Suryadatta Education Foundation’s

Suryadatta Institute of Business

Management & Technology (SIBMT)

SUMMER INTERNSHIP PROJECT REPORT

On

"A study on Business Analysis"

At/for
"CyberAthon"

By
"Harshala Hande"

Under the guidance of

"Prof. Huma Lone"

Submitted to
"Savitribai Phule Pune University"
In partial fulfillment of the requirement for the award of the degree of
Master of Business Administration (MBA)
2021-22

Through
Suryadatta Education Foundation’s
Suryadatta Institute of Business Management & Technology (SIBMT)
Pune- 411021
 Suryadatta Education Foundation’s
Suryadatta Institute of Business
Management & Technology (SIBMT)

INDEX
Chapter Page
Title
No. No
Executive Summary 1

1 Introduction 2

2 Literature Review 5

3 Industry & Company Profile 15

4 Tasks Carried out 22

5 Observations & learnings from the tasks carried out 25

6 Conclusions 27

7 Recommendations & Suggestions 28

8 Bibliography 29

9 References 30
 EXECUTIVE SUMMERY
A Business Analyst is a person who helps businesses to analyze their processes, products,
services, and systems to improve current processes and make profitable decisions through
insights and data analysis A Business analyst also helps organizations to document business
processes by assessing the business model and its integration with technology.
Business analysts work with organizations to help them improve their processes and systems.
They conduct research and analysis in order to come up with solutions to business problems
and help to introduce these systems to businesses and their clients.

An information technology (IT) project is a type of project that deals with IT infrastructure,
information systems or computers. Examples of an IT project include web development,
software development, mobile app development, network configuration, software
implementation, hardware installation, database management, and IT emergency recovery.

IT project management (ITPM) is the planning, scheduling, execution, monitoring and

reporting of IT projects. While many industries focus exclusively on IT projects, IT is unique
in that most, if not all, industries have some level of an IT component. Since they are often
very wide in scope, IT project managers must deal with risk, interdependent integrations,
software updates, scope creep and so on. Therefore, IT projects require more than the typical
project management tools and skills to complete. Specialized IT project management software
complete with online Gantt charts, kanban boards, dashboards and reports provide the essential
functions necessary for successful IT projects.

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 1. INTRODUCTION
Business analytics uses data to create mathematical models to help organizations make
decisions that bring value or are in their best interest. There is much data out there for
organizations to use, though what data they choose and why they use it will vary from industry
to industry.
Data is such an essential tool for organizations because the data itself is objective, grounded in
fact. It’s this objectivity that can be most helpful for organizations in determining what
decisions they need to make to create the most value for them.

TYPES OF BUSINESS ANALYTICS

There are a few types of business analytics, all of which use data to accomplish a goal.
Predictive analytics is focused on identifying probable outcomes. Prescriptive analytics
recommends actions to an organization to help reach organizational goals. And descriptive
analytics identifies an organization’s historical trends. Most business analytic professionals use
either predictive or descriptive analytics.

Working in the field of business analytics, at its core, means collecting and analyzing data in a
way that is useful to your organization’s decision-making process.

There are many avenues a business analytics professional can follow. Business analysts, data
analysts, and market research analysts are just a few. What about data science? Think of data
science as a section of business analytics that spends more time in more in-depth, more complex
algorithms of the data than other areas of business analytics.

It’s also important to know that data analytics is basically the same as business analytics. But
data analytics is focused on analyzing data and making predictions, while business analytics is
also concerned with making decisions from that data and predictions.

The early days of business analytics were focused on how to improve production through
efficiency, higher quantities, and increased cost-effectiveness. The Industrial Revolution meant
the creation of new processes of manufacturing, developing complex industries. In the late
1800s in the United States, Fredrick Winslow Taylor presented a formalized system of business
analytics with this system of Scientific Management. This system used time studies to analyze
preferred methods of operation to ensure that productivity was at its highest among workers.
This system led directly to Henry Ford’s assembly lines, which revolutionized manufacturing.

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In the 1970s, larger companies began using computers. This meant that all the information
gathered by an organization was now more easily shared and updated with the use of computers
instead of through handwritten ledgers.

Business analytics used Decision Support Systems during this period. DSSs collate data from
various areas of the organization. They are a useful tool to sort and filter that data in a way that
is useful for decision-makers to see a 30,000-foot perspective. The fact that they were now able
to examine their data through different filters was also a game-changer.

Future of Business Analytics

PEOPLE ANALYTICS
People analytics isn’t new. But it’s starting to gain traction in organizations. And it’s precisely
what it sounds like; it’s using data to understand and improve the people side of the
organization. In theory, intelligently used people analytics can help decrease turnover, make
better hiring decisions, testing employee policies for effectiveness, or figuring out what your
organization needs in terms of employees in the future.

SELF-SERVICE ANALYTICS

Business analytics tools will continue to improve in terms of their usability. This means that
more users, not just those trained in analytics to create reports or extract data. As more and
more organizations place an increasingly heavy value on data, the benefits of having a self-
service analytics platform widely available to their employees are becoming even more critical.

THE FUTURE-SHAPING PANDEMIC

When COVID-19 hit, many organizations had to quickly adapt or evolve the ways they were
using analytics and artificial intelligence in order to navigate the new realities the pandemic
caused. Many organizations had adopted analytics and AI for some time. But with the arrival
of COVID-19, there was a new urgency for using these tools well when it came to identifying
possible disruptions in the supply chain, determining how effective a crisis intervention would
be, forecasting demand for a product, or identifying high-risk workers.

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Challenges & Opportunities in Business Analytics

Artificial Intelligence is becoming increasingly prominent across industries, including business

analytics. We’ve talked already about the fact that organizations are increasingly pulling more
and more data, both in terms of volume and complexity. Consequently, more and more
organizations are using AI to help manage their analytics. AI, in this instance, can be used to
read and understand particular types of text (such as suggestions) or classify visual images as
a few examples.

DATA SPECIALISTS AND OTHER TALENT SHORTAGES

There is a lack of data professionals, such as data analysts and scientists at the moment. While
this section will focus on data scientists, know that these general challenges are true across the
analytic profession board. This was a shortage on the horizon for some time. Still, with the
increased focus on big data, smaller organizations jumping into harnessing the power of
analytics, the rapid growth of the cybersecurity industry, and the way the Internet of Things is
continuing to expand, that shortage has only become more pronounced.

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 2. LITERATURE REVIEW
Business Analytics (BA) may be defined as “a broad category of applications, technologies,
and processes for gathering, storing, accessing, and analysing data to help business users make
better decisions” (Watson, 2009).

Vendors and academics interchangeably use “Business Analytics (BA)”, “Business

Intelligence (BI)” and “Big Data (BD)” to refer to similar topics. For instance, the term
“business intelligence” is used by the information technology community, whereas “business
analytics” is preferred by the business community (Sircar, 2009). In this study however, the
term “Business Analytics” is used to be consistent with the leading vendors and academia.

The growing use of information technology (IT) in the business world has led to the
development of large and complex datasets for various organizational functions.
Understanding their businesses and making decisions based on very large datasets has become
an important challenge for organizations. The IT industry refers to this development as “Big
Data” to indicate the complexity and size of data sets. Traditional database applications do not
have the capabilities to analyse such big data and address the decision-making needs of
organizations. BA is the current solution for analysing big data by using advanced
mathematical and statistical models, databases, and interfaces to answer “what has happened”
and “what will happen” questions (Wacom et al., 2011).

Having BA capabilities has already become an important goal for organizations. BA/BI ranks
among the top five search terms on Gartner’s website (Schlegel, 2011), recently published
books are becoming hits (Wicom et al.,2011), and leading companies such as Accenture,
Deloitte Consulting, and IBM have launched analytics centers and practices. The field of BA
is experiencing enormous growth and the accelerated growth rate of structured/unstructured
data is fueling this growth. As argued by Davenport and Dyche (2013), no single business trend
in the last decade has as much potential impact on incumbent IT investments as BA. According
to a study done by International Data Corporation (IDC), business analytics is one of the top
two IT priorities for large enterprises (SAS-b, 2011). Manyka et al., suggest that by 2018 “The
United States alone could face a shortage of 140,000 to 190,000 people with deep analytical
skills as well as 1.5 million managers and analysts with the knowhow to use the analysis of big
data to make effective decisions.” Thus, recognizing its importance, numerous companies have
already implemented BA initiatives and technologies to gain a competitive edge.

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BA gives companies the ability to handle a new type of data such as voice, text, log files,
images, and video (Davenport and Dyche, 2013), and decision makers increasingly view this
new type of data and the ability as an important driver of innovation and a significant source
of value creation and competitive advantage (Tan et. al., 2015). Similarly, a study by (Gartner,
2011) suggests that the ability to manage big data will be a core competency for enterprises.
Companies are investing in BA initiatives for various reasons. For instance, Hagen et al.,
(2013) argue that some of the drivers for which companies across various industries have
implemented BA initiatives include to make faster, better, and proactive decisions, improve
capabilities, increase automation, eliminate redundant tools, and streamline processes. A
comprehensive study done by IBM (2012) asked a number of companies to rank their top
functional objectives for big data within their organizations. The report suggests that they
invest in BA to achieve customer centric outcomes (49%), optimize operations (18%), manage
risk/finance (15%), and develop new business models (14%). A similar study done by SAS-b
(2011), points out that companies are looking to analytics to help them solve a variety of critical
issues; but the primary focus is on money. According to the same study, the top three issues
for analytics to solve are: reducing costs, improving the bottom line, and managing risk.

Companies are for the most part employing BA initiates in areas where reliance on quantitative
information is typically more prevalent such as strategic planning, finance, and marketing.
These functional areas address issues that require analysis and prediction (SAS-b, 2011).
Hagen et al., (2013) agree and suggest that building capabilities in BA will not only improve
performance in traditional segments and functions, but also create opportunities to expand
product and service offerings. A similar study done by SAS-c (2013) shows that organizations
are looking to analytics to improve the way they do business and to use technology, specifically
analytics, to drive better decisions. (2013). Like many new information technologies, BA can
bring about dramatic cost reductions, substantial improvements in the time required to perform
a computing task, or new product and service offerings (Davenport and Dyche, 2013).
However, companies investing in BA technologies should address certain challenges and
pitfalls to fully realize the benefits their BA initiatives have to offer. For instance, Davenport
(2006) argues that companies should understand that to make optimal use of BA and the data
they constantly collect and store, they should invest in finding the right focus, building the right
cultures, hiring the right people, and installing the right technology.
Similarly, a report published by SAS-a (2014) lists the top three big data challenges as lack of
skills/expertise, difficulty accessing all data, and not effectively using their most valuable data

6
to drive decisions. Furthermore, the complexities of dealing with big data, integrating
technologies, finding analytical talent, and challenging corporate culture are the main pitfalls
to the successful use of analytics within organizations SAS-c (2013). Finally, a company’s
“data-driven mind-set” will be a key indicator of big data’s value to companies (Davenport and
Dyche, 2013). Davenport (2006) identifies three key attributes of companies that want to
compete on analytics: widespread use of modeling and optimization tools, an enterprise
approach, and senior executives’ advocates. In addition to such characteristics, companies
driving effective “analytics cultures” are reaping the rewards of business analytics (SAS-b,
2011). IBM (2012) argues that companies that want to run a successful BA initiative must
commit initial efforts to customer-centric outcomes, develop an enterprise-wide big data
blueprint, start with existing data to achieve near-term results, build analytics capabilities based
on business priorities, and finally, create a business case based on measurable outcomes.

There is another issue with a great number of definitions; they tend to change after some time,
in light of the fact that the way of what they consider changes. This is the situation with BI for
instance. Initially, software business engaged with BI, BI used to be comprehended as private
insight, rather than state or open knowledge. Even after many years, BI is still used by engineers
and programmers (Solberg Søilen, 2015). BI is characterized as frameworks that gather,
change, and present organized information from various sources lessening the required time to
acquire significant business data and enable their efficiency use in management decision
making process (Den Hamer, 2004), permitting dynamic enterprise information look, recovery,
examination, and clarification of the necessities of administrative choices (Nofal and Yusof,
2013). As indicated by Tyson (1986), BI concentrates on gathering, process and present
information concerning customers, contenders, the business sectors, technology, and products.
Pirttimäki (2007) depicts BI as a procedure that incorporates a series of activities, being driven
by the particular data needs of decision makers and the objective of achieving competitive
advantage. BI is a framework that transforms information into data and afterward into learning,
consequently enhancing company's basic decision-making process (Singh and Samalia, 2014).
BI is characterized as a framework which gathers, changes and shows organized information
from various sources. BI is a system and an answer that helps decision makers to comprehend
the economic circumstance of the firm (Nofal et al., 2013). BI is termed to as a set of numerical
and methodological models for examination utilized for extracting data and valuable
information from raw information for utilizing confused basic leadership prepare (Vercellis,
2013). Similarly, Wixom and Watson (2010, p.14) mention that ―Business intelligence (BI)

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is a broad category of technologies, applications, and processes for gathering, storing,
accessing, and analyzing data to help its users make better decisions.‖ We can upgrade the bits
of knowledge gave by BI applications—particularly by utilizing information mining
procedures, through simulation and modeling of real world under a "systems thinking"
approach, enhancing forecasts, and adding to a superior comprehension of the business
progression of any organization (Raisinghani, 2004). BI helps administrators by breaking down
information from various resources in better basic leadership at both tactical and strategic level,
for customary utilization, conventional data frameworks farewell, yet for hierarchical and
functional planning; new tools are required for business analysis (Rasoul and Mohammad,
2016).

In BI context, we always see the word data, information, and knowledge which could lead us
getting confused on its use and implication. Carlo (2009) distinguishes their definition. Data:
It refers to a structured codification of single primary entities and as well as of transactions
involving two or more primary entities Carlo (2009). BI is popular among companies mainly
because of analysis of data that is of any form and formulate a strategy accordingly. Generally
data is classified into three types—structured data, semi-structured data, and unstructured data.
Structured data are information that is fixed form, the data may be a collection of forms of
websites, and detailed address that can be easily read by the computers since the data is already
standardized. Unstructured data are information that cannot be easily read by computers, which
may be text, documents, video tapes, websites, and pictures (Jermol et al. 2003), or any other
type of information that cannot be clearly sorted or organized into rows and columns.
Information is used many times to Company data are found across different locations and
places in the form of Customer Relation Management (CRM) programs, marketing automation
systems and social media platforms. Information: It refers to the result of extraction and
processing activities carried out on data, and it appears meaningful for those who receive it in
a specific domain. Knowledge: It is formed from information which is used to make decisions
and develop the corresponding actions. Hence, we could say that knowledge consists of
information that puts to work into a specific domain, and it is enhanced by the experience and
competence of decision makers in tackling and solving complex problems.

Carlo (2009) uses the following pyramid to describe how business intelligence system is
constructed. Data sources: The sources mostly consist of data belonging to operationalize

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systems, but may also include unstructured data, such as emails, and data received from
external providers.

Data warehouse/Data mart: Data warehouses are used to consolidate different kinds of data
into a central location using a process known as extract, transform and load (ETL) and
standardize these results across systems that are allowed to be queried. Data marts are generally
small warehouses that focus on information on a single department, instead of collecting data
across a company. They limit the complexity of databases and are cheaper to implement than
full warehouses. Data exploration: Data exploration is a passive BI analysis consisting of query
and reporting systems, as well as statistical method. Data mining: Data mining is active BI
methodologies with the purpose of information and knowledge extraction from data.
Optimization: Optimization model allows us to determine the best solution out of a set of
alternative actions, which is usually fairly extensive and sometimes even infinite. Decisions:
When business intelligence methodologies are available and successfully adopted, the choice
of a decision pertains to the decision makers, who may also take advantage of informal and
unstructured information available to adapt and modify the recommendations and the
conclusions achieved through the use of mathematical models.

One underlying theme that is evident through the research is that BI used in an organization
should be suited for decision making, which in turn contributes to BI success (Clark, Jones &
Armstrong, 2007). However, many scholars gained that this success is yet to be realized by
many organizations (Hostmann, Herschel, & Rayner, 2007). BI capacities are basic capacities
that help organizations enhance both its adjustment to change and its execution (Watson &
Wixom, 2007). Many researchers state that failure in adopting BI in an organization because
of an absence of fit between organization’s BI and its characteristics and objectives. An
organization that has made progress with their BI usage have attempted to guarantee that their
BI is steady with their corporate business targets and much research on BI achievement
concentrates on the alignment amongst BI and business targets (McMurchy, 2008). However,
little is known about the part BI abilities play in accomplishing this objective. In-spite, the fact
that there is a collection of research tending to BI abilities, it has remained to a great extent
quiet on the part of BI capacities in accomplishing the important match amongst BI and the
decision environment in which it is implemented. Nonetheless, numerous BI examples of
overcoming adversity demonstrate the significance of utilizing BI with the essential abilities
and for the correct purposes to make BI progress (Schlegel & Sood, 2007). According to Oyku

9
et al. (2012), BI can be examined from both organizational and technological views.
Technological BI capabilities are referring to the data quality (data standard), technical
platforms that could be integrated with other systems in the organization and user access.
Organizational BI is the assets supporting the BI application that runs in the organization such
as flexibility and shared risks and responsibilities (Ross, Beath and Goodhue, 1996).

BI has largely relied on numerical and/or structured data, which can be measured on a
numerical scale and analyzed with statistical methods and computing equipment (Isik et al.
2013, p.14). Ponniah (2001) stated that data quality is the most important element leading to
BI success. Similarly, Kimball et al. (2008) also stated that the data quality is the most
important factor, and they added that the massive data from many different sources of a large
enterprise can be integrated into a coherent body to provide a clear view of its business,
therefore, meaningful information can be delivered at the right time, in the right location, and
in the right form to assist individuals, departments, divisions or even larger units to facilitate
improved decision making. Data quality refers to the data which is consistent and
comprehensive. Poor data reliability is because of poor data handling processes, poor data
maintenance procedures, and errors in the migration process from one system to another. If the
information that we collect is not accurately or consistently analyzed, organizations cannot
satisfy their customers’ expectations nor keep up with new information-centric regulations.
According to Oyku et al. (2012), in order to improve the business agility, the organization
should develop the technological ability that could deliver accurate, consistent and timely
information to its users. Moreover, clean and relevant data are one of the most essential factors
of BI success. As companies incorporate data from a wider variety of sources, they will
continue to face new and ever-increasing issues surrounding the quality of the data on which
they rely.

Since BI system is a new system for organization, the integration between BI system and other
systems in the organization is another crucial activity behind the BI success. The integrating
activity is involving with the connection between various systems and their application or data
together, either physically or functionally, thus each individual system can create and provide
value to the organization (White, 2005). Furthermore, the organization using data from multiple
sources and feeding the data into multiple information systems, the performance of integration
will be affected directly by the quality of the communication between these systems (Oyku,
2012)

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BI tools according to Oyku et al. (2012) have different capabilities and serve different purposes
so that one size does not fit with all BI. Whether the organization prefers to use a single BI
suite or best-of-breed applications, it is essential to match tool capabilities with user types.
While some organizations limit user access through practicing authorization/authentication and
access control, others prefer to allow full access to all types of users through a web-centric
approach. It is critical that organizations achieve the necessary balance to allow the way BI
users access information to fit the types of decisions they make using BI.

In order to achieve the competitive advantages provided by BI, organizations must consider
carefully on selecting the underlying technology to support BI and also be flexible with the
strictness of the business process rules and regulations since flexibility is one of the key factors
to run BI successfully in the organization (Oyku et al. 2012).

Risk management is one of the major supports in BI, as it helps in decision making, where the
conditions tend to be uncertain, for example, when all the factors are known (Harding, 2003).
Risk management is crucial for organizations that operate in high-risk environments, as well
as, it is important for organizational success (Davenport, 2006). Despite, hazard and instability
exist in each business decisions, and organizations may utilize BI to limit vulnerability and
settle on better choices. The impact of BI in decision-making capabilities affects its success.
According to Alaskar and Efthimios (2015), not all of BI solutions succeed in all organizations,
and, there are signs, before a project begins, that could indicate whether the project will
succeed, struggle, or fail and it is essential that organizations are aware of the key indicators of
success in adopting BI, so as to overcome the challenges or risks that are associated with the
BI project during its implementation.

Some factors such as technologies, analytics and human resources that Carlo (2009) mentions
are more critical than others to the success of a BI project.
1. Technologies:
The crucial enabling factors that have facilitated the development of BI systems in the complex
organization and enterprise are hardware and software technologies. This pattern has
empowered the utilization of advanced processes which are required to utilize inductive
learning strategies and enhancement models, keeping the processing times inside a sensible
range. Additionally, it allows the appropriation of best-in-class graphical perception strategies,
featuring real-time animations. A further important factor gets from the exponential increment

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in the limit of mass storage's, again at low costs, enabling any organization to store terabytes
of information for business insight analysis. What's more, system network, as Extranets or
Intranets, has played an essential part in the diffusion inside organizations of data and learning
separated from BI. Finally, the simple integration of hardware and software obtained by various
providers, or grew inside by an organization, is another factor influencing the diffusion of data
analysis of tools.

2. Analytics
Mathematical model and analytical methodologies play an important role in information
advancement and knowledge taking out from the accessible data inside most organizations.
The mere visualization of the data according to timely and flexible logical views, plays a
relevant role in facilitating the decision-making process, but still, represents a passive form of
support. Hence, it is essential to apply more advanced models of inductive learning and
optimization in order to achieve active forms of support for the decision-making process. 5.3
Human resources the human resources of an organization are built up by the competencies of
those who operate within its boundaries, whether as individuals or collectively. When
employees possess the ability of knowledge that could acquire information and then translate
it into the practical way, they will have a major influence on the quality of decision-making
process. The organization must emphasize the personal skills of its knowledge workers to work
out creative solutions and to devise effective action plan if it implements an advanced BI
system. Every company could access to available analytical tools equally, but if a company
wants to have the competitive advantage over its competitors, it should employ human
resources endowed with a greater mental agility and willing to accept changes in decision-
making style.

Jack (1971) states that information is considered to be a classic example of a ―collective

good‖, the type of commodity for which private incentives is supposed to lead to under-
provision rather than over-provision on the market. According to Richard et al. (1983),
information plays two crucial roles which the first role refers to the physical state of the world
that can indicate the quality of the goods one considers acquiring. Another role of information
is about one’s potential competitors including their number, their preferences, and the
information which they could, in turn, possess indicate the degree of competition that one must
expect to encounter. The understanding that competitive markets facilitate the efficient
production and allocation of resources in a decentralized manner, that is without a complete

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exchange of information among economic agents (Radner). In another way, it could be
emphasized the premise that economic agents come to markets with diverse information that
is not publicly available, or at least only at substantial cost. The mention of information implies
the prior existence of uncertainty about something, whether that uncertainty is probabilistic or
not. Likewise, Paul (1981) mentions that when each trader is able to access his/her own private
source of information, or when traders can acquire information at a cost, the traders’ strategic
options may be drastically different than in the case where all information is public. It may be
possible, for example, for a trader to infer information from the terms of the trade he is offered
or, more generally, from any observations he makes concerning the behavior of other traders.
The prices vary directly with underlying qualities. Higher prices indicate better quality.
Another perspective from the school of thought under the theme of Game Theory, decision
theory is the primary framework that Radner (2011) extended to formalize the theory of teams.
Decision theory refers to making choices under uncertainty. The core of the problem is for
many players with a common payoff to make a choice under uncertainty with only partial
knowledge, so the extension seems natural. Furthermore, according to Radner, a decentralized
organization is defined as one with more than one decision maker, in which different decision
makers are responsible for different decision variables and make those decisions on the basis
of different information, and in which the outcome to the organization depends jointly on the
several decisions and on some stochastic environmental variables. Similarly, the concept of BI
is to make an effective decision making in the organization, only data or information from one
or two departments is not adequate to optimize the overcome of the decision, but the joint data
or information from all related departments is very crucial to gather enough information to
make the right decision. Base on the concept extracting from the School of Thought and the
literature reviews, we observe that BI has been built on the ideas from the Thematic School
under the theme of game theory and information and uncertainty. Basically, the idea of BI is
about extracting information or private information within the organization by using
mathematical and methodological models for analysis and using that information for making
the decision which is under uncertainty. By doing so, the organization must invest an amount
of budget in the process of collecting data, transforming data and presenting the meaningful
data or information to related departments to make the right decision (Rajnoha et al., 2016).
Hence, this would confirm to the idea of school of thought that there are different decision
variables referring to diverse information to make the right decision as well as to get the diverse
information, organization must pay for substantial cost.

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Even though the concept of BI just emerged several decades ago, it now is becoming a major
concern for enterprises regardless of its size to take it into consideration whether they should
invest in this system or not in order to satisfy the customer needs and wants. Nowadays, BI
establishes a real business value of data asset and provides remarkable improvement in
recognizing and taking advantage of business opportunities. Many multinational corporations
have adopted BI system, but some of them failed in adapting this system. Operational and
organizational factors such as strategy, human capital, leadership, culture, quality management
and strategic orientation of a firm significantly affect BI system’s implementation and
integration. Understanding capabilities of both technological and management aspect is a key
success in adopting BI system in the firm.

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 3. INDUSTRY & COMPANY PROFILE
Introduction
The global sourcing market in India continues to grow at a higher pace compared to the IT-
BPM industry. India is the leading sourcing destination across the world, accounting for
approximately 55% market share of the US$ 200-250 billion global services sourcing business
in 2019-20.
The IT industry accounted for 8% of India’s GDP in 2020. According to STPI (Software
Technology Park of India), software exports by the IT companies connected to it, stood at Rs.
1.20 lakh crore (US$ 16.29 billion) in the first quarter of FY22.

Market Size
The IT & business service industry’s revenue was estimated at ~US$ 6.96 billion in the first
half of 2021, an increase of 6.4% YoY. The export revenue of the IT industry is estimated at
US$ 150 billion in FY21. According to Gartner estimates, IT spending in India is estimated to
reach US$ 93 billion in 2021 (7.3% YoY growth) and further increase to US$ 98.5 billion in
2022. The BPM sector in India currently employs >1.4 million people, while IT and BPM
together have >4.5 million workers, as of FY21.
India's software services exports (excluding exports through commercial presence) increased
by 4% in FY21 compared with FY20 and are estimated at USD 133.7 billion during 2020-21.
Indian software product industry is expected to reach US$ 100 billion by 2025. Indian
companies are focusing to invest internationally to expand global footprint and enhance their
global delivery centres. In line with this, in February 2021, Tata Consultancy Services
announced to recruit ~1,500 technology employees across the UK over the next year. The
development would build capabilities for TCS to deliver efficiently to the UK customers.
As of FY21, the IT industry employed 4.5 million people.
The data annotation market in India stood at ~ US$ 250 million in FY20, of which the US
market contributed ~ 60% to the overall value. The market is expected to reach ~ US$ 7 billion
by 2030 due to accelerated domestic demand for AI.

Investments/ Developments
Indian IT's core competencies and strengths have attracted significant investment from major
countries. The computer software and hardware sector in India attracted cumulative foreign
direct investment (FDI) inflows worth US$ 74.12 billion between April 2000 and June 2021.

15
The sector ranked 2nd in FDI inflows as per the data released by Department for Promotion of
Industry and Internal Trade (DPIIT). Japanese investments in the Indian IT sector grew 4X
between 2016 and 2020. Investments stood at US$ 9.2 billion in the review period.
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra are diversifying their
offerings and showcasing leading ideas in blockchain and artificial intelligence to clients using
innovation hubs and research and development centres to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:
 In November 2021, Wipro partnered with TEOCO to build solutions for communication
service providers (CSPs) to improve network automation, efficiency, flexibility and
reliability.
 In August 2021, Tata Consultancy Services was adjudged a leader in the NelsonHall NEAT
for CX Services in Banking, Financial Services and Insurance (BFSI).
 In August 2021, SAP India and Microsoft announced the introduction of TechSaksham, a
collaborative skilling initiative aimed at enabling young women (from underprivileged
regions) to pursue careers in technology. 62,000 women students will be trained in artificial
intelligence (AI), cloud computing, web design and digital marketing as a result of this
collaboration.
 In August 2021, Startek, a business process management company, announced a plan to
increase its minority stake in CSS Corp to reach a wider market. It also announced a plan
to recruit >2,000 employees in India, in FY22.
 In July 2021, Wipro announced plans to invest US$ 1 billion over the next three years to
expand its cloud technology capabilities through acquisitions and collaborations.
 In July 2021, Infosys announced that it has set up an Automotive Digital Technology and
Innovation Centre in Stuttgart, Germany. Automotive IT infrastructure professionals
stationed in Germany will transfer from Daimler AG to the new Digital Technology and
Innovation Centre as part of Infosys' relationship with Daimler.
 In July 2021, TCS expanded its strategic partnership with Royal London, the largest mutual
life insurance, pensions and investment company in the UK, to help the latter transform its
pension platform estate and deliver market-leading services to members and customers.
 In July 2021, Tata Technologies partnered with Stratasys, a 3D printing technology
company, to provide advanced additive manufacturing technologies to the Indian
manufacturing ecosystem.
 In July 2021, Tech Mahindra Foundation and Wipro GE Healthcare have joined forced to
offer skilling and upskilling courses to students and healthcare technicians.

16
 In July 2021, HCL announced a multi-year agreement with Fiskars Group, consisting of a
family of lifestyle brands including Fiskars, Gerber, Iittala, Royal Copenhagen, Waterford
and Wedgwood for digital transformation.
 In July 2021, TCS launched Jile 5.0, a key release of its Enterprise Agile, on-the-cloud
services, planning and delivery tool that enables enterprises to meet the large-scale
development needs of multiple distributed teams.

Government Initiatives
Some of the major initiatives taken by the Government to promote IT and ITeS sector in India
are as follows:
 In November 2021, the government launched Internet Exchange in Uttarakhand to enhance
the quality of internet services in the state.
 The Karnataka government has signed three MoUs worth US$ 13.4 million (Rs. 100.52
crore) to help the state's emerging technology sector.
 In August 2021, the Union Minister of State for Electronics and Information Technology,
Mr. Rajeev Chandrasekhar, announced that the IT export target is set at US$ 400 billion
for March 2022. In addition, the central government plans to focus in areas, such as
cybersecurity, hyper-scale computing, artificial intelligence and blockchain.
 In September 2021, the Indian government announced a plan to build a cyber lab for the
‘Online Capacity Building Programme on Crime Investigation, Cyber Law and Digital
Forensics’ to strengthen cyber security capabilities.
 In September 2021, the Ministry of Electronics and Information Technology (MeitY)
organised a workshop under the theme of ‘Connecting all Indians’, to promote public and
private stakeholders’ interest in the country and expand internet access to remote areas.
 In September 2021, the Indian government launched the Meghalaya Enterprise
Architecture Project (MeghEA), to boost service delivery and governance in the state by
leveraging digital technologies, to make Meghalaya a high-income state by 2030.
 In September 2021, the Indian government launched Phase II of Visvesvaraya PhD Scheme
to encourage research in 42 emerging technologies in Information Technology (IT),
Electronics System Design & Manufacturing (ESDM) and Information Technology
Enabled Services (ITES).

17
 In September 2021, the Indian government inaugurated five National Institute of
Electronics & Information Technology (NIELIT) Centres, in three North Eastern states to
boost availability of training centres and employment opportunities.
 In August 2021, the India Internet Governance Forum (IIGF) – 2021 was launched at
Electronics Niketan in New Delhi by the National Internet Exchange of India (NIXI), the
Ministry of Electronics and Information Technology (MeitY) and the Chairman of the
Coordination Committee of the IIGF-2021. The event will take place over three days
beginning October 20, 2021. The meeting's topic this year is Inclusive Internet for Digital
India.
 On July 2, 2021, the Ministry of Heavy Industries and Public Enterprises launched six
technology innovation platforms to develop technologies for globally competitive
manufacturing in India. The six technology platforms have been developed by IIT
Madras,Central Manufacturing Technology Institute (CMTI), International Centre for
Automotive Technology(iCAT), Automotive Research Association of India(ARAI), BHEL
and HMT in association with IIScBanglore.
 In Budget 2021, the government has allocated Rs. 53,108 crore (US$ 7.31 billion) to the IT
and telecom sector.
 Department of Telecom, Government of India and Ministry of Communications,
Government of Japan signed a MoU to enhance cooperation in areas of 5G technologies,
telecom security and submarine optical fibre cable system.

Road Ahead
India is the topmost offshoring destination for IT companies across the world. Having proven
its capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Indian
IT & business services industry is expected to grow to US$ 19.93 billion by 2025.
In November 2021, Mr. Piyush Goyal, Minister of Commerce and Industry, Consumer Affairs,
Food and Public Distribution and Textiles, lauded the Indian IT sector for excelling its
competitive strength with zero government interference. He further added that service exports
from India has the potential to reach US$ 1 trillion by 2030.

18
India is the world's largest sourcing destination with largest qualified talent pool of technical
graduates in the world. According to National Association of Software and Service Companies
(Nasscom), the Indian IT industry’s revenue is estimated to reach US$ 194 billion in FY21, an
increase of 2.3% YoY. The sector is the largest employer within the private sector. According
to Gartner estimates, IT spending in India is estimated to reach US$ 93 billion in 2021 (7.3%
YoY growth) and further increase to US$ 98.5 billion in 2022.

This push towards cloud services has boosted hyper-scale data centre investments, with global
investments estimated to exceed ~US$ 200 billion annually by 2025. India is expected to gain
a significant share in the global market, with the country's investment expected to hit ~US$ 5
billion annually by 2025.

According to the research findings commissioned by Amazon Web Services (AWS), Indian
enterprises and public sector organisations (that migrated from on-premises data centres to
cloud infrastructure) can expect to lower their energy and carbon footprint by over 80%.

In Budget 2021, the government has allocated Rs. 53,108 crore (US$ 7.31 billion) to the IT
and telecom sector.

The IT industry accounted for 8% of India’s GDP in 2020. Exports from the Indian IT industry
are expected to increase by 1.9% to reach US$ 150 billion in FY21. In 2020, the IT industry
recorded 138,000 new hires. According to STPI (Software Technology Park of India), the
software exports by its registered units increased by 7% YoY to reach Rs. 5 lakh crore (US$
67.40 billion) in FY21 from Rs. 4.66 lakh crore (US$ 62.82 billion) in FY20, driven by rapid
digitization and the IT industry's timely transition to remote working environments that helped
to keep up the industry’s growth amid coronavirus pandemic. According to STPI (Software
Technology Park of India), software exports by the IT companies connected to it, stood at Rs.
1.20 lakh crore (US$ 16.29 billion) in the first quarter of FY22.

In August 2021, the Union Minister of State for Electronics and Information Technology, Mr.
Rajeev Chandrasekhar, announced that the IT export target is set at US$ 400 billion for March
2022. In addition, the central government plans to focus in areas, such as cybersecurity, hyper-
scale computing, artificial intelligence and blockchain.

19
The IT & BPM industry’s revenue is estimated at ~US$ 194 billion in FY21, an increase of
2.3% YoY. The domestic revenue of the IT industry is estimated at US$ 45 billion and export
revenue is estimated at US$ 150 billion in FY21.

Artificial Intelligence (AI) is expected to boost India's annual growth rate by 1.3% by 2035, as
per NITI Aayog. A substantial increase in AI by Indian firms can result in a 2.5% increase in
India’s Gross Domestic Product (GDP) in the immediate term. In September 2020, NASSCOM
FutureSkills and Microsoft collaborated to launch a nationwide AI skilling initiative to train
one million students in AI technology by 2021.

The computer software and hardware sector in India attracted cumulative foreign direct
investment (FDI) inflows worth US$ 74.12 billion between April 2000 and June 2021. The
sector ranked 2nd in FDI inflows as per the data released by Department for Promotion of
Industry and Internal Trade (DPIIT).

In 2020, PE investments in the sector stood at US$ 7.5 billion. IT & BPM led the venture
capital (VC) investment with 380 deals in in 2020, contributing 71% to the total deal count.
The COVID-19 pandemic has accelerated the demand for third-party data centre services in
India.

The Government of India has extended tax holidays to the IT sector for Software Technology
Parks of India (STPI) and Special Economic Zones (SEZs). As of February 2020, there were
421 approved SEZs across the country, with 276 of them from IT & BPM and 145 as exporting
SEZs.

Company Profile:
CyberAthon is a leading IT firm based in Nagpur, India. We created our team with user
perspective in mind. We offer the platform where user can get all the things for their
requirement. We are the team of latest technology service provider with specialization in
mobile development, software development, web design & development and digital marketing.

Mission:
To become a globally recognized IT partner well known for technologically-driven and
innovative client-centric approach.We aim to deliver cost-effective high-quality,user-friendly

20
services to our clients which will generate more value to their business and customers alike.We
believe this is the best long-term way for our business to grow.

Plan:
To Deliver GREAT value to Our Customers, Employees as well as the Society with the help
of new Idea's and Technology. We strive to be the most reputed global provider of IT solutions
that passionately focuses on driving customer success and eagerly place our hands-on expertise
in this direction.

Vision:
We are YOU oriented company. We work for Client's Customer. We understand YOU &
YOUR requirements strive to surpass our customer's expectations consistently. We invest in
our employees to support them achieve their potential. We continually enhance our
competencies to sustain high growth.

21
 4. TASKS CARRIED OUT
WEEK 1
During the first week of internship understand the responsibility of the Business Analyst is to
function with the project stakeholders to understand their requirements and translate them into
details, that developers can able to understand. Moreover, to translate the emerging question
from the developers into details that stakeholders can able to understand. The key skill required
for this portion of the process is the ability of the Business Analyst to refine the varying
messages as well as the requirements of the project stakeholders or consumers into a consistent,
single vision. This task sometimes includes certain political and negotiation maneuvering.
Business Analysts often need to spend a certain amount of time in the meetings in order to save
the development team from spending their time understanding the stakeholder’s requirement.

WEEK 2
In the second week of internship start working on the project and understand the role of a
Business Analyst may seem like one among the software development team designated for the
project. However, they are required to work with key project consumers or stakeholders as well
as business people to communicate and formulate the vision of the business for the project. In
addition, BA is in needs to plot the scope and initial requirement of the project. The
fundamental goal of the BA is to obtain the project concentrated early by transforming the
initial high-level goal into something realistic.

WEEK 3
In the third week of internship, the creating as well as delivering a quality presentation on the
topics like project status, application designs as well as business requirements. Generally,
people listening to the presentation of the Business Analyst are the senior business and IT
management people. The main responsibility of the Business Analyst is to impress the
stakeholder and other authorities with their presentation, which would have a notable effect on
the growth of the business.

22
WEEK 4
At the fourth week of internship, I understand the most important responsibility of the Business
Analyst is elaborating the details. This is where he gets into evaluating the needs and guarantee
the implementation team has the entire details, they require creating or implementing the
process. Most probably, this phase includes working with a wide range of stakeholders or
consumers across the company to guarantee their needs, as well as knowledge, are combined
into a detailed conversation about what they will actually build. In a conventional or a waterfall
environment of a business, this phase is integrated with beginning the project and it covers the
judgment of whether to fund the project or not. In many cases, this phrase has taken a bit later,
after the time and trust of the stakeholder is absorbed. Based on the project, BA requires a data
model or specification as well. Regardless of how BA chooses to mention, this phase needs to
complete when the stakeholder or customer has signed off on the agreement of what will get
implemented and the developers have awareness of what they have to design as well as
implement the project.

WEEK 5
In the fifth week of internship, I the understand the implementation support through life cycle
end. Business Analyst is not generally involved in the implementation directly unless they are
holding extra roles on the designated project. However, they’re naturally brought in, if there
are problems that come up at the time of implementation, which cause some new additional
needs to be addressed. This support could involve enabling a problem-solving meeting to
identify how certain business requirements can be met provided newly identified technology
constraints.

For instance, when redesigning a website, it is needed to form an assumption regarding how
the author outlines would work. Then we found that the Word Press no longer allows the
functionality we required. Then we are in need to revise the author outlines page and find a
simple as well as an elegant solution.

As the task of implementation is finished, often Business Analysts need to have a more active
task. They might be required to support the business to accept the new solution, which is being
implemented. This task involves analyzing how the stakeholder or consumers will utilize the
new solutions in order to complete certain activities and tasks. This task can also encompass
user documentation, training, or acceptance testing. It is becoming common for the Business

23
Analyst to proceed to take part in the project via this stage. This phase is over when the project
is delivered to the production environment and the stakeholders of the business are capable of
accessing it successfully in their jobs. Of course, at this process of solution implementation,
new requirements, as well as needs, are discovered and the Business Analyst might receive
new projects to start and the entire cycle continues again.

WEEK 6
In the sixth week of internship, I am the part of the project successful end product is one of the
roles as well as responsibilities of a Business Analyst. I am able to determine what the project
should do and how the project should work. In the terms of Business Analysis, these are
referred to as functional (What the project should do) and non-functional (how the project
should work) requirements. The functional, as well as non-functional requirements, serves a
role in mentioning the abilities of the completed service or product. As the categories are
matured, greater importance is provided to the non-functional requirements. The main reason
for this is that once the product attains its place in the real environment, you can start
developing on what it ensures to raise its value.

24
 5. OBSERVATIONS & LEARNINGS FROM THE TASKS
CARRIED OUT
1. During the first week of internship, I learnt the function of Business analyst with the
project stakeholders and understand their requirement and translate the details in the
given format so that the developer can understand their requirement.

2. In the second week of internship, understand the role of business analyst work with the
key project consumers or stakeholders as well as business people to communicate and
formulate the vision of the business for the project.

3. In the third week of internship, To impress the stakeholder and other authorities with
their presentation, which would have a notable effect on the growth of the business.

4. At the fourth week of internship, To complete when the stakeholder or customer has
signed off on the agreement of what will get implemented and the developers have
awareness of what they have to design as well as implement the project.

5. In the fifth week of internship, the task of implementation is finished, often Business
Analysts need to have a more active task. They might be required to support the
business to accept the new solution, which is being implemented. This task involves
analyzing how the stakeholder or consumers will utilize the new solutions in order to
complete certain activities and tasks. This task can also encompass user documentation,
training, or acceptance testing. It is becoming common for the Business Analyst to
proceed to take part in the project via this stage. This phase is over when the project is
delivered to the production environment and the stakeholders of the business are
capable of accessing it successfully in their jobs. Of course, at this process of solution
implementation, new requirements, as well as needs, are discovered and the Business
Analyst might receive new projects to start and the entire cycle continues again.

6. In the sixth week of internship, In the terms of Business Analysis, these are referred to
as functional (What the project should do) and non-functional (how the project should
work) requirements. The functional, as well as non-functional requirements, serves a
role in mentioning the abilities of the completed service or product. As the categories

25
are matured, greater importance is provided to the non-functional requirements. The
main reason for this is that once the product attains its place in the real environment,
you can start developing on what it ensures to raise its value.

26
 6. CONCLUSIONS
More and more companies recognize the vital role BA plays in addressing their challenges,
predicting future outcomes, and capitalizing on the value of data. A growing number of
companies rely on BA to plan and optimize their business operations, forecast their business
outcomes, improve efficiency, make better decisions, offer new products and services, and
capture new market opportunities. In addition, advanced analytics capabilities can help
decision makers find more novel uses of data, build their organizations around data, and
transform their business models.

Every industry is faced with a different set of challenges and business analytics presents new
opportunities for decision makers to deal with such challenges. Numerous studies alluded to in
the literature review section suggest that BA has already become a business enabler in various
organizations. It can be concluded that with all the tools, models, technologies, opportunities,
and capabilities it presents, BA is not a passing fad, rather it’s a much promising paradigm
shifter.

27
 7. RECOMMENDATIONS & SUGGESTIONS
1. Some methods that are being used to improve IT operations processes include Kanban
and IT service management (ITSM) and IT Infrastructure Library (ITIL). The primary
goal of these methods is to better prepare employees to prioritize, manage and delegate
multiple tasks at any moment by decreasing the amount of friction caused by the
ongoing, rapid nature of IT operations.
2. IT operations teams adapt to a fast-paced Agile development environment. It also
improves cross-team collaboration and communication by providing a comprehensive
approach to project management.
3. Kanban helps IT operations teams achieve successful implementation of the DevOps
method. It maximizes communication and efficiency by providing a task scheduling
system that enables IT operations teams to boost productivity and follow the progress
of projects more effectively. Kanban is often paired with lean software development to
increase collaboration between IT operations and other departments within the
organization.
4. IT service management improves the management of information systems to maximize
customer value. IT Infrastructure Library provides a set of practices within the ITSM
approach that address how IT services should be used to empower the day-to-day
operations of businesses.

28
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1. “Quantitative Methods for Business”, Anderson (Thomson Learning Books)
2. “Statistical Methods”, S.P. Gupta (S. Chand)
3. Levin Richard & Rubin David – “Statistics for Management” (Prentice Hall of India).
4. SPSS Statistics for Data Analysis and Visualization 1st Edition, Keith McCormick, Jesus
Salcedo, Jason Verlen, Jon Peck, Andrew Wheeler, Wiley Publishing, ISBN 978-1119003557.

29
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