| Software Development |
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| If you go back to the history of the software and re-look to the business success of the huge Enterprise solutions which were installed in the fortune 500 companies, you will find a tremendous failure of those solutions due to their unmanaged, not required and not customizable modules. Looking at those failures even the giant IT companies have redesigned their business model and launched the customized solutions. These customized solutions and wonderful to use. |
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| After a set of user interaction and a periodic exercise the project is constructed to best suit to your requirement. Here the project starts from scratch and simultaneously achieve different milestones to finally cater to the end user's customized requirement. Documentation makes it so perfect that it nails all the odds by having strong control over the software codes. |
| Axis has been practicing the deliveries independently and with its several giant IT partner (mainly CMMI Level V) companies. We have a strong development methodology, team and capability which enable us to successfully achieve the milestones in the most professional manner. You can get your customized needs catered for even a small software application or to a giant project which even we can do independently or if need be we will collaborate with our other IT partners and we guarantee you to deliver the same in the given time span with the perfect quality and most economical prices across the silicon valley. |
| RE-Engineering |
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| Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises. BPR reached its heyday in the early 1990's when Michael Hammer and James Champy published their best-selling book, "Reengineering the Corporation". |
| The authors promoted the idea that sometimes radical redesign and reorganization of an enterprise (wiping the slate clean) was necessary to lower costs and increase quality of service and that information technology was the key enabler for that radical change. Hammer and Champy felt that the design of workflow in most large corporations was based on assumptions about technology, people, and organizational goals that were no longer valid. |
| They suggested seven principles of reengineering to streamline the work process and thereby achieve significant levels of improvement in quality, time management, and cost: |
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Organize around outcomes, not tasks. |
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Identify all the processes in an organization and prioritize them in order of redesign urgency. |
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Integrate information processing work into the real work that produces the information. |
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Treat geographically dispersed resources as though they were centralized. |
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Link parallel activities in the workflow instead of just integrating their results. |
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Put the decision point where the work is performed, and build control into the process. |
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Capture information once and at the source. |
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