What are the top software companies in India to work for?

The company which not only provides the best software solutions to clients but also has the great culture, could be a choice to work for. There are bunch of companies in India considering start-ups to big giants, but the company with the help of which we can relate our study, we can get chance for good industry exposure and flexibility of ideas to convert into the work is the best company to work for. 

I have been working at iFour Technolab Pvt. Ltd. an asp.net software development company in india since a long and it has covered all the aspects of mine in terms of work satisfaction. There some pillars to identify the work culture in any company. Let me get to you to those pillars in our company.

Company hires the best people which can suit with the culture of the company. Starting from interns to senior developer all are selected with best talent in particular domain. 

Company makes sure that all the employees know the vision and mission of company. If an employee doesn’t know about the vision it becomes just another job which doesn’t help in productivity at individual as well as organizational level.

Company very well knows that best decisions can come from anywhere. So company allows everyone to speak and understands the perspectives of all in order to take any crucial decision. Company has developed culture in such a way that all the employees can directly communicate with senior management for any silly doubts. The freedom of ideas and creativity is the key to create the exceptional product which can differentiate company from others. At usual times company engages a meeting where brainstorming activity happens among the employees.

Here all the employees work as a team not as a bunch of individuals. It becomes very essential thing for every employee to understand his contribution in a team towards a project assigned to him. Whenever he starts assuming himself as an individual in a team he starts breaking coordination which leads to imperfect product. 

Last but not the least, every employees here are given good incentives which motivates them to enhance their productivity every day.

Take a look at our portfolio where we display some of our work and case study on custom software development.

Steganography

Steganography is the art of protected or hidden writing. The purpose of steganography is covert communication to hide the presence of a message from a third party asp.net software companies in India. 

Steganography methods:

Substitution Methods (Spatial-Domain): A secured robust approach of information security is planned. It presents two module based LSB (Least Significant Bit) methods for inserting secret data in the LSB’s of blue mechanisms and partial green components of random pixel places in the edges of images for the software companies in India. An adaptive LSB based steganography is planned for embedding data based on data available in MSB’s of red, green, and blue components of arbitrarily selected pixels across plane areas. It is more robust as it is linked with an Advanced Encryption Standard (AES). A new high capacity Steganography scheme using 3D geometric models is projected. The algorithm re-triangulates a part of a triangular mesh and inserts the secret information into newly added position of triangular meshes. 

Transform Domain Methods: A method that customs two gray scale images of size 128 x 128 that are used in software companies India as surreptitious images and inserting is done in RGB and YCbCr domains. The quality of stego images are decent in RGB domain by comparing the PSNR values. It uses Integer Wavelet Transform (IWT) to hide secret images in the color cover image. It compared the PSNR values and image quality when inserting is done in the RGB and YCbCr domains. Integer Wavelet Transform (IWT) have been recommended to hide multiple secret images and keys in a color cover image which is more effective. The cover image is categorized in the YCbCr color space. Two keys are found, encrypted and hidden in the cover image using IWT.

Statistical Methods: A practical methodology for minimizing additive distortion in steganography with general implanting operation which is more flexible and easy. Syndrome-Trellis Codes (STC) are used to increase the safety of the system. STC divides the samples into various bins (binning) which is a public tool used for resolving many information-theoretic and also data-hiding problems. The planned method can be used in both spatial & transform domain. A proper distortion function is selected which makes statistical detection difficult. Once the stenographer specifies the distortion function, the planned framework provides all tools for constructing practical embedding schemes. The distortion method or the embedding operations need not be shared with the receiver.

Distortion Methods: The method referred to as matrix encoding needs the sender and recipient to agree in advance on a parity check matrix H. The cover medium is processed to extract an order of symbols ѵ, which is changed into s to embed the message m, s is sometimes called the stegodata, and alterations on s are translated on the cover-medium to obtain the stego-medium. The image is blurred before hiding the message copy using special point spread function and arbitrarily generated key. Successive LSB embedding in the R plane is done in this project. The quantity of rows and columns of the message image is encrypted in the first row of the cover copy. Before inserting, the original message image is blurred using the specific PSF. The parameters used for blurring with PSF are cast-off as keys during deblurring. The secret key values are directed through a secure channel (Tunneling). The secret image is enhanced using the two keys and a third key, which is arbitrarily generated and depends on the content of the hiding message.

Steganography hides the covert message but not the detail that two parties are communicating with each other. The steganography process usually involves placing a hidden communication in some transport medium, called the carrier. The secret message is entrenched in the carrier to form the steganography standard. The use of a steganography key may be working for encryption of the hidden message and/or for randomization in the steganography system.

ITIL Continual Service Improvement

ITIL Continual Service Improvement

The ITIL Continual Service Improvement process focuses on quality management. The continual improvement process intends to continually improving the efficiency of IT processes and IT services, carried out in custom software development companies, in an effective way , as per the standard adopted of continual improvement adopted in ISO 20000

The objective of the ITIL Continual Service Improvement includes :

• To review and analyze improvement opportunities in each phase of the continuous lifecycle
• To review and analyze results of the Service Level achievement
• To improve cost of delivering IT services effectively without sacrificing the satisfaction of customer
• To identify and implement individual activities to improve the quality of IT services
• To ensures that the appropriate quality management processes and methods are used to support the activities carried out for the continual improvement in a software development organization.

The activities of ITIL Continual Service Improvement includes :

• Reviewing that the ITSM processes achieve the desired and qualitative results
• Periodically demonstrate areas of improvement 
• Conducting internal audits verifying employees and process compliance
• Reviewing existing deliverables for relevance
• Conducting external and internal service to identify CSI opportunities
• Review management information and trend to ensure services are meeting the SLAs.
• Periodically proposing recommendations for improvement opportunities
• Periodically conducting customer satisfaction surveys
• Conducting service reviews i.e both internal as well as external ,to identify CSI opportunities

There are 7 steps followed in the ITIL Continual Service Improvement process.

They are as follows :

• To define what data you should measure
• To define what data you can measure
• To gather the relevant data need for the continuous improvement
• To process and filter the appropriate data
• Analyze the data by choosing the relevant methods
• To present/assess the data
• To implement corrective actions for getting the quality information and improved data

The processes of ITIL Continual Service Improvement  includes :

• Service Review
• Process Evaluation
• Definition of CSI Initiatives
• Monitoring of CSI Initiatives

Service Review

The objective of service review includes :

• To review business and IT services and infrastructure services on a regular basis.
• To improve the quality of the IT services where necessary
• To identify more efficient and economical ways of providing IT service where possible.

Process Evaluation

The objective of Process Evaluation includes :

• To evaluate processes on a regular basis. 
• To identify those areas where the targeted process metrics are not reached, 
• Holding regular benchmarking, audits, maturity assessments and reviews.

Definition of CSI Initiatives

The objective of Definition of CSI Initiatives includes :

• To define specific initiatives which focuses on improving services and processes, based on the results of service reviews and process evaluations.

Monitoring of CSI Initiatives

The objective of Monitoring of CSI Initiatives includes :

• To verify and monitor improvement initiatives whether they are proceeding according to plan or not
• To introduce and take corrective measures where necessary during the lifecycle.

TARGET AUDIENCE

ITIL Continual Service Improvement is relevant to organizations involved in the development, delivery or support of services, including:

• Various Service providers – Internal providers and External providers
• Software development Organizations that target to improve services through the effective application of service management to improve their service quality
• Software development Organizations that require a consistent managed approach across all service providers in a supply chain or value network
• Software development Organizations that are going out to tender for their services.

Conclusion :

Thus, the IT software development companies should use and implement the Continuous Service Improvement to improve and monitor IT service as a part of ITIL processes for increasing quality of the services and thereby increasing the value plus customer satisfaction.

References:

• http://wiki.en.it-processmaps.com/index.php/ITIL_CSI_-_Continual_Service_Improvement

Empowering People in Safety - Part 2

Principle 4.  Focus on Positive Consequences to Motivate Behavior. 

Control by negative consequences reduces perceptions of personal freedom and responsibility. Think about it.  Do you feel freer or empowered when you are working to avoid an unpleasant consequence or working to achieve a pleasant consequence? Unfortunately, the common metric used to rank companies on their safety performance is “total recordable injury rate” (or an analogous count of losses) which puts people in a reactive mindset of “avoiding failure” rather than “achieving success.” PBS provides proactive measures employees can achieve in order to prevent occupational injury. These days, Software development companies are focusing on People-Based Safety (PBS) as well.

We can often intervene to increase people’s perceptions that they are working to achieve success rather than working to avoid failure.  Even our verbal behavior directed toward another person, perhaps as a statement of genuine approval or appreciation for a task well done, can influence motivation in ways that increase perceptions of personal freedom and empowerment.  Of course, we can’t be sure our intervention will have the effect we intended unless we measure the impact of our intervention procedures.  Hence, the next basic premise of PBS. 

Principle 5.  Apply the Scientific Method to Improve Intervention. 

People’s actions can be objectively observed and measured before and after an intervention process is implemented.  This application of the scientific method provides critical feedback upon which to build improvement.   The acronym “DO IT” says it all:  D = Define the target action to increase or decrease; O = Observe the target action during a pre-intervention baseline period to identify natural environmental and interpersonal factors influencing it (see Principle 1), and to set improvement goals; I = Intervene to change the target action in desired directions; and T = Test the impact of the intervention procedure by continuing to observe and record the target action during and after the intervention program. 

The systematic evaluation of a number of DO IT processes can lead to a body of knowledge worthy of integration into a theory.  This is reflected in the next principle. 

Principle 6.  Use Theory to Integrate Information. 

After applying the DO IT process a number of times, you will see distinct consistencies. Certain intervention techniques will work better in some situations than others, by some individuals than others, or with some work practices than others.  You should summarize relationships between intervention impact and specific interpersonal or contextual characteristics.  The outcome will be a research-based theory of what is most cost-effective under given circumstances.  By doing this you are using theory to integrate information gained from systematic behavioral observation.   

Principle 7.  Consider the Internal Feelings and Attitudes of Others. 

Feelings and attitudes are influenced by the type of intervention procedure implemented, and such relationships require careful consideration by those who develop and deliver the intervention.  This is the essence of empathic leadership taught by PBS.   

The rationale for using more positive than negative consequences to motivate behavior (Principle 4) is based on the different feeling states resulting from using positive versus negative consequences to motivate behavior. Likewise, the way an intervention process is introduced and delivered can increase or decrease perceptions of empowerment, build or destroy interpersonal trust, and facilitate or inhibit an interdependent teamwork. 

Conclusion:

The PBS principles reviewed here provide a perspective that improves how people view injury prevention and talk about this challenge to themselves and to others.  Besides providing a paradigm that improves the quality and increases the quantity of safety conversations, PBS provides specific tools and methods, which software development companies are using extensively, for increasing safe behaviors, decreasing at-risk behaviors, and motivating participation in safety-related activities.   

Author Signature: Shreyans Agrawal (ifour.shreyans.agrawal@gmail.com)

Empowering People in Safety - Part 1

Introduction

Behavior modification… safety management…. attitude adjustment… behavior based safety… culture change… cognitive alignment… person-based safety… human engineering… social influence.  All these terms used to address the human dynamics of injury prevention.  Each of these can be linked to a set of principles, procedures, or a consultant’s service which defines a particular approach to managing the human side of occupational safety. Software development companies in India are implementing these set of principles in order to manage the human side of occupational safety.  

 All of these terms, and most of the accompanying materials, are insufficient.  They are either too narrow and restricting, or too broad and nondirective.  Some focus entirely on behavior change, while others attempt to target vague and unobservable aspects of other people, like attitudes and thoughts.  Still others have the grand notion of directly targeting culture change. 

  

 All of these approaches are well-intentioned and none are entirely wrong.  The human dynamics of an organization include behaviors, attitudes, cognitions, and the context (or culture) in which these aspects of people occur.  However, some of these approaches are too equivocal or ambiguous to be practical, while others may be practical but are not sufficiently comprehensive. 

Systematic evaluations of our implementations have enabled successive refinements of procedures, as well as the discovery of guidelines for increasing effectiveness and the long-term impact of our interventions.  We also developed research based and practical support materials for the behavior-change and culture-enrichment process. 

Today we call this approach “People-Based Safety” (PBS).  It strategically integrates the best of behavior-based and person-based safety in order to enrich the culture in which people work, thereby improving job satisfaction, work quality and production, interpersonal relationships, and occupational safety and health.   

 This article is the first of a five-part series in which I explain the essential principles and procedures of PBS.  Here are the seven underlying principles of PBS.   

Seven Basics of People-Based Safety 

Principle 1: Start with Observable Behavior. 

Like behavior-based safety, PBS focuses on what people do, analyzes why they do it, and then applies a research-supported intervention strategy to improve what people do.  The improvement of others results from acting people into thinking differently rather than targeting internal awareness or attitudes so as to think people into acting differently.   However, unlike behavior-based safety, PBS considers that people can observe their own thoughts and attitudes.  Thus, people can think themselves into safer actions.  In other words, self-management requires self-dialogue or thinking as well as self-directed behavior.  

Principle 2.  Look for External and Internal Factors to Improve Behavior. 

We do what we do because of factors in both our external and internal worlds.  While behavior-based safety deals with only external factors, PBS teaches people how to address their internal thoughts, perceptions, and attitudes related to injury prevention.  A behavioral analysis of work practices can pinpoint many external factors that encourage at-risk behavior and hinder safe behavior.  But, it’s also possible for individuals to conduct a self-evaluation of their own self-talk and selective perception regarding safety related behavior, and choose to make appropriate adjustments. Safety is of utmost importance for all the software development companies and hence they attempt to identify external and internal factors to improve behavior.

Principle 3.  Direct with Activators and Motivate with Consequences. 

Activators (or signals preceding behavior) are only as powerful as the consequences supporting the behavior.  In other words, activators tell us what to do in order to receive a pleasant consequence or avoid an unpleasant consequence.  This reflects the ABC model, with “A” for activator, “B” for behavior, and “C” for consequence.  This principle is used to design interventions for improving behavior at individual, group, and organizational levels. 

Author Signature: Shreyans Agrawal (ifour.shreyans.agrawal@gmail.com)