments, absence of standards and so on. The initial work was mostly project focused. The industry evolved in terms of the quality of services it provided. The quality of offshore work done drew attention, and more global organisations started to offshore non-critical components of product development to India. Many also established their captives in India to take advantage of the cost benefits.
With time, the repertoire of services which the Indian firms provided in the SPD space expanded to include testing. SPD saw definite advances towards developing products which were more easily customised to different clients. The companies in the OSPD space also started developing new products simultaneously. Increased investments brought a further impetus to the growth of this sector, and an expansion in the number of small and mid-sized firms offering software products was seen. Most of the product development started to happen around established platforms.
The second half of the last decade has seen rapid progress towards providing high-end services to clients, both in terms of offshore work and software products. Companies have started providing services that are more strategic in nature. The evolution of new technologies like Cloud Computing, Value-added Services and Social Media have altered the landscape of the industry, providing new opportunities to even the small and medium players. Growing demands from other industry verticals and geographies have increased the business globally, which has positively impacted India. The recent period has been marked with innovation translating to rapid growth, with the service providers taking on the role of strategic partners.
Figure 3: Evolution of the SPD Sub-sector
1980s
Early 2000s
Current Decade
Phase
I
Phase
II
Phase
III
Low-end support services Automation Individual customer specific Project focused
Services expansion Greater product customisation Product development around established platform
Domain specialisation Entire product development lifecycle ownership On-demand business Emerging technologies like cloud computing, social media and VAS changing sub-sector landscape
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Profile of the SPD Sub-sectorSoftware Product Development is the fastest growing IT-BPM sub-sector globally, generating revenue of USD 278 billion in FY2012 through package software products only. This is also reflected in the Indian market where the average growth of this industry has been in double digits with 14 percent for FY2013. While the product development segment has a revenue size exceeding USD 1.6 billion, the offshore market is estimated at USD 1.4 billion. The growth in this segment is not a sudden spurt. The sub-sector has been witnessing double digit growth over the last five years, while future growth is estimated at 14 percent.
Vertical Profile
BFSI is the largest driver in this space, claiming majority of SPD revenues. Other Industry verticals, like Healthcare and Education, have been on the upswing over the past decade. Education in particular has become a huge revenue driver owing to the Information and Communication Technology (ICT) focus in Education at the state and national levels. An illustrative view of the vertical and horizontal profiles is shown in the subsequent table.
Service Offering/Horizontal Profile
The industry started with performing work around support and gradually evolved to covering other stages of the product lifecycle, such as testing and providing professional services. The industry has now evolved, with the capability as well as demand for serving the entire product lifecycle, including R&D, product conceptualisation and prototyping.
Customer Segment
The increasing permeation of IT across various businesses, irrespective of their size, has resulted in a corresponding diverse customer segment for the SPD sub-sector. Earlier, the large enterprises were adopters of technology and were big revenue contributors. However, the small and medium businesses are the ones that form the core of the sub-sector; they have contributed to defining the trends in recent times, with this segment witnessing the highest IT adoption. Emerging technologies have created opportunities in the end-user segment and many providers are rushing to address this gap.
Market Segment
The SPD sub-sector closely mirrors the IT-BPM Industry in general, with US being the dominant market, and US and Europe combining to provide over 80 percent of revenue to the sub-sector. The domestic market is much smaller but is set to grow. With the entrepreneurial scenario in India booming, many new Indian players are also seeking services for developing and bringing to market the conceptualised idea.
Player Segment
550+ players are estimated to be operating in this sub-sector. However, over half of the revenue generation for the sub-sector happens from the top 5 players. 1The large players of the sub-sector have resources that enable them to offer end-to-end services through the product lifecycle for clients. The large players also generally provide services in other sub-sectors like IT services and BPM. The mid-range players account for another significant contribution to export numbers (~25 percent).
The smaller players focus on service lines/geographic lines/industry verticals, providing niche services.
1 THE IT-BPM SECTOR IN INDIA, Strategic Review 2013; NASSCOM
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Verticals and Occupations in the SPD Sub-sector
The table does not depict any hierarchy
Emer
ging
O
ccup
atio
ns
Inte
grat
ion
and
Dep
loym
ent
Occupations in the SPD Sub-sector
Lega
l
Pro
duct
Doc
umen
tatio
n
Pro
duct
Dev
elop
men
t and
Del
iver
y
Pro
ject
/Pro
gram
Man
agem
ent
Pro
duct
Life
cycl
e M
anag
emen
t
Pro
duct
Res
earc
h an
d D
esig
n
Pro
duct
Pac
kagi
ng
Pro
duct
Sup
port
Tran
sitio
n
Sal
es a
nd M
arke
ting/
Bus
ines
s D
evel
opm
ent
Test
ing
and
Qua
lity
Ass
uran
ce
Emer
ging
Ve
rtic
als
Indu
stry
Ve
rtic
als
BFS
IM
edia
and
En
tert
ainm
ent
Gov
ernm
ent
Tele
com
Ret
ail
Hea
lthca
reEd
ucat
ion
Con
stru
ctio
n &
H
eavy
Eng
g.
(C&
HE)
Man
ufac
turin
g
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Figure 4: Key Trends in the SPD Sub-sector
Key Trends in the SPD Sub-sectorThe SPD sub-sector is currently undergoing significant changes brought about by multiple forces, including market conditions, emerging technologies, evolving customer demands and increasing IT penetration. These forces are shaping the trends in this sub-sector. Some of the dominant trends are shown in Figure 4.
Diversification of Industry Verticals: The growth of IT-BPM Industry and the SPD sub-sector has seen a spread in the number of verticals that are being serviced. This diversification has been driven by growing demand from other verticals as well as a conscious push by the players. Use of IT as a means of controlling costs and improving efficiencies has led to demands from most verticals. The growing size of these verticals has also created huge potential for business, and the need to diversify to reduce sector risk has encouraged the suppliers to diversify.
The small and medium businesses were among the first ones to explore the other emerging sectors. The larger players quickly realised the potential and have been pursuing these areas aggressively. While Financial Services still continues to be the dominant vertical to be serviced and is expanding with growing penetration yielding increasing revenue, the other verticals like Procurement and Customer Relationship Management (CRM) are witnessing good growth as well.
Movement up the Value Chain: In alignment with the maturing IT industry, the SPD sub-sector has established its credentials globally and is now seeing players focus on providing high-end services. The sub-sector is also witnessing more work being done in specialised areas like Product Conceptualisation and R&D, which was being traditionally done outside the country and at the client end. The providers have also started to offer services in associated areas like integration services and vendor management.
Trend Description
Diversity of Industry verticalsMovement beyond typical
verticals like Finance to Retail, Manufacturing and Health
Movement up the value chainMore focus on product
conceptualisation as against just product development
Changing relationship between the vendor and the customer
Product companies becoming trusted advisors to the customers as against
transactional developers
Changes in delivery modelMovement from license-based to on-demand delivery models
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Changing Relationships between Vendor and Customer: Instead of focusing on one or a limited aspect of the product development lifecycle, companies as well as customers are now realising advantages of the parent company owning the product lifecycle – implementation, testing, maintenance and enhancement. While this provides an opportunity of increased revenue and more protection of the product Intellectual Property (IP), the clients see a quicker resolution time and enhanced quality of updates, among other advantages. The product companies are now in a position to act as advisors to not only the product, but also help in charting out the organisation’s technology roadmap and marketing strategy.
Changes in Delivery Model: The dynamic market scenario has led to the demand for changes in the delivery model. Movement from license-based to on-demand service has been one of the dominant trends in this direction. This has reflected in changes in revenue models offered by service providers, which provide the customers flexibility to buy products on a need basis. Some of the popular emerging revenue models are subscription or on-demand, revenue sharing, risk sharing, transaction-based and ad-based models. Disruptive technologies – cloud, mobility, social media and big data/analytics - are playing a significant role in driving growth of OSPD and software products. The vendor-customer relationship offering is undergoing significant changes as organisations offer product consulting services, technology roadmaps, extended marketing team for clients and co-innovate product services.
OVERVIEW OF THESPD SUB-SECTOR
TALENT IN THE SPD SUB-SECTOR
TALENT
Emerging Talent Trends
Qualifications, Knowledge and Understanding
Skills
Learning Opportunities
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Emerging Talent TrendsTalent for SPD sub-sector holds the key to how this field will shape up. Though the sub-sector at the moment possesses abundant opportunities, availability of quality talent is becoming a critical factor.
Hiring is annual rather than seasonal as the requirement and supply gap for talent already exists. Hiring happens at both lateral as well as fresher levels. At the entry level, the sub-sector sees hiring from engineering colleges from IT and computer-related fields with a focus on the individual’s analytical abilities. A shift towards hiring students from other streams is also happening, and many organisations believe that the functional skills necessary can be built through training programmes.
Organisations connect with potential recruits through multiple channels like roadshows, competitions, seminars, internships and so on. This helps to build interest towards the organisation in particular and the sub-sector in general, and promotes innovation, as these channels can be used to exchange new ideas. Lateral hiring happens at many levels, and movement across organisations is not uncommon.
Some of the important trends in managing talent in the SPD sub-sector are identified below:
1. Beyond Traditional Talent Pool: The growth of the sub-sector has made it necessary for the players to seek talent outside technical colleges in order to close the gap. Organisations are developing capability – in-house or through third parties – to train and equip fresh graduates from non-technical backgrounds with necessary productive skills.
2. Widening of the Skill Spectrum: The industry is undergoing significant changes on multiple fronts, which are expanding the skill needs drastically. Service providers in the SPD sub-sector are increasingly looking to provide additional services beyond the traditional gamut of offerings. The trend towards ‘productisation’ is also necessitating the industry to look for new partnering tie-ups. Legal aspects are growing because of the importance of emerging intellectual property issues. The evolving technologies require integrated product development. As a result of all these factors, the technical as well as non-technical skill set that the sub-sector requires is spreading.
3. Domain-specific Knowledge Focus: Software products are customised to organisations, and thus require industry understanding to build and modify products for the same. Domain knowledge is a critical skill in the SPD sub-sector. Organisations also look to develop these skills after hiring by encouraging industry-specific certifications, and by providing trainings.
Industry vertical knowledge critical for relevant product design Recruit domain experts Provide industry certifications and trainings
Need to expand talent pool Recruit from non-engineering background - Arts, Science, Law, Commerce Extensive training post hire
Increase in range of services offered Recruit diverse talent Explore cross-skilling
Figure 5: Talent Trends in the SPD Sub-sector
TALENT IN THE SPD SUB-SECTOR
Shortage of skilled talent has led to organizations increasingly looking beyond engineering and technical streams for their talent needs
Niranjan Subramanya Sarja , Head E-schools Campus Force, HCL Technologies
Beyond Traditional Talent Pool
Domain- specific
Knowledge Focus
Widening Skill
SpectrumTalent Trends
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Qualifications, Knowledge and UnderstandingThough the sourcing strategy may vary for different companies - barring a few that provide niche/specialised services - the majority hire both laterally and at entry level.
The bulk of hiring happens at the entry level as organisations compete to attract the best talent from engineering colleges. While IT and Computer Science were the traditionally preferred branches, the sub-sector is now open to recruiting from other branches in engineering as well as graduates from other streams like arts, science, law, and so on.
For SPD, a majority of the recruitment happens through technical graduates - engineering institutes, BCA/MCA, and technical diploma holding candidates.
Graduates with relevant certifications like graphics and media designing courses, are preferred for media/UI related tracks within Product Development.
There is usually an advanced requirement for occupations like Sales and Marketing/ Business Development and Product Research and Design where candidates with a management degree are usually preferred.
Increasingly, the focus is shifting away from ‘formal education’ related qualifications to having the right skills to successfully deliver the job responsibilities.
Occupations like Project/Program Management, Product Management, Sales and Marketing/ Business Development require additional skills.
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SkillsThe SPD sub-sector requires a wide range of skills, which vary with the value stream that the organisation is servicing, and at individual level, role and the position. Both soft skills and functional skills are crucial in the industry, and organisations take a lot of effort in building these. Major hiring at the entry level is done on the basis of communication/soft skills and analytical aptitude.
The sub-sector needs specialised skills, and the core talent need is technical in nature. However, like other sub-sectors in the industry, Software Products also house multiple roles, which require different competencies. While strong analytical skills are a prerequisite in this sub-sector, strong communication abilities are required in client-facing roles like sales, product documentation, testing, and product support.
Project management skills and relevant experience are essential for managing various aspects of project delivery. Product management again is a critical occupation where familiarity with software product development methodologies is important along with technical skills.
Similarly, Sales and Marketing/Business Development roles require a strong technical understanding of the product in addition to domain knowledge.
The need for having strong IP management also demands Legal to be an integral occupation within the SPD sub-sector, and skills corresponding to the same (such as patent review, preparation, IP strategy development, and so on) are also much sought after.
Key Generic Skills
Good communication skills Analytical skills Problem solving Creativity and out-of the box thinking Working with influence
Key Functional Skills
Industry/Domain skills SDLC concepts Programming skills Platform knowledge Automated testing ERP
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Learning OpportunitiesSPD is a knowledge-intensive sub-sector, and fresh graduates often have a steep learning curve, which they need to cover before becoming productive. The constant innovation of technology requires the employees to regularly update their knowledge to remain productive. Change in role or projects could also see the employees needing to learn new skills.
The sub-sector thus encourages and provides learning opportunities through different sources like certifications, training materials (online/class room), focused learning programmes, and on-the-job learning opportunities.
Increasing domain focus is leading to many software products organisations looking to acquaint the employees with domain-specific (retail, manufacturing, insurance, etc.) knowledge. Similarly, tie-ups with institutes or external vendors is used to provide training to employees for specific technical or platform skills.
The industry spends significant amounts of resources on providing learning opportunities. This not only provides for up-skilling of employees to meet business needs, but also helps to position the organisation as a preferred employer.
Learning opportunities are offered within and outside the organisations. Some of these options include:
Advanced technical degree courses like MCA, MTech, ME, MSc and so on. Advanced business courses like MBA/PGDBM Domain-related certifications in software languages, infrastructure management, information
security and so on. Industry-related certifications in various verticals like BFSI, telecom, retail and so on.
One of the key objectives of IT-ITeS SSC NASSCOM is to develop avenues for learning and skill development in the IT-BPM Industry. In pursuit of this, the SSC is planning to set up accreditation process for training providers, and tailor courses on Occupational Standards that are currently being developed for the industry.
Certified training courses based on Occupational Standards will ensure standardised formal and non-formal learning opportunities that are accepted and endorsed by the industry.
TALENT IN THE SPD SUB-SECTOR
ENTRY-LEVELJOB ROLES - SPD
ENTRY
Entry-level Job Roles
Entry-level Job Roles in the SPD Sub-sector
SPD Sub-sector: Occupations, Tracks, Verticals and Entry-level Job Roles
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Entry-level Job Roles Across the IT–BPM Industry, there are three levels of management:
Entry Level
Middle Level
Leadership Level
An entry-level job role is the first step to a career in the IT–BPM industry. It is the first level of employment in an organisation, and typically employs candidates with about 0-2 years of experience. The purpose of an entry-level job role is to give the candidate an understanding of the occupation and an opportunity to learn and enhance his experience, and to serve as a stepping stone to middle-level management.
With an increasing wave of domain and vertical specialisation across the IT–BPM industry, many people are now focusing on acquiring experience through entry-level job roles in the industry.Some of the functions of an entry-level job role are presented in Figure 6.
Figure 6: Functions of Entry-level Job Roles
Implement short-term plans and
organisational goals
Ensure the smooth running
of day to day operations
Manage self- development
Enable middle management to plan
and strategise medium and long-
term strategies
Communicate ground-level
realities to middle management to
relay to leadership
Entry - level
Functions
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Entry-level Job Roles in the SPD Sub-sectorEntry-level job roles in the SPD sub-sector exist across almost all the occupations. For most of these job roles, the basic qualification remains engineering graduates, preferably from computer sciences background, though graduates from other disciplines are also hired for some other positions in Legal or Transition.
A list of different entry-level job roles that exist across each occupation in the SPD sub-sector is presented below.
Integration andDeployment
Product LifecycleManagement
Product Research and Design
Product Support
ProductDevelopment andDelivery
Sales and Marketing/BusinessDevelopment
Testing and Quality Assurance
Transition
Legal
Project/Program Management
Product Packaging
Product Executive Engineer Trainee
Design Engineer Engineer Trainee
Technical Support Executive - Non-voice Technical Support Executive - Voice
Software Developer Media Developer Engineer Trainee
Market Research Associate Sales/Pre-sales Executive Management Trainee
Test Engineer QA Engineer Engineer Trainee
Engineer - Software Transition Communication Analyst Engineer Trainee
IP Executive
No entry-level roles for this occupation
Engineer Packaging
Occupation Entry-level ‘unique’ job roles
ProductDocumentation
Technical Writer Language Translator
Support Engineer Engineer Trainee
ENTRY-LEVELJOB ROLES - SPD
The table does not depict any hierarchy
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SPD Sub-sector - Occupations, Tracks, Verticals and Entry-level Job RolesThe IT-BPM industry in India is one of the ever-expanding industries in the country, and offers myriad opportunities to fresh graduates for employment. According to NASSCOM estimates, the industry is estimated to aggregate revenues of USD 108 billion in FY2013. During this period, direct employment is expected to reach nearly three million, an addition of 188,300 employees, while indirect job creation is estimated at 9.5 million. About 95 percent of this hiring is of fresh graduates.
The SPD sub-sector offers a variety of opportunities across occupations like Integration and Deployment, Legal, Product Documentation, Product Packaging, Testing and Quality Assurance, Product Research and Design, Product Support, Transition, and so on.
In total, there are about 18 unique job roles at the entry level across different occupations, tracks, and verticals in the SPD sub-sector.
The subsequent table shows how each of these job roles is mapped to different tracks and occupations in this sub-sector,
ENTRY-LEVELJOB ROLES - SPD
Key DefinitionsOccupation is a set of job roles, which perform similar/related set of functions in an industry. Tracks are a sub-set of occupations having similar set of functions under the larger gamut of the occupation they belong to.
Unique Job Roles defines a set of functions that together form a unique employment opportunity in an organisation.
Entry Level: 0-2 yearsMiddle Level: 2-10 yearsLeadership Level: >10 years
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Su
b-
se
ct
or
SPD Sub-sector - Occupations, Tracks, and VerticalsFor most entry-level job roles, there is a possibility of a vertical or horizontal movement in their tracks, and also into other occupations.
Figure 22: Occupations, Tracks, and Verticals in SPD Sub-sector
ENTRY-LEVELJOB ROLES - SPD
Emer
ging
Ve
rtic
als
Occ
upat
ion
Trac
ksEn
try-
leve
l Job
Rol
es
Inte
grat
ion
and
Dep
loym
ent
Lega
l
Pro
duct
Doc
umen
tatio
n
Pro
duct
Dev
elop
men
t and
Del
iver
y
Pro
ject
/Pro
gram
Man
agem
ent
Pro
duct
Life
cycl
e M
anag
emen
tP
rodu
ct L
ifecy
cle
Man
agem
ent
Pro
duct
Res
earc
h an
d D
esig
nP
rodu
ct R
esea
rch
and
Des
ign
Des
ign
Eng
inee
rE
ngin
eer T
rain
ee
Pro
duct
Pac
kagi
ngP
rodu
ct P
acka
ging
Eng
inee
r Pac
kagi
ng
Pro
duct
Sup
port
Pro
duct
Sup
port
Tech
nica
l Sup
port
Exe
cutiv
e - N
on-v
oice
Tech
nica
l Sup
port
Exe
cutiv
e - V
oice
Pro
duct
Mar
ketin
gM
arke
t Res
earc
h A
ssoc
iate
Sal
es/P
re-s
ales
E
xecu
tive
Man
agem
ent
Trai
nee
Pro
duct
Pre
-sal
es/S
ales
(in
clud
es in
side
sal
es)
Rel
atio
nshi
p M
anag
emen
t/Alli
ance
Aut
omat
ed T
estin
gM
anua
l Tes
ting
Test
Eng
inee
r
QA
QA
Eng
inee
rS
oftw
are
Tran
sitio
nEn
gine
er -
Softw
are
Tran
sitio
nTr
ansi
tion
Com
mun
icat
ion
Com
mun
icat
ion
Ana
lyst
Sal
es a
nd M
arke
ting/
Bus
ines
s D
evel
opm
ent
Test
ing
and
Qua
lity
Ass
uran
ce
Tran
sitio
n
Inte
grat
ion
(Sof
twar
e an
d H
ardw
are)
Sup
port
Eng
inee
rE
ngin
eer T
rain
ee
Sof
twar
e D
evel
oper
Eng
inee
r Tra
inee
Lega
lIP
Exe
cutiv
e
Tech
nica
l Writ
ing/
Doc
umen
tatio
nTe
chni
cal W
riter
Lang
uage
/Tra
nsla
tion
Lang
uage
Tra
nsla
tor
Sof
twar
e D
evel
opm
ent
Func
tiona
l Dev
elop
men
tU
I Dev
elop
men
tM
edia
Dev
elop
men
tM
edia
Dev
elop
erW
eb D
evel
opm
ent
Pro
ject
/Pro
gram
Man
agem
ent
No
entry
-leve
l job
role
Pro
duct
Exe
cutiv
eE
ngin
eer T
rain
ee
Eng
inee
r Tra
inee
Eng
inee
r Tra
inee
Pro
duct
Dep
loym
ent
Emer
ging
O
ccup
atio
ns
Indu
stry
Ve
rtic
als
BFS
IM
edia
and
En
tert
ainm
ent
Gov
ernm
ent
Tele
com
Ret
ail
Hea
lthca
reEd
ucat
ion
Con
stru
ctio
n &
H
eavy
Eng
g.
(C&
HE)
Man
ufac
turin
g
The table does not depict any hierarchy
MIDDLE-LEVELJOB ROLES - SPD
MIDDLE
Chapter
4
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
Middle-level Job Roles
Middle-level Job Roles in the SPD Sub-sector
SPD Sub-sector: Occupations, Tracks, Verticals and Middle-level Job Roles
56
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
MIDDLE-LEVELJOB ROLES - SPD
57
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
Middle-level Job RolesAcross the IT–BPM industry, there are three levels of management:
Entry Level
Middle Level
Leadership Level
A middle-level job role is the first step to a management career in the IT–BPM industry. It ranges from first-level supervisors to managers who manage supervisors, and sometimes even managers of managers. They are responsible for carrying out and implementing the goals set out by top management. Often they assist and motivate the entry-level employees to achieve business objectives. Their role also includes acting as a liaison between the top level and the entry level by offering suggestions and feedback to both the groups.
Figure 7: Functions of Middle-level Management
MIDDLE-LEVELJOB ROLES - SPD
Devise plans and policies for
everyday management
Act as liasion between top level
and entry level
Prepare organisational
set-up
Middle-level Functions
Lead, manage and motivate
entry level employees
Recruiting Employees
58
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
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se
ct
or
Middle-level Job Roles in the SPD Sub-sectorMiddle-level job roles in the SPD sub-sector include technical and specialist roles like Sr Engineers, First-level Supervisors, Packaging and other specialists, and also employees in the managerial domain like Senior Managers and Managers with specific occupational specialisations.
The table below lists unique middle-level job roles in the SPD sub-sector.
Legal Manager IP IP Consultant Sr IP Executive
Project/ProgramManagement
Project Manager Module Leader PMO Associate
Product LifecycleManagement
Key Product Manager Product Manager Senior Product Executive
Product Research and Design
Solutions Architect Team Lead - Product Design Sr Design Engineer
Integration andDeployment
Project Deployment Lead Team Lead - Integration Team Lead - Product Deployment Sr Integration Engineer Sr Engineer - Product Deployment
Occupation Middle-level ‘unique’ job roles
Product Documentation
Product Developmentand Delivery
Program Manager - Product Development/Delivery Manager - Product Development/Delivery Team Lead - Software Development Team Lead - Functional Development Team Lead - UI Development Team Lead - Web Development Team Lead - Media Development Sr Software Developer Sr Functional Developer Sr UI Developer Web Developer Sr Media Developer
Manager - Product Documentation Team Lead - Language/Translation Team Lead - Technical Writing/Documentation Sr Translator Sr Technical Writer
MIDDLE-LEVELJOB ROLES - SPD
59
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
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ry: S
PD
Su
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se
ct
or
Middle-level Job Roles in the SPD Sub-sector (Contd)
Product Packaging
Product Support
Transition
Sales andMarketing/BusinessDevelopment
Principal Consultant - Packaging Packaging Consultant Packaging Specialist
Team Lead - Customer Support Shift Supervisor - Non-voice Shift Supervisor - Voice Technical Support Sr Executive - Non-voice Technical Support Sr Executive - Voice
Project Transition Lead Team Lead - Software Transition Sr Engineer - Software Transition Team Lead - Communications Sr Associate Communications
Senior Product Marketing Manager Product Marketing Manager Sr Manager - Pre-sales/Sales Pre-sales/Sales Manager Sr Manager - Customer Relationship Customer Relationship/Alliance Manager
Occupation Middle-level ‘unique’ job-roles
Testing and QualityAssurance
Test Architect Team Lead - Technical Testing Sr Test Engineer - Technical Testing Team Lead - Functional Testing Sr Test Engineer - Manual Test Manager QA Team Lead - QA Sr QA Engineer
The table does not depict any hierarchy
MIDDLE-LEVELJOB ROLES - SPD
60
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
SPD Sub-sector - Occupations, Tracks, Verticals and Middle-level Job RolesThe IT-BPM industry in India offers unparalleled employment opportunities across the entire spectrum of its service offerings. Middle-level management has the maximum number of job roles as it encompasses people with 2-10 years of work experience. In smaller organisations, there may be only one layer of middle-level of management, but in larger enterprises, there may be multiple layers of middle-level management. This includes first-level supervisors, managers of supervisors, and managers of managers as well.
In total, there are about 63 unique job roles at the middle level across different occupations, tracks, and verticals in the SPD sub-sector.
The subsequent table shows how each of these job roles is mapped to different tracks and occupations in this sub-sector.
Key DefinitionsOccupation is a set of job roles, which perform similar/related set of functions in an industry. Tracks are a sub-set of occupations having similar set of functions under the larger gamut of the occupation they belong to.
Unique Job Roles defines a set of functions that together form a unique employment opportunity in an organisation. Entry Level: 0-2 yearsMiddle Level: 2-10 yearsLeadership Level: >10 years
MIDDLE-LEVELJOB ROLES - SPD
61
Oc
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aly
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of t
he
IT-
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M In
du
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ry: S
PD
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se
ct
or
SPD Sub-sector - Occupations, Tracks and Verticals
Figure 24: BPM Sub-sector- Occupations, Tracks, Verticals, and Middle Level Job Roles
The table does not depict any hierarchy
Emer
ging
O
ccup
atio
ns
Emer
ging
Ve
rtic
als
Indu
stry
Ve
rtic
als
BFS
IM
edia
and
En
tert
ainm
ent
Gov
ernm
ent
Tele
com
Ret
ail
Hea
lthca
reEd
ucat
ion
Con
stru
ctio
n &
H
eavy
Eng
g. (C
&H
E)M
anuf
actu
ring
Occ
upat
ion
Trac
ksM
iddl
e le
vel J
ob R
oles
Inte
grat
ion
and
Dep
loym
ent
Lega
l
Pro
duct
D
ocum
enta
tion
Pro
duct
D
evel
opm
ent a
nd
Del
iver
y
Pro
ject
/Pro
gram
Man
agem
ent
Pro
duct
Life
cycl
e M
anag
emen
tP
rodu
ct R
esea
rch
and
Des
ign
Pro
duct
P
acka
ging
Pro
duct
Sup
port
Sal
es a
nd
Mar
ketin
g/B
usin
ess
Dev
elop
men
t
Test
ing
and
Qua
lity
Ass
uran
ce
Tran
sitio
n
Inte
grat
ion
(Sof
twar
e an
d H
ardw
are)
Team
Lea
d - I
nteg
ratio
nTe
am L
ead
- P
rodu
ct D
eplo
ymen
tS
r Eng
inee
r - P
rodu
ct
Dep
loym
ent
Sr I
nteg
ratio
n E
ngin
eer
Lega
lM
anag
er IP
IP C
onsu
ltant
Sr.
IP E
xecu
tive
Tech
nica
l W
ritin
g/D
ocum
enta
tion
Sr T
rans
lato
rTe
am L
ead
- La
ngua
ge /
Tran
slat
ion
Team
Lea
d - T
echn
ical
W
ritin
g / D
ocum
anta
tion
Pro
gram
M
anag
er-P
rodu
ct
Dev
elop
men
t/D
eliv
ery
Man
ager
- P
rodu
ct
Doc
umen
tatio
n
Pro
gram
M
anag
er-P
rodu
ct
Dev
elop
men
t/D
eliv
ery
Man
ager
- P
rodu
ct
Dev
elop
men
t /
Del
iver
y
Team
Lea
d - S
r M
anag
er- C
usto
mer
R
elat
ions
hip
Lang
uage
/Tra
nsla
tion
Sr T
echn
ical
Writ
er
Pro
duct
Life
cycl
e M
anag
emen
tK
ey P
rodu
ct
Man
ager
Pro
duct
Man
ager
Sen
ior P
rodu
ct E
xecu
tive
Pro
duct
Res
earc
h an
d D
esig
nS
olut
ions
Arc
hite
ctTe
am L
ead-
Pro
duct
D
esig
nS
r Des
ign
Eng
inee
r
Pro
duct
Pac
kagi
ngP
acka
ging
Con
sulta
ntP
acka
ging
Spe
cial
ist
Prin
cipa
l Con
sulta
nt
- Pac
kagi
ng
Pro
duct
Sup
port
Team
Lea
d -
Cus
tom
er S
uppo
rt
Shi
ft S
uper
viso
r -
Non
-Voi
ceTe
chni
val S
uppo
rt S
r Exe
cutiv
e - N
on V
oice
Tech
niva
l Sup
port
Sr E
xecu
tive
- Voi
ceS
hift
Sup
ervi
sor -
Voi
ce
Pro
duct
Mar
ketin
gS
r Pro
duct
Mar
ketin
g M
anag
erP
rodu
ct M
arke
ting
Man
ager
Pro
duct
Pre
-sal
es/S
ales
(in
clud
es in
side
sal
es)
Sr M
anag
er -
Pre
-sal
es /
Sal
es
Pre
-sal
es /
Sal
es M
anag
er
Rel
atio
nshi
p M
anag
emen
t/Alli
ance
Sr M
anag
er -
Cus
tom
er R
elat
ions
hip
Cus
tom
er R
elat
ions
hip/
Alli
ance
Man
ager
Aut
omat
ed T
estin
gTe
am L
ead
-Te
chni
cal T
estin
gS
r Tes
t Eng
inee
r -Te
chni
cal T
estin
gS
r Tes
t Eng
inee
r -M
anua
l Tes
tTe
am L
ead
-Fu
nctio
nal T
estin
g
Test
Arc
hite
ctM
anua
l Tes
ting
QA
Man
ager
QA
Team
Lea
d - Q
AS
r QA
Eng
inee
rS
oftw
are
Tran
sitio
nTe
am L
ead
-S
oftw
are
Tran
sitio
nS
r Eng
inee
r -S
oftw
are
Tran
sitio
nP
roje
ct T
rans
ition
Le
adTr
ansi
tion
Com
mun
icat
ion
Team
Lea
d-
Com
mun
icat
ions
Sr A
ssoc
iate
C
omm
unic
atio
ns
Sof
twar
e D
evel
opm
ent
Sr S
oftw
are
Dev
elop
erFu
nctio
nal D
evel
opm
ent
UI D
evel
opm
ent
Med
ia D
evel
opm
ent
Web
Dev
elop
men
t
Sr F
unct
iona
l Dev
elop
er
Sr U
I Dev
elop
er
Sr M
edia
Dev
elop
er
Web
Dev
elop
erP
roje
ct/P
rogr
am M
anag
emen
tP
roje
ct M
anag
erM
odul
e Le
ader
PM
O A
ssoc
iate
Pro
duct
Dep
loym
ent
Pro
ject
Dep
loym
ent
Lead
MIDDLE-LEVELJOB ROLES - SPD
62
Oc
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l An
aly
sis
of t
he
IT-
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M In
du
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Su
b-
se
ct
or
MIDDLE-LEVELJOB ROLES - SPD
LEADERSHIP-LEVELJOB ROLES - SPD
LEADERSHIP
Leadership-level Job Roles
Leadership-level Job Roles in the SPD Sub-sector
SPD Sub-sector: Occupations, Tracks, Verticals and Leadership-level Job Roles
Chapter
5
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
64
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
LEADERSHIP-LEVELJOB ROLES - SPD
65
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
Leadership-level Job RolesAcross the IT–BPM industry, there are three levels of management:
Entry Level
Middle Level
Leadership Level
A leadership-level job role is one of the top level job roles in the SPD sub-sector. The top-level management generally consists of occupation leads as well as Assistant Vice President (AVP), Vice President (VP), and Senior Vice-President (SVP) level roles. The top-level management determines the objectives, policies, and plans of the organisation. They devise long-term strategy, organisational objectives, and goals, and are also involved in mobilising resources. The top-level management are the final authority in the organisation. They are directly responsible to the major stakeholders.
Figure 8: Functions of Leadership-level Management
LEADERSHIP-LEVELJOB ROLES - SPD
Manage organisational
culture and direction
Leadership-level
Functions
Lay down the objectives and
broad policies of the enterprise
Prepare strategic plans and policies for the enterprise
Responsible to the shareholders
for the performance of the enterprise
Lead, motivate and manage middle-level management
66
Oc
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pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
Leadership-level Job Roles in the SPD Sub-sectorLeadership-level job roles in the SPD sub-sector include roles such as Heads of Departments, Chief Architects, and Department Leads. The table below lists the unique leadership-level job roles in the SPD sub-sector.
Integration andDeployment
ProductDocumentation
Product LifecycleManagement
Product Research and Design
Sales and Marketing/Business Development
ProductDevelopment andDelivery
Testing and QualityAssurance
Transition
Legal
Project/ProgramManagement
Product Support
Product Packaging
Head - Integration and Deployment
Delivery Lead/Head - Product Development
Delivery Lead/Head - Product Development
Delivery Lead/Head - Product Development
Delivery Lead/Head - Product Development
Delivery Head Head of Testing and Quality Assurance
Head of Transitions
Program Manager Solution Director Delivery Head
Product Support Lead Head Product Support
Packaging Lead
Occupation Leadership-level ‘unique’ job roles
LEADERSHIP-LEVELJOB ROLES - SPD
Head - Legal Head Product IP
Regional BD/Sales Lead GU Sales Lead KAM - Key Account/Alliance Manager Head of Sales
The table does not depict any hierarchy
67
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
SPD Sub-sector - Occupations, Tracks, Verticals and Leadership-level Job Roles The IT-BPM industry in India offers unparalleled employment opportunities across the entire spectrum of its service offerings. The leadership-level job roles are the top level roles in any organisation, and require managerial and strategic decision-making along with expertise and domain knowledge of the industry. Employees may move up the ranks in the same organisation to reach these levels, or may move from one organisation to another, sometimes even from outside the industry.
In total, there are about 21 unique job roles at the leadership level across different occupations, tracks, and verticals in the SPD sub-sector.
The subsequent table shows how each of these job roles is mapped to different tracks and occupations in this sub-sector.
LEADERSHIP-LEVELJOB ROLES - SPD
Key DefinitionsOccupation is a set of job roles, which perform similar/related set of functions in an industry.
Tracks are a sub-set of occupations having similar set of functions under the larger gamut of the occupation they belong to.
Unique Job Roles defines a set of functions that together form a unique employment opportunity in an organisation.
Entry Level: 0-2 yearsMiddle Level: 2-10 yearsLeadership Level: >10 years
68
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
LEADERSHIP-LEVELJOB ROLES - SPD
The table does not depict any hierarchy
SPD Sub-sector - Occupations, Tracks and Verticals
Emer
ging
Ve
rtic
als
Emer
ging
O
ccup
atio
ns
Occ
upat
ion
Inte
grat
ion
and
Dep
loym
ent
Hea
d - I
nteg
ratio
n an
d D
eplo
ymen
t
Lega
l
Pro
duct
Doc
umen
tatio
n
Pro
duct
Dev
elop
men
t and
Del
iver
y
Pro
ject
/Pro
gram
Man
agem
ent
Pro
duct
Life
cycl
e M
anag
emen
t
Pro
duct
Res
earc
h an
d D
esig
n
Pro
duct
Pac
kagi
ng
Pro
duct
Sup
port
Sal
es a
nd M
arke
ting/
Bus
ines
s D
evel
opm
ent
Test
ing
and
Qua
lity
Ass
uran
ce
Tran
sitio
n
Pro
duct
Life
cycl
e M
anag
emen
tD
eliv
ery
Lead
/Hea
d - P
rodu
ct D
evel
opm
ent
Del
iver
y Le
ad/H
ead
- Pro
duct
Dev
elop
men
tP
rodu
ct R
esea
rch
and
Des
ign
Pro
duct
Pac
kagi
ngP
acka
ging
Lea
d
Pro
duct
Sup
port
Hea
d P
rodu
ct S
uppo
rt
GU
Sal
es L
ead
Hea
d of
Sal
esK
AM
-Key
Acc
ount
/A
llian
ce M
anag
er
Reg
iona
l BD
/S
ales
Lea
d
Pro
duct
Sup
port
Lead
Pro
duct
Mar
ketin
gP
rodu
ct P
re-s
ales
/Sal
es
(incl
udes
insi
de s
ales
)
Rel
atio
nshi
p M
anag
emen
t/Alli
ance
Aut
omat
ed T
estin
g
Man
ual T
estin
gD
eliv
ery
Lead
Hea
d of
Tes
ting
and
Qua
lity
Ass
uran
ceQ
AS
oftw
are
Tran
sitio
nH
ead
of T
rans
ition
sTr
ansi
tion
Com
mun
icat
ion
Inte
grat
ion
(Sof
twar
e an
d H
ardw
are)
Lega
lH
ead-
Lega
lH
ead
Pro
duct
IP
Tech
nica
l Writ
ing/
Doc
umen
tatio
nD
eliv
ery
Lead
/ H
ead
- Pro
duct
Dev
elop
men
tLa
ngua
ge/T
rans
latio
n
Sof
twar
e D
evel
opm
ent
Func
tiona
l Dev
elop
men
tU
I Dev
elop
men
tD
eliv
ery
Lead
/ H
ead
- Pro
duct
Dev
elop
men
tM
edia
Dev
elop
men
tW
eb D
evel
opm
ent
Pro
ject
/Pro
gram
Man
agem
ent
Pro
gram
Man
ager
Sol
utio
n D
irect
orD
eliv
ery
Hea
d
Pro
duct
Dep
loym
ent
Trac
ksLe
ader
ship
-leve
l Job
Rol
es
Indu
stry
Ve
rtic
als
BFS
IM
edia
and
En
tert
ainm
ent
Gov
ernm
ent
Tele
com
Ret
ail
Hea
lthca
reEd
ucat
ion
Con
stru
ctio
n &
H
eavy
Eng
g.
(C&
HE)
Man
ufac
turin
g
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
OCCUPATIONS
Chapter
6
In Summary
Occupations Within the SPD Sub-sector
Description of Each Occupation
Occupational Map for each Occupation
Typical Career Paths
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
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In SummaryBased on industry research as part of the Occupational Analysis, the occupations in the sub-sector have been classified as follows:
unique ‘Occupations’
unique ‘Tracks’
unique Job roles at the Entry Level
unique Job roles at the Middle Level
unique Job roles at the Leadership Level
12
23
18
63
21
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Key DefinitionsOccupation is a set of job roles, which perform similar/related set of functions in an industry.
Tracks are a sub-set of occupations having similar set of functions under the larger gamut of the occupation they belong to.
Unique Job Roles define a set of functions that together form a unique employment opportunity in an organisation.
Entry Level: 0-2 yearsMiddle Level: 2-10 yearsLeadership Level: >10 years
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Occupations in the SPD Sub-sectorOccupations identified under the matrix below have been classified further to indicate ‘tracks’. Some occupations like ‘Legal’ did not require a further split, and hence they have a single track (same as the occupation name).
Figure 27: SPD Sub-sector industry structure
The table does not depict any hierarchy
Emer
ging
O
ccup
atio
ns
Inte
grat
ion
and
Dep
loym
ent
Occupations in the SPD Sub-sector
Lega
l
Pro
duct
Doc
umen
tatio
n
Pro
duct
Dev
elop
men
t and
Del
iver
y
Pro
ject
/Pro
gram
Man
agem
ent
Pro
duct
Life
cycl
e M
anag
emen
t
Pro
duct
Res
earc
h an
d D
esig
n
Pro
duct
Pac
kagi
ng
Pro
duct
Sup
port
Tran
sitio
n
Sal
es a
nd M
arke
ting/
Bus
ines
s D
evel
opm
ent
Test
ing
and
Qua
lity
Ass
uran
ce
Emer
ging
Ve
rtic
als
Indu
stry
Ve
rtic
als
BFS
IM
edia
and
En
tert
ainm
ent
Gov
ernm
ent
Tele
com
Ret
ail
Hea
lthca
reEd
ucat
ion
Con
stru
ctio
n &
H
eavy
Eng
g.
(C&
HE)
Man
ufac
turin
g
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Occupations have been classified into ‘Tracks’ to capture further skill-based specialisations
Additionally, typical career paths have been identified, and drawn out for each of the occupations. These too have been indicated in the following pages.
Integration andDeployment
ProductDocumentation
Product Lifecycle Management
Product Research and Design
Product Support
ProductDevelopment andDelivery
Sales and Marketing/BusinessDevelopment
Testing and QualityAssurance
Transition
Legal
Product Packaging
Integration (Software and Hardware) Product Deployment
Technical Writing/Documentation Language/Translation
Product Lifecycle Management
Product Research and Design
Product Support
Software Development Functional Development UI Development Media Development Web Development
Product Marketing Product Pre-sales/Sales (includes inside sales) Relationalship Management/Alliance
Automated Testing Manual Testing QA
Software Transition Transition Communication
Legal
Project/Program Management
Product Packaging
Occupation TracksOCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Project/Program Management
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Occupational Map – Reading Guide
Figure 28: Occupation Map - Guide
A gu
ide
to re
adin
g th
e O
ccup
atio
nal M
apN
ame
of th
e O
ccup
atio
n fo
r w
hich
the
Occ
upat
iona
l Map
is
pre
pare
d
Trac
ks a
re s
ub-s
ets
havi
ng s
imila
r se
t of f
unct
ions
(and
job
role
s)
with
in th
is o
ccup
atio
n
Thes
e in
dica
te L
eade
rshi
p-le
vel
job
role
s in
the
orga
nisa
tion.
Th
ese
may
not
sig
nify
nat
ural
pr
ogre
ssio
n fro
m th
e ro
les
with
in
the
occu
patio
n
Thes
e in
dica
te L
eade
rshi
p-
leve
l job
role
s w
ithin
the
occu
patio
n/tra
ck
Thes
e in
dica
te M
iddl
e-
leve
l job
role
s w
ithin
the
occu
patio
n/tra
ck
Ple
ase
note
that
the
num
ber o
f yea
rs w
ritte
n he
re a
re o
nly
indi
cativ
e an
d m
ay v
ary
from
org
anis
atio
n to
org
anis
atio
n
Thes
e in
dica
te E
ntry
- le
vel j
ob ro
les
with
in th
e oc
cupa
tion/
track
and
id
entif
y ty
pica
l ent
ry p
oint
s in
to th
e oc
cupa
tion
Occ
upat
ion
Trac
k
Lead
ersh
ip
Leve
l(>
10 y
ears
)
Mid
dle
Leve
l(2
-10
year
s)
Ent
ry L
evel
(0-2
yea
rs)
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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Career Map – Reading GuideA
guid
e to
read
ing
the
Car
eer M
apOCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Nam
e of
the
Occ
upat
ion
for w
hich
the
Car
eer M
ap is
pre
pare
d
Thes
e in
dica
te L
eade
rshi
p-
leve
l job
role
s in
the
orga
nisa
tion.
The
se m
ay
not s
igni
fy n
atur
al
prog
ress
ion
from
the
role
s w
ithin
the
occu
patio
n
Thes
e in
dica
te L
eade
rshi
p-
leve
l job
role
s w
ithin
the
occu
patio
n/tra
ck
Thes
e in
dica
te M
iddl
e-le
vel
job
role
s w
ithin
the
occu
patio
n/tra
ck
Entr
y Le
vel
Mid
dle
Leve
l
Lead
ersh
ip
Leve
l
Nam
e of
Tra
cks
unde
r th
e oc
cupa
tion
The
first
Ent
ry-le
vel j
ob ro
le
in e
ach
occu
patio
n
Thes
e in
dica
te E
ntry
-leve
l job
ro
les
with
in th
e oc
cupa
tion
/trac
k an
d id
entif
y ty
pica
l ent
ry
poin
ts in
to th
e oc
cupa
tion
Eac
h tra
ck is
sho
wn
in a
diff
eren
t col
our a
nd v
ertic
al d
otte
d lin
es d
emar
cate
diff
eren
t tra
cks
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Integration and DeploymentIntegration and Deployment involves development and implementation of solutions, and coordinating applications across the enterprise or its units/departments. Professionals in this occupation are responsible for planning and managing project-related activities for the integration of new hardware and software to the client site as well as migration to the desired platform.
Deployment services include activities, expertise, and systems that provide the customer with proper installation, and configuration of all packaged and customised software products. Deployment professionals are responsible for ensuring that hardware and software systems are fully deployed, implemented, and functioning.
Hardware Deployment and Support: Hardware Deployment and Support roles are responsible for installation and support of a specific hardware device. The service is focused on the device and its components rather than on the software that is running on the device. Installation activities can include hardware staging and configuration, testing and debugging, site preparation, and physical installation of the device.
Software Deployment and Support: Software Deployment and Support roles are responsible for providing the customer with proper installation and configuration of all packaged software products as well as with appropriate ongoing support, access to resources, and distribution of software product releases, updates, and upgrades.
Evaluates existing components or systems to determine integration requirements and to ensure final solutions meet organisational needs
Reuses components when possible and assists management in buy/build decisions
Tracks internal resources and external vendor activities to the integration of new technologies in drive hardware, drive firmware and the factory test process to ensure successful execution in all phases of product development
BCA/MCA or Engineer with certification in relevant areas
Knowledge of/Certifications in hardware and networking is prefered
Experience of implementing IT projects - deployment or maintenance
Strong communication skills
Role of an Integration and Deployment Professional
Qualifications and Skills
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Occupation Integration and Deployment
Track
Head of Company*
Middle Level(2-10 years)
Entry Level(0-2 years)
Project Deployment Lead
Team Lead- Integration
Sr IntegrationEngineer
Support Engineer
Engineer Trainee
Sr Engineer -Product Deployment
Team Lead- Product Deployment
Head Products Division/Offering/Domain*
Integration (Software and
Hardware)Product Deployment
Head - Integration and Deployment
Leadership Level
(>10 years)
Integration and Deployment - Occupational Map
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
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Integration and Deployment - Typical Career Paths
Qualifications and Skills
Entry Level
Middle Level
Leadership Level
Head of Company
Head Products Division/Offering/Domain
Head - Integration and Deployment
Project Deployment Lead
Support Engineer
Engineer Trainee
Team Lead -Integration
Team Lead - Product Deployment
Sr Integration Engineer
Sr Engineer - Product Deployment
Integration (Software and Hardware) Product Deployment
Career Map for Integration and DeploymentOCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
*Note: Career growth across the Leadership Levels is usually governed by cross functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
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LegalThe Legal occupation within the SPD sub-sector is responsible for drafting and maintaining licensing and commercial agreements to ensure protection of the company’s intellectual property/patent. They are responsible for providing legal support for different business entities, and contribute towards moulding the business strategy by highlighting the legal aspects of the options being considered.
Maintains IP-related databases and manages internal queries with respect to Product IP issues
Prepares and/or reviews contracts, letters of agreement and other documents to ensure intellectual property (IP)/patents legal compliance
Provides online legal counselling in the areas of intellectual property, website operations, consumer law, technology, digital media and regulatory compliance
Manages product portfolio across the patent lifecycle
Qualifications and Skills
Degree in Law with technical undergraduate background (science and engineering)
IPR knowledge and Patent law with certification
Excellent analytical, written and verbal skills
Attention to detail and research abilities
Role of a Legal Professional
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Legal - Occupational Map
Legal - Typical Career Paths
Qualifications and Skills
The map does not depict any hierarchy
Entry Level
Middle Level
Leadership LevelHead Legal
Head Product IP
Manager IP
IP Consultant
Sr IP Executive
IP Executive
Legal
Career Map for Legal
Occupation Legal
Track Legal
Head - Legal
Head Product IP
Manager IP
IP Consultant
Sr IP Executive
IP Executive
Middle Level(2-10 years)
Entry Level(0-2 years)
Leadership Level
(>10 years)
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. Since Legal is a highly specialised and a support function only we have not linked a movement to Head of the Offering/Com-pany level roles. The map does not depict any hierarchy.
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Project/Program ManagementProject/Program Management includes the set of activities to plan, implement, monitor, and control projects. It includes managing project financials, overseeing delivery, reporting, and stakeholder management.
The scope of project management will vary depending on the project nature – product design, integration, or end-to-end development, etc.
Program Management involves managing multiple smaller projects under the gamut of a larger ‘programme’.
Role of a Project/Program Management Professional
Qualifications and Skills
Graduate/postgraduate in any stream; B.Tech plus MBA candidates are preferred
Experience in managing software products projects
Excellent communication and presentation skills
Strong leadership and stakeholder management skills
Leads the planning and implementation of projects/programs
Manages project budgets, time lines and resource allocation
Manages implementation deadlines, quality of deliverables, communication and escalations
Monitors, manages and reports on execution of deliverables through all program/project phases
Manages performance reviews of resources and project
Manages internal and external stakeholders to ensure smooth completion of project
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Project/Program Management - Occupational Map
Qualifications and Skills
Occupation Project/Program Management
Project/Program Management
Head of the Company*
Head Products Division/Offering/Domain*
Delivery Head
Solution Director
Program Manager
Project Manager
Module Leader
PMO Associate
No entry-level roles for this occupation.
Entry to this occupation is usually through Product Development, Testing, and QA, etc.
Track
Leadership Level
(>10 years)
Middle Level(2-10 years)
Entry Level(0-2 years)
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
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Project/Program Management - Typical Career Paths
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Head of Company
Head Products Division/Offering/Domain
Delivery Head
Solution Director
Program Manager
Project Manager
Module Leader
No entry-level roles for this occupation. Entry to this occupation is through Product
Development, Testing and QA, etc.
Project/Program Management
Entry Level
Middle Level
Leadership Level
PMO Associate
Career Map for Project/Program Management
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
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Product ManagementProduct Management involves handling the product through the entire lifecycle – from inception to its phasing out – performing associated tasks with each phase.
Professionals in this occupation manage different versions/releases of products and support customers.
Product Management has been further divided into four key occupations:
a) Product Lifecycle Management
b) Product Research and Design
c) Product Development and Delivery
d) Product Documentation
Each of these has been described in detail followed by the occupational map and career paths for Product Management as a whole.
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Product Lifecycle ManagementProduct Lifecycle Management (PLM) is the process of managing the entire lifecycle of a product from its conception, design, manufacture, and service to disposal. PLM integrates people, data, processes, and business systems, and provides a product information backbone for companies and their extended enterprise. PLM systems help organisations to cope with the increasing complexity and engineering challenges of developing new products.
PLM roles involve, but are not restricted to, research, representing and advocating products to the customers and marketplace, product market opportunity identification, competitive landscape analysis, developing partnership/ alliance opportunities with third parties, facilitating contractual, product positioning, and pricing strategies.
Role of a Product Lifecycle ManagementProfessional
Qualifications and Skills
Postgraduate in technology/management related areas with graduation in technology
Good understanding of business operations, strong technical as well as domain knowledge
Strong communication skills and ability to manage stakeholders
Acts as an interface between various teams to provide transitions through the product lifecycle stages
Evaluates landscape and decides on roadmap and strategy of the product
Maintains log of product performance, client response, risk factors, regulatory compliances, opportunity etc.
Works with finance teams to ensure product line profitability and decide on pricing models
Collaborates with corporate marketing to decide on marketing strategies
Works with the sales team to understand client requirements and gathering responses
Communicates with the R&D team for product enhancements, initial testing, etc.
Works with internal and external stakeholders to assess partnership opportunities
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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Product Research and DesignProduct Research and Design involves conceptualising and developing a product based on customer/market needs.
Professionals in these roles contribute during all aspects of software development lifecycles, including requirement analysis, design, implementation and testing.
Role of a Product Research and Design Professional
Qualifications and Skills
Maintains and evolves the software architecture
Validates product for intended functionalities and quality before delivering to the customer
Provides technical guidance/oversight towards development of new software products
Designs customisations of existing software to meet the business process design and application requirements
Translates functional gaps/requirements to technical specifications for product enhancement/development
BCA/MCA or engineer with certification in relevant areas
Strong understanding of the technical concepts and hands-on coding ability
System thinking ability
Strong critical thinking and troubleshooting skills
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Product Development and DeliveryProduct Development and Delivery is the set of functions, job roles, and activities involved in the development of a software product.
It includes the development of relevant software, graphics, media, and documentation required to make the product ready to be implemented and used.
Software Development: Software Development roles are responsible for developing software applications as well as enhancements to existing packaged applications as part of the development of a software product.
Professionals involved in software development use specialised knowledge of software programming languages, software integration, and delivery platforms to build software products and deliver business solutions. The job also involves application enhancement, debugging, maintenance, and documentation.
Web Development: Web Development roles are responsible for designing and maintaining web-based applications including static and dynamic content. These may be stand-alone or work along with application/functional developers as part of the overall solution that includes a web-based component.
User Interface Development: User Interface (UI) Development roles are responsible for designing UIs for the developed application. These may be standalone or work along with application/functional developers to include specific functionalities in the UI as part of the overall solution.
Media Development: Media Development roles are responsible for designing and improving the look and feel, functionality and graphic appeal of the developed application. These may work stand-alone or along with application/functional developers to improve the aesthetics of the application being developed.
Role of a Product Development and DeliveryProfessional
Qualifications and Skills
Product developers in the identified tracks require significantly different entry-level qualifications and skills
Software developers, Functional developers and UI developers require relatively higher end qualifications and skills
Media and Web developers
Captures data and translates and transforms it into a processing language
Develops codes from relevant information and performs the tasks required for scheduling, processing and monitoring them
Tracks all defects and provides bug fixes
Media developers, Web developers and UI developers use software to develop front-end applications with smart graphics and enhanced look and feel and usability features
BCA/MCA or engineer with certification in relevant areas
Problem solving and strong analytical capability
Functional skills like software languages (Java, C/C++, dot net, Perl) are highly essential for professionals in the Software/functional development tracks
Any graduate/diploma course with a specialist training program in Media designing; for a relevant skill, even undergraduate candidates are eligible
Knowledge of programming logic and SDLC is desirable
Creative thinking and attention to detail are the key skills for these roles
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Product DocumentationProduct Documentation involves understanding the audience, and developing a range of documentation including technical manuals, user manuals, help documents, and training material in order to meet specific transition/education needs.
Product documentation is usually the last set of activities in product development and delivery process, and aims to capture the technical and usability related specifications of the developed product.
Technical writing/Documentation: Technical writing roles are responsible for creating technical documentation related to an application; for example, job aids, help documents, and training materials. These documents serve the core purpose of transferring knowledge between application development teams and user teams.
Language/Translation: Translation roles are responsible for translating software applications into end-user languages. These extend beyond regular translator roles as they require understanding of software languages and platforms.
Role of a Product Documentation Professional
Qualifications and Skills
Language translator
Technical writer
Technical writing/Documentation
Language/Translation
Works to translate codes in multiple end languages. For example translating Microsoft Windows into local Indian languages. With the advent of Uni-code compliant applications, this role is slowly becoming obsolete
Any graduate/diploma course; for a relevant skill, even undergraduate candidates are eligible
Knowledge of programming logic and SDLC is desirable
Attention to detail and accuracy are the key skills for these job roles.
Creates job aids and other technical documents, highlighting specifications and usability features of the applications developed
Provides product development, design and marketing documentation support
Any graduate/diploma course; for a relevant skill, even undergraduate candidates are eligible
Knowledge of programming logic and SDLC is desirable
Certified language courses
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Product Management - Occupational Map
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Pro
duct
Man
agem
ent
Occ
upat
ion
Pro
duct
Li
fecy
cle
Man
agem
ent
Pro
duct
R
esea
rch
and
Des
ign
Pro
duct
Li
fecy
cle
Man
agem
ent
Pro
duct
R
esea
rch
and
Des
ign
Pro
duct
Dev
elop
men
t and
Del
iver
yP
rodu
ct D
ocum
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elop
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90
Oc
cu
pa
tio
na
l An
aly
sis
of t
he
IT-
BP
M In
du
st
ry: S
PD
Su
b-
se
ct
or
Product Management – Typical Career Paths
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be gener-alised The map does not depict any hierarchy.
Ent
ry
Leve
l
Mid
dle
Leve
l
Lead
ersh
ip L
evel
Hea
d of
Com
pany
Hea
d P
rodu
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inee
r Tra
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Key
Pro
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Pro
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cutiv
e
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duct
Li
fecy
cle
Man
agem
ent
Pro
duct
R
esea
rch
and
Des
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are
Dev
elop
men
tU
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evel
opm
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men
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edia
D
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Tech
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oftw
are
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edia
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- P
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OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
91
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aly
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BP
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PD
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or
Product PackagingProduct Packaging involves creating a new, company-specific or industry vertical-specific image of a software product before releasing it. The benefits are easier implementation, reduced customizations efforts, and lower total cost of ownership.
It could also involve adding a collection of related application or utility software.
Role of a Product PackingProfessional
Qualifications and Skills
Knowledge of company and industry vertical
Good understanding of software engineering and development using SDLC methodology
Creativity and out-of-the-box thinking are essential for these roles
Excellence in oral and written communication skills
Adds company-specific or industry vertical-specific features and functionalities
Tests, fixes and packages software packages with integrated software packaging tools for error-free deployments
Optimises packaging time
Prepares software for deployment
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
92
Oc
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Product Packaging – Occupational Map
Occupation Product Packaging
Product Packaging
Head of Company*
Head Products Division/Offering/Domain*
Packaging Lead
Principal Consultant - Packaging
Packaging Consultant
Packaging Specialist
Engineer Packaging
Track
Leadership Level
(>10 years)
Middle Level(2-10 years)
Entry Level(0-2 years)
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
93
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or
Product Packaging – Typical Career Paths
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Head of Company
Head Products Divisions/Offering/Domain
Packaging Lead
Principal Consultant - Packaging
Packaging Consultant
Packaging Specialist
Engineer Packaging
Product Packaging
Entry Level
Middle Level
Leadership Level
Career Map for Product Packaging
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
94
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cu
pa
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of t
he
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BP
M In
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PD
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ct
or
Product SupportProduct Support includes help-desk services and desk-side support. Customer relationship management (CRM) entails all aspects of interaction that a company has with its customers, whether sales or service-related, through any media. It is primarily the process of managing and resolving all client queries and issues.
Product support professionals form the primary layer of contact with the customer. They are required to have a broad understanding of the industry and domain as well as the product and services portfolio to aid and enable quick and effective resolution of queries.
Customer Care (Non-voice) - email and chat: The professionals engaged in this occupation perform query resolution and customer care over Web-chat or email. Responses may be made on either pre- existing email templates or framed mails customised to the requirement of the query. For slightly complex queries/situations, this may require greater interaction.
Customer Care (Voice): This activity involves managing and resolving client queries/issues primarily through telephonic calls. They are required to resolve queries, and direct unresolved queries to the appropriate group. These professionals are required to have a broad understanding of all the products/services portfolio of the organisation to aid in responding to queries. An illustrative list of this process may include companies across sectors like banking, financial institutions, insurance firms, hardware/software vendors, utilities, travel & tourism, automotive and so on.
Role of a Product Support Professional
Qualifications and Skills
Provides client support and resolves technical issues through phone, email or other electronic media
Maintains complaint logs accurately and escalates critical issues that need resolution from other teams
Monitors, gathers information and tracks resolution of complaints
Maintains and updates knowledge of the products through knowledge-based articles
Graduate/PGs/Diploma holders equivalent to graduates from any discipline
Engineers from other non-IT-related streams like agriculture and civil are also considered
Strong verbal and written communication skills
Ability to understand requirements as well as analyse and interpret technical procedures and knowledge articles to apply for resolving customer queries
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
95
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Product Support - Occupational Map
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Occupation Product Support
Product Support
Head of Company*
Head Products Division/Offering/Domain*
Head Product Support
Product Support Lead
Team Lead - Customer Support
Shift Supervisor - Non-voice
Technical Support Sr Executive -
Non-voice
Technical Support Sr Executive -
Voice
Technical Support Executive -Non-voice
Technical Support Executive -
Voice
Shift Supervisor - Voice
Track
Middle Level(2-10 years)
Entry Level(0-2 years)
Leadership Level
(>10 years)
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
96
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or
Product Support – Typical Career Paths
Qualifications and Skills
Head of Company
Head Products Division/Offering/Domain
Head Product Support
Product Support Lead
Product Support
Team Lead - Customer Support
Technical Support Executive - Non-voice
Technical Support Executive -
Voice
Entry Level
Middle Level
Leadership Level
Shift Supervisor- Non-voice
Shift Supervisor- Voice
Technical Support Sr Executive -
Non-voice
Technical Support Sr Executive -
Voice
Career Map for Product SupportOCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
97
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or
Sales and Marketing/Business DevelopmentSales and Marketing/Business Development generates and develops business for the organisation. This involves developing business relationships, marketing, managing brands, and driving sales for the organisation.
These professionals develop a go-to-market strategy with entity leadership and OU/industry leads for assigned territories, and the strategic accounts within it. This could include build-outs for inside sales, field marketing, and alliance activities.
Product Marketing involves detailed market research to create product backlog or product funnel. The professionals working in this profession gather data and undertake exhaustive analysis including competitive analysis, to gather intelligence and provide inputs to teams involved in design, manufacturing, or management of product lifecycle.
Sales and Marketing/Business Development professionals develop and present technical products and services of an organisation to customers. They ensure the customers get a clear understanding of the technical capabilities the product and organisation can provide; technical questions are answered, and the presentation approach demonstrates the technical excellence of the organisation. In the SPD sub-sector, this includes the set of activities from pre-bid stage leading to the conclusion of the bidding process. Pre-sales teams collaborate heavily with delivery teams to prepare the solution, and bring in industry perspective.
Relationship Management involves developing and maintaining relationships with key clients to ensure development and implementation of plans, resources, and processes for the effective delivery of services. This requires proven project management skills. Relationship management also covers change management, contract management, and customer loyalty with the aim to maximise business opportunities. The alliance management part covers managing these relationships with key alliance partners like ERP vendors and product organisations to co-develop sales relationships.
Postgraduate in Technology/Management related areas with graduation in Technology areas
Graduates can move laterally into Sales and Marketing/Business Development after developing experience and requisite skill set
Good command over English language
Action orientation and a go-getter spirit are the key skills needed in a Sales and Marketing/Business Development profile
Gathers information about new/changed technical offerings from Business Model and Strategy and Technology Integration and summarises as per client requirements
Manages alliances and relationship with sales partners like ERP product organisations
Develops demonstrations of the technical and functional capabilities of the organisation to develop sales
Supports key accounts by conducting demonstrations and defining special agreements with the clients
Provides inputs about client requirements to product development teams
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Role of a Sales and Marketing/Business DevelopmentProfessional
Qualifications and Skills
98
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Sales and Marketing/Business Development- Occupational Map
Qualifications and Skills
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills and attributes required for that role through exposure to different occupations as demonstrated in next page. The table doesn’t depict any hierarchy.
Occupation Sales and Marketing/Business Development
Head of Sales
GU Sales Lead
Regional BD/Sales LeadKAM - Key Account/
Alliance Manager
Track Product Marketing
Senior Product Marketing Manager
Sr Manager- Pre-Sales/ Sales
Pre-sales/ Sales Manager
Sales/ Pre-sales Executive
Management Trainee
Sr Manager- Customer
Relationship
Customer Relationship/
Alliance Manager
Product Marketing Manager
Market Research Associate
Product Pre- sales/Sales
(includes inside sales)
Relationship Management/
Alliance
Middle Level(2-10 years)
Entry Level(0-2 years)
Leadership Level
(>10 years)
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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Sales and Marketing/Business Development – Typical Career Paths
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Ent
ry
Leve
l
Mid
dle
Leve
l
Lead
ersh
ip L
evel
Hea
d of
Sal
es
GU
Sal
es L
ead
Man
agem
ent T
rain
ee
Reg
iona
l BD
/Sal
es L
ead
Sen
ior P
rodu
ct
Mar
ketin
g M
anag
er
Pro
duct
Mar
ketin
g M
anag
er
Mar
ket R
esea
rch
Ass
ocia
te
Pre
-sal
es/S
ales
M
anag
er
Sr M
anag
er-
Pre
-Sal
es/S
ales
Cus
tom
er R
elat
ions
hip
/Alli
ance
Man
ager
Sr M
anag
er -
Cus
tom
er R
elat
ions
hip
KA
M -
Key
Acc
ount
/ A
llian
ce M
anag
er
Pro
duct
Mar
ketin
g P
rodu
ct
Pre
-sal
es/S
ales
(in
clud
es in
side
sal
es)
Rel
atio
nshi
p M
anag
emen
t/Alli
ance
Sal
es/P
re-s
ales
E
xecu
tive
Car
eer M
ap fo
r Sal
es a
nd M
arke
ting/
Bus
ines
s D
evel
opm
ent
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
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Testing and Quality Assurance Testing and Quality Assurance includes conducting scheduled and unscheduled tests in the areas of integration, performance, and application, etc. Testing and Quality Assurance professionals act as the final check between the solution developed by the application developers and go-live.
Depending upon the structure of the organisation, QA professionals may be responsible only for laying out quality assurance processes and programme like TQM, ISO, etc. QA teams conduct periodic audits and drives compliance.
Functional Testing: Functional testing roles are responsible for testing the software/products as end-users. They test all functional features of the product without evaluating its internal structure to ensure desired results. They do not understand internal code or design, and typically do not resolve them as well.
Technical Testing: Technical testing roles develop and automate test cases. They understand the internal code and working of the software or product, and can resolve and fix bugs. These roles require extensive knowledge of the software language to ensure that they detect, and, in some cases, resolve the bugs.
Quality Assurance: QA roles are responsible for setting quality standards for products, systems, and processes within the organisation. These implement quality norms like TQM, ISO and so on and conduct audits and compliance-related activities. Depending upon the organisation, they may be responsible for conducting a final quality check on every application that is delivered to the client.
Role of a Testing and Quality Assurance Professional
Qualifications and Skills
Develops and coordinates test plans
Checks documents, reports and tracks for software defects manually using testing software
Conducts software compatibility tests with programs, hardware, operating systems, or network environments
BCA/MCA or Engineer with certification in relevant areas
Strong communication skills - written and verbal
Attention to detail and perseverance are the key skills to success at Testing roles
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Testing and Quality Assurance - Occupational Map
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Occupation Testing and Quality Assurance
Track ManualTesting
AutomatedTesting QA
Leadership Level
(>10 years)
Middle Level(2-10 years)
Entry Level(0-2 years)
Head of Company/ CEO*
Domain Lead/ Offering Lead*
Delivery Lead
Head of Testing and Quality Assurance
Test Architect
Test Engineer
Engineer Trainee
QA Engineer
Team Lead - Functional
Testing
Sr Test Engineer -
Manual Test
Sr Test Engineer - Technical
Testing
Team Lead - Technical Testing Team Lead - QA
Sr QA Engineer
Manager QA
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
102
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Testing and Quality Assurance – Typical Career Paths
Qualifications and Skills
Ent
ry L
evel
Mid
dle
Leve
l
Lead
ersh
ip L
evel
Hea
d of
Com
pany
Dom
ain
Lead
/ O
fferin
g Le
ad
Del
iver
y Le
ad
Hea
d of
Tes
ting
and
Qua
lity
Ass
uran
ce
Test
Arc
hite
ct
Team
Lea
d -
Func
tiona
l Tes
ting
Team
Lea
d -
Tech
nica
l Tes
ting
Sr T
est E
ngin
eer -
M
anua
l Tes
tS
r Tes
t Eng
inee
r -
Tech
nica
l Tes
ting
Test
Eng
inee
r
Sen
ior Q
A E
ngin
eer
Team
Lea
d - Q
A
Man
ager
QA
QA
Eng
inee
r
Eng
inee
r Tra
inee
Man
ual T
estin
g A
utom
ated
Tes
ting
QA
Car
eer M
ap fo
r Tes
ting
and
Qua
lity
Ass
uran
ce
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
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TransitionTransition involves the shifting or phasing out of one process, and the implementation of another. Transition professionals are involved in phasing out strategy creation, change management for implementing new products, and the intended communication to all stakeholders.
Role of a TransitionProfessional
Qualifications and Skills
Postgraduate in Technology/Management related areas with graduation in Technology areas
Good understanding of software engineering and development using SDLC methodology
Excellence in oral and written communications skills
Scopes requirements and estimates efforts required for transitions
Develops and implements the transition plan
Defines roles and responsibilities of all stakeholders involved in transition
Creates checklists and plans to handle contingencies
Manages internal and third party stakeholders
Develops communication plans for external and internal stakeholders
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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Transition - Occupational Map
Qualifications and Skills
Occupation Transition
SoftwareTransition
Team Lead-Software Transition
Team Lead-Communications
Sr Engineer-Software Transition
Engineer-Software Transition
CommunicationAnalyst
Sr AssociateCommunications
TransitionCommunication
Head of Company*
Head of Transitions
Project Transition Lead
Engineer Trainee
Head Products Division/Offering/Domain*
Track
Leadership Level
(>10 years)
Middle Level(2-10 years)
Entry Level(0-2 years)
*Job roles such as ‘Head of Company’ and ‘Head Products Division/Offering/Domain‘ do not fall under this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role through exposure to different occupations. The map does not depict any hierarchy.
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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Transition - Typical Career Paths
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Head of Company
Head Products Division/Offering/Domain
Head of Transitions
Project Transition Lead
Engineer Trainee
Entry Level
Middle Level
Leadership Level
Team Lead-Software Transition
Team Lead-Communications
Software Transition
Transition Communication
Sr Engineer-Software Transition
Sr AssociateCommunications
Engineer-Software Transition
CommunicationAnalyst
Career Map for Transition
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While a possible movement has been indicated in the map, this is usually highly ‘person specific’ and should not be generalised. The map does not depict any hierarchy.
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Movement to Other Occupations, Sub-sectors and IndustriesThe SPD sub-sector and the occupations within provide ample opportunities for movement outside the core occupation.
Individuals can move freely in ‘related’ occupations within the sub-sector at a similar level by displaying the relevant skill-set. The level of joining varies highly with the organisation. While some organisations ensure parity in terms of providing similar vertical-level role, others have defined entry-level criteria for specific occupations.
For example, an individual from a Team-Lead Software Development willing to move to Sales and Pre-sales may join as a Sales and Pre-sales Executive or Pre-sales/Sales Manager, depending upon the organisation’s grade structure.
The horizontal career movements from one occupation to another occupation within the sub-sector, to another sub-sector, or to another industry occurs typically at middle or leadership levels after a professional has acquired expertise in one particular occupation or more than one related occupations at entry level.
A detailed table indicating possible career movements to related occupations, sub sectors and industries has been given on the subsequent page.
OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
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OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
Movement to other Occupation, Sub-sectors and Industries
OccupationHorizontal Movements
To other Occupations To other sub-sectors To other industries
Integration and
Deployment
Legal
Product Documentation
Product Development and Delivery
Project / Program
Management
Product Lifecycle
Management
Product Lifecycle Management, Testing and Quality
Assurance, Product Packaging
Product Lifecycle Management, Project/Program Management, Sales
and Marketing/Business Develop-ment, Testing and Quality Assurance,
Integration and Deployment, Product Support
Sales and Marketing/Business Development, Product Lifecycle
Management, Product Development and Delivery, Product Packaging
Product Lifecycle Management, Product Research and
Design, Product Support
Sales and Marketing/Business Development,Project/Program
Management, Product Development and Delivery
Product Packaging, Integration and Deployment
NA
Product Support
ITS, BPM, ER&D
ITS, BPM, ER&D
ITS, BPM, ER&D
ITS, BPM, ER&D
ITS, BPM, ER&D
ITS, BPM
ER&D, BPM
IT-specific roles in any industry
IT-specific roles in any industry
IT-specific roles in any industry
Legal roles in any industry, esp. BFSI, Media, Telecom, etc.
Product Research and
Design
Product Packaging
Product Support
Sales and Marketing/Business
Development
Testing and Quality
Assurance
Transition
NA
Product Development and Delivery, Product Documentation,
Testing and Quality Assurance
Product Lifecycle Management, Project/Program Management, Sales
and Marketing/Business Development, Product Development and Delivery,
Integration and Deployment, Product Support
Integration and Deployment, Testing and Quality Assurance
ITS, BPM
ITS, BPM, ER&D
Sales and Pre-sales in all
industries
BPM, ER&D
BPM, ER&D
BPM, ER&D
Infrastructure department in all
industry.Esp.Media, Telecom, BFSI etc.
Marketing roles in a product-focused
industry
IT-specific roles in any industry
IT-specific roles in any industry
IT-specific roles in any industry
FMCG, Telecom
All services industries
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OCCUPATIONS AND ROLESIN THE SPD SUB-SECTOR
ANNEXUREAnnexure A: Glossary of Terms and Abbreviations
Annexure B : Case Studies of Career Paths
ANNEXUREO c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : S P D S u b - s e c t o r
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Keywords /Terms Description
IT-ITeS Information Technology - Information Technology enabled ServicesBPM Business Process ManagementBPO Business Process OutsourcingKPO Knowledge Process OutsourcingLPO Legal Process OutsourcingIPO Information Process OutsourcingBCA Bachelor of Computer ApplicationsB.Sc. Bachelor of ScienceOS Occupational Standard(s)NOS National Occupational Standard(s)QP Qualifications PackUGC University Grants CommissionMHRD Ministry of Human Resource DevelopmentMoLE Ministry of Labor and EmploymentNVEQF National Vocational Education Qualifications FrameworkNVQF National Vocational Qualifications FrameworkBFSI Banking Financial Services and InsuranceITS IT ServicesNASSCOM National Association of Software Services Companies SSC Sector Skills CouncilBPM Business Process ManagementER&D Engineering and Research and DevelopmentSPD Software ProductsCRM Customer Relationship ManagementIMS Infrastructure Management ServicesRIM Remote Infrastructure ManagementSCM Supply Chain ManagementHRO Human Resources OutsourcingIP Intellectual PropertyQA Quality AssuranceF&A Finance and AccountsPLM Products Lifecycle ManagementB.A. Bachelors in ArtsB. Com. Bachelors in Commerce B. Tech. Bachelors in TechnologyL.L.B Bachelors in LawM. Tech. Masters in TechnologyL. L.M Masters in LawUI User InterfaceCEO Chief Executive OfficerVP Vice PresidentAVP Associate Vice PresidentSVP Senior Vice PresidentGM General ManagerTL Team Leader
Annexure A: Glossary of Terms and Abbreviations
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Entry to IT-BPM industryHow did you start your professional journey? Which organization and at which designation?I joined Infosys Technologies Ltd. in Oct 2005 after completing my B.Tech as a Software Engineer. As a part of my role as a functional tester , I was involved in functional testing of asset products, impact analysis, and follow up with product team for fixing of functional issues. Later, I was a part of the customization team, and was involved in discussing functional and customization requirements of Finacle with the clients.
Certifications/Trainings Undertaken Did you add to your knowledge base by undertaking any certifications ?
Internal Certifications in Basic banking fundamentals.
Career Movement and Growth How have you moved through your chosen career over the years ?
In August 2012, I joined ANZ Technology and Operations as a System Analyst. I am a part of the Transaction Banking team, and my role involves preparation of Business Requirements Documents and specifications for business requirements, which is further an input for estimates, technical build, and testing. Having started as a software engineer and tester in functional design team in Finacle in Infosys Technologies, I have grown into a Business Analyst role, and am looking forward to grow in this direction as a domain expert.
Learning for people looking forward to enter the IT-BPM industryWhat were the key things that you learnt along the way ?In my career journey, I have learnt the business is the driving force for any industry, and exploring the domain space more and more helps to grow professionally, apart from technical expertise or skills of a person. Even after spending 7 yrs. in banking domain, the fact that there is still huge opportunity and space to explore more, is the factor that still drives me in the industry.
Annexure B: Case Studies of Career Paths
LIPI DASSystem Analyst
ANZ Technologies and Operation
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Entry to IT-BPM IndustryHow did you start your professional journey? Which organization, and at which designation?In 2005, I joined Tech Mahindra as a graduate hire, I joined in the position of a Technical Associate. At Tech Mahindra I was able to improve and get the best of training in both the skills. This provided me with a perfect platform to launch my professional career.
Certifications/Trainings Undertaken Did you add to your knowledge base by undertaking any certifications? Although I did not do any certifications I undertook trainings in various technologies like Siebel CRM, Siebel Incentive and Compensation Management, SAP ABAP, SAP Workflows, SAP CRM in addition to other trainings.
Career Movement and Growth How have you moved through your chosen career over the years ? During my initial days at Tech Mahindra I got trained in multiple technologies, but finally started working on projects as a Siebel CRM consultant. I got an opportunity to move to SAP CRM. I was able to ramp up quickly as a SAP CRM technical consultant. 2 and half years later, I joined SAP CRM Deloitte in 2008 as a senior analyst. During my stay in Deloitte, I worked in multiple projects, and was able to grow as a SAP CRM expert.
In August 2008 I moved to IBM as a Package Solution Consultant, and further enhanced my skills as a SAP CRM. After spending 3 and half years in IBM, I moved to SAP in 2012 as a Principal Consultant where I am working currently.
Learning for people looking forward to enter the IT-BPM industryWhat were the key things that you learnt along the way?In my experience, it is imperative for a person to be confident of her/his abilities, and be ever ready to take up new and difficult challenges. I also learned that it is important to have a balance between work and life, otherwise we run the risk of burning ourselves out too quick. And it is very important to feel passionately about the work we do.
Annexure B: Case Studies of Career Paths
NARASINGHA PANIGRAHIPrincipal Consultant
SAP Labs India Pvt. Ltd.
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Entry to IT-BPM industryHow did you start your professional journey?After completing BE electronics from Pune University in 1998, I started working with Modular systems making power supplies as a trainee. Thereafter I switched over to ADG technologies, which was into software development. I joined Dell in 2001 at Bangalore as TSR, and since then have worked across all Dell sites in India in various roles. Presently, I am working as Area Manager for India Tech Support process at Gurgaon.
Certifications/Trainings Undertaken Did you add to your knowledge base by undertaking any certifications? Dell BPI Green Belt CertificationCBI Certification
Career Movement and Growth How have you moved through your chosen career over the years ?Worked as an effective team player and participated in all activities relating to the team.Maintained healthy competition amongst team across the floor, and excelled in all areas.
Responsible for handling a team of highly charged and motivated team members at Bangalore.Pivotal in assessing the individual team members performance against the deliverables.Responsible for bigger teams.
Driving process improvement strategies, monitoring, and auditing the deployed processes for effectiveness and efficacy.Preparing performance reports.Instrumental in transitioning the entire L2 process at Dell Hyderabad, 24/7 Chennai and Dell Chandigarh.Part of the standardization process - a key initiative run across all Dell sites. Running six sigma methodology to fix the issues.Worked for Global Deployment of Windows Vista Operating system as program manager
Learning for people looking forward to enter the IT-BPM industryWhat were the key things that you learnt along the way –? Analyze your options.Seek counsel of mentors and others both inside and outside organization.Never take a job based solely on pay or promotion.
Annexure B: Case Studies of Career Paths
RAVTISH SHARMAArea Manager
DELL
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