http://www.hcltech.com/enterprise-transformation-services/overview~ for ETS

4. HCL’s APO methodology enables a
leading global airline optimize its
application landscape
 Our client is a leading global airline based in Hong Kong, with business
interests as a full-serviced carrier (FSC) and cargo services to 114 destinations
in 36 countries worldwide, including code shares and joint ventures. It is one of
only six airlines worldwide to carry a five-star rating from Skytrax and is a
founding member of the OneWorld alliance
 It partnered with HCL to undertake a comprehensive assessment of its entire
application portfolio as part of a broader transformation program to create a new
operating model and organizational structure for its Information Management
Department (IMT)
CHALLENGES / OBJECTIVES
One of the areas for realizing massive change was in the application landscape. Most
applications were developed in-house across multiple platforms and some COTS
applications were implemented. In total, it supported approx. 300 different applications
SNAPSHOT
across architectures and platforms, which led to 3 key challenges:
 Lack of visibility: Very little visibility into the big picture of what made up its  Horizontal: Enterprise Transformation
application landscape and no repository of information to understand what was Services
available or the financial cost to support a specific application  Micro-vertical: Airlines
 Application support running in silos: A siloed operating structure. While all  Service Areas: Application Portfolio
application support teams belonged to IMT from a resource and budget standpoint, Optimization
they were operating independently of IMT and were largely beholden to the business
 IPs / Frameworks: PRISM – HCL’s
unit they were working for, which had implications in terms of cost, governance, and proprietary Web-based platform
operational efficiency
 Lack of cross-functional integration: Business units were operating on different IT
environments and applications that lacked seamless integration, thereby creating
"bottlenecks"

5. THE SOLUTION
HCL's application portfolio optimization (APO) methodology was utilized to provide much required visibility into:
 Functional and technical health of applications: Each application was assessed across a number of criteria, including
maintenance, performance, usability, security, and complexity to identify candidates for refresh, reengineering, and
retirement. This exercise provided qualified information to decide on how our client could approach its application support
from a sourcing perspective, moving forward
 Integration complexity: Insights were provided into interfaces (inbound/outbound) with internal and external applications
to enable our client understand the upstream and downstream consequences of minor and major changes as well as the
myriad forms of integration used
 IT spend: TCO was calculated for each application by collaborating with the infrastructure teams as well as the individual
12 application support teams. This provided a cost analysis across areas of support and maintenance, enhancements,
production support, licenses, and resources
 Application mapping to business and technology functions: This highlighted the connections between the applications
and database servers and the mapping of these applications to the business processes to facilitate optimized performance
across these layers. This also helped to understand application value as an input to investment priorities
 The client also leveraged our PRISM tool, a Web-based proprietary platform to capture relevant information and a useful
reference point for the inventory of applications that were assessed
RESULTS / BENEFITS
 Reference data: One of the key outcomes of the project was the set of data that was obtained and then retained in the PRISM
tool. Our client has utilized this data for various purposes (outline business cases, change cases, outsourcing reference data,
for new employees joining the organization, and for operational purposes)
 External benchmarking: We compared the data collected from the assessment with our benchmark database, thus providing
an external perspective to what constitutes the recommended best practice, primarily in terms of where resources were
spending their time in the development and support life cycle. These types of inputs are critical as part of any initiatives that
have a fair amount of transformational and change management requirements
 Future road maps: The project also provided a business case for a subset of clustered applications along with a high-level
implementation timeline. In addition, the data analysis output provided a much better understanding of sourcing options in the
future, particularly in terms of which applications were deemed to be mission critical versus non-mission critical

6. Hello, I’m from HCL! We work behind the scenes, helping our customers to shift paradigms and start revolutions. We use digital engineering to
build superhuman capabilities. We make sure that the rate of progress far exceeds the price. And right now, 88,000 of us bright sparks are busy
developing solutions for 500 customers in 31 countries across the world.
How can I help you?
www.hcltech.com