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Strategic sourcing initiative for a US airline

A US airline sought a strategic partner to implement an IT sourcing initiative. The partner had to source a portfolio of 450 applications without impacting service levels.

Infosys studied the applications to be transitioned for maintenance and clustered them into groups based on business areas. We successfully managed the multi-year transition spread over multiple locations. The applications are now being maintained with continuous improvements.

Business need

The airline wanted to improve service levels and implement industry best practices. In addition, the airline sought to free SMEs from production support for major initiatives and reduce support costs.

Before the sourcing initiative, production and maintenance teams executed the projects. It resulted in frequent overruns in allocated budgets and schedules. Typical production tasks had no process and the airline was dissatisfied with the existing level of support services.

Infosys had to address specific challenges during implementation:

  • The portfolio included several mission-critical and business-critical applications. It also included a large number of legacy applications without documentation or limited documentation.
  • Varied landscape from Mainframes to Lotus Notes to J2EE, including lesser-used technologies such as Mark IV, DEC VAX, and Focus were being used.
  • Transition had to be executed from four cities in the US and three offshore locations.

The role of Infosys

Infosys successfully executed the entire program. The process included:

  • Transition of the maintenance work for over 450 applications
  • Program management of the transition team spread across seven locations (four in the US and three in India)
  • Establishing relevant processes for a production support organization
  • Organization change management
  • Establishing infrastructure, processes, governance structure definition, SLA definition, and contract management


Infosys assisted in organization change management through constant communication with the management and conducted interactive knowledge sharing sessions. We provided a mix of technical skills and roles in each area and extensively documented the transitioned systems through System Appreciation Documents.

In addition, we defined the program governance structure and transition portfolio planning for a metrics-driven transition management. We undertook effective risk management and ensured business continuity.


Our approach realized several benefits:

  • Quick and seamless transition of more than 450 applications, completed in three waves of six months each
  • Transition completed on time, on schedule, within budget, and without impacting service levels
  • Project exceeded the airline's objectives
  • Freeing up of the airline's SMEs, enabling them to participate in other initiatives
  • Continuous improvement of application portfolio through value additions (creating user documents, building utilities, and automation of business functions) root cause analysis of problematic areas, and preventive maintenance
  • Extensive documentation of transitioned systems maintained online as future reference for projects
  • Significant cost benefit through offshoring
  • Flexibility in ramping up and ramping down resources for projects – minimum team size of 35 to a peak size of 200 in less than a year
  • Assured service levels
  • ITIL processes tailored to the current organization

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