MIB

PROJECT: Group:
S2G9
Step 0: Project Group Performance Summary
SCOPE:This initiative puts our theoretical knowledge of MIB into practise. It is separated into two phases; for phase one,
we selected Indigo Airlines to conduct analysis, identify technology gaps, and recommend information systems. This phase
is further broken down into several steps:
Step 1- Planning (MS Project Plan)
Step 2- Industry and Company Overview
Step 3- Industry and Company Analysis
Step 4- Organizational structure + Technology Infrastructure + Information System
Step 5- Technology & Information gaps and Recommendations
System
OBJECTIVE:The major goal is to use our previous knowledge to complete this project successfully while also learning
more about this subject.
OUTCOMES: We learned a lot during the completion of each stage and the project as a whole, therefore the
outcomes/learnings are well worth it. Finally, we were able to identify holes in Indigo Airlines' existing business processes
and propose recommendations based on our findings.
What Went Well and Why
This initiative helped us to improve our knowledge of information management in the workplace. During this endeavour, we
gained a completely new perspective. The process of finishing this project has been an intriguing one, from assigning tasks
and deadlines for each work to achieving those targets. We learned MS Project and conducted numerous analyses such as
SWOT and Porter's Five Forces Analysis, industry knowledge, firm IT infrastructure, and business process gaps and
solutions. Throughout the project, team cooperation and time management were unquestionably the most important
components.

What Did Not Go Well And Why

There aren't many things to discuss here, but here are a few of them:
• A few items, such as the IT budget and its breakdown, have little information. As a result of analysing each respective
company's annual reports as well as those of competitors, assumptions were formed.
• For business process gaps, TPS/MIS, and ESS, internal data was also difficult to come by. Annual reports, articles, and
investor presentations, among other publications available to the general public, failed to give comprehensive information
on the subject.
 TEAM MEMBERS: KEY CONTRIBUTION
AND RANKING
NAMES ROLL NO. KEY CONTRIBUTION IN THE STEP-1 STEP-2&3
PROJECT-ALL ACTIVITIES
DORISH 502104042 Industry and company research, MS 10 10
project plan, Business model, swot
analysis
NISHITA 502104093 Industry and company research, MS 10 10
project plan, Company overview, porter’s
five force, PPT
KIRTI VERMA 502104198 Industry overview, Industry and company 10 10
research, MS project plan,

AYUSHI 502104195 Company overview, Industry and 10 10

company research, MS project plan,

ANKIT KUMAR 502104018 Industry overview, Industry and company 10 10

research, MS project plan,
Step 1: Planning Stage- Creating MS
Project Plan
Final MS Project Plan –Work Breakdown Structure
Latest/Final MS Project Plan-Gantt Chart
Final MS Project Plan- Resource Usage
Summary
Final MS Project Plan-Tracking Gantt
Step1: Summary View
Step 2: Introduction/Industry and
Company Overview
Project Introduction
INTRODUCTION:

Management information systems (MIS) assist in acquiring a comprehensive perspective of the information
systems and technology landscape, as well as how they can be used to achieve bottom-line business objectives . A
holistic view of Information Systems is critical for achieving operational excellence, establishing superior value
offerings, improving decision making, and obtaining competitive advantage as a business manager or professional.
Interglobe Aviation (IndiGo) has been chosen to manage information for a business project. It is split into two
parts:
◦ PHASE 1: includes a review of the company's current operations and the recommendation of information
systems.
◦ PHASE 2: covers forming a new company and developing an IT strategy, as well as various IT components,
information systems, and budgeting.
These phases entail a number of steps, which are detailed in the slides below.
 INDUSTRY OVERVIEW:
The Indian aviation sector is expanding at a rapid pace, and the country is benefiting from greater
connectivity. The sector has undergone numerous transformations since its inception. The aviation
sector is more important because of the country's broad geographical covering and rapid industrial
growth. The expanding working class and improving economic conditions of the Indian middle class
are also predicted to enhance the sector's growth. As a result of the rising demand, India's
government plans to expand the number of airports to 250 by 2030. This infrastructure upgrade has
occurred as a result of increased business and leisure travel. The development of ground
infrastructure is a crucial demand for the aviation industry.
The Indian aviation industry has a long history, having passed through the hands of both the public
and private sectors. With each passing year, traffic flow in both the passenger and cargo segments
has improved significantly. In 2017, India ranked 9th in terms of market size, according to the
India Brand Equity Survey Report. The country's domestic passenger traffic increased by 21.5
percent in 2017.Under the automatic route, foreign investment of up to 49 percent is permitted.
The government reduced the customs duty on components or parts for aircraft manufacturing by
public sector units of the ministry of defence from 2.5 percent to 0 percent in the Union Budget
2021-22. Between FY18 and FY23, India's airport infrastructure is scheduled to receive investment
of Rs.420-450 billion (US$ 5.99-6.41 billion). Growing private sector participation through the
Public-Private Partnership (PPP).
The Indian government has recoganised the potential of the Public Private Partnership (PPP)
model to develop India's airports. There are numerous advantages to the expanding trend. One of
the most significant benefits is the creation of jobs in the local economy and the government's
revenue generating. The government will also have a better chance of attracting foreign investors
to help expand the airports.
 COMPANY OVERVIEW:
◦IndiGo is India’s largest passenger airline with a market share of 53.5% as of
October, 2021. We primarily operate in India’s domestic air travel market as a
low-cost carrier. IndiGo has become synonymous with being on-time. It has its
primary hub at IGI Airport, Delhi. The airline was founded as a private company
by Rahul Bhatia of Inter-Globe Enterprises and Rakesh Gangwal in 2006
◦Since inception in August 2006, They have grown from a carrier with one plane
to a fleet of 282 aircraft today. A uniform fleet for each type of operation, high
operational reliability and an award winning service make us one of the most
reliable airlines in the world.
◦IndiGo has a total destination count of 95 with 71 domestic destinations and 24
International. This includes Kanpur (KNU) which is now open for sale.
◦Offering:- low fares, being on-time and delivering a courteous and hassle-free
experience.
 FINANCIAL PERFORMANCE:

YEARS NET REVENU SALES MARKET

PROFIT E GROWTH SHARE
2018-2019 156.13 284492 -1.93% 40%

2019-2020 -248.16 355747 -15% 47.9%

2020-2021 -5829.79 145416 -14% 54%

Step 3: Analysis Phase - Know your Operating
region/Industry/company)

Strategic Frameworks Analysis

 Supplier

PORTER’S
Power

FIVE FORCES Entry and

-
Buyer Power
Exit Barriers

INDUSTRY
ANALYSIS
Intensity of
Threat of
Competitive
Substitutes
Rivalry
BARRIES OF ENTRY: POWER OF SUPPLIERS:

(High) Regulatory approvals - Aircraft manufacturers

+ capital investments - ATF fuel
+ role of government -maintenance/airports
- Narrow demand (+/-) pilot
+ cabin support staff

POWER OF BUYERS: THREAT OF SUBSTITUTES:

- Low switching cost - Inter city buses, trains

- Price competitive - Sea connectivity
- Ease of comparison - Virtual conferencing
- hyperloop
Step 4: Analysis Phase - Organizational
Structure and existing Technology Setup
+ Information System

Deeper Analysis at Company Information

System Strategy Level (Indigo)
Indigo– Organization Setup / Structure
Directors of Board

Chairman of Board
M. Damodaran

CSO&CRO CIO
COO CFO CEO
Mr. Sanjay Sourav Sinha
Mr. Wolfgang Mr. Jiten Mr. Ronojoy
Kumar
Prock-Schauer Chopra Dutta

IS / IT Internal Audit

HR Finance

Legal Communication

Emergency Risk
Response Management
 Designation and Hierarchy
BOARD OF
Members
DIRECTORS Designation
Dr. Anupam Khanna Non-Executive Independent Director
Dr. Venkataramani Sumantran Non-Executive Independent Director
Mr. Gregg Albert Saretsky Non-Executive Director
Mr. M. Damodaran Non-Executive independent Director
Mr. Anil Parashar Non-Executive Director
Mr. Rahul Bhatia Managing Director
Ms. Pallavi Shardul Shroff Non-Executive Independent Director
Mr. Ronojoy Dutta Whole Time Director
Ms. Rohini Bhatia Non-Executive Director
 Designation
Members Designation
Mr. Raj Raghavan Senior Vice President (Human Resource)
Mr. Wolfgang Prock Schauer President And Chief Operating Officer
Mr. Jiten Chopra Chief Financial Officer
Mr. Willy Boulter Chief commercial Officer
Mr. Sanjay Kumar Chief Strategy And Revenue Officer
Ms. Saguna vaid General Counsel
Mr. Neetan Chopra Chief Digital And Information Officer
Mr. Gaurav M. Negi Senior Vice President and Head Of Governance
Capt. Ashim Mittra Senior Vice President : Engineering
Mr. Riaz Peer Mohamed Chief Air Craft Acquisition And Financing Officer
Ms. Suman Chopra Senior Vice President : Inflight Services
Mr. S.C. Gupta Senior Vice President: Engineering
Mr. Sanjeev Ramdas Executive Vice President Customer Service
 Indigo– Current Technology Stack
Technology/System Purpose/ Why this has been Setup?

ACARS  ACARS is a digital data link system which ensures the minimum
“Manual Intervention” while reporting of takeoffs and landings at
airports.
 ACARS is used globally for the purpose of transmission of short ,
reliable and simple messages via satellite or radio.
 Also, it enables the real time monitoring by Operations Control
Centres (OCC).

Q-buster  Q-buster is a revolutionary solution to serve the busy airports in

averting excess airport queuing.
 A wireless device that allows airport personnel to check the
boarding pass and reservation of passengers.
 Therefore, it is a cost saving technique by eliminating the need of
additional service counters.

ILS & VOR  Instrument Landing System(ILS) enables airplane to

land safely on runway even without any visual contact.
 VHF Omnidirectional Range (VOR) assists aircrafts in
navigation with the use of fixed ground based beacons.
 Indigo– Current Technology Stack
Technology/System Purpose/ Why this has been Setup?

Point-of-Sale This has been set up to -

o reduce wastages and effective planning,
o accurate loading and proper reconciliation with
the revenue generated

Mobile App o This mobile app is set up in the personal phones of

every aircraft engineer to provide all the necessary
details so that the data entry is kept to minimum,
considering several other tasks that an engineer is
responsible to do before technically certifying the
aircraft for the next turnaround.

Electric Taxing system o This technology assists in improvement of

efficiency of ground level operations and
saving the overall fuel usage as well as
reduction in emissions.
 Indigo– Current Technology Stack
Technology/System Purpose/ Why this has been Setup?

Face Recognition Technology ● The main purpose is to serve people with contactless travel.
● This initiative is also used to promote paperless and a
hassle-free air travel to stand on the customers’
expectations.

Amazon • Amazon Elastic Compute Cloud is a web service which is

used by Indigo to get resizable compute capacity in the cloud.

Business Intelligence Centre ● This was a collaborative initiative which was used to have
right information at the right time and to the right people.
● BI framework classifies the stakeholders into 3 categories
for which KPIs are set up.
 Indigo– Current Technology Stack
Technology/System Purpose/ Why this has been Setup?

AIMS (Airline Software) • AIMS is being used by IndiGo for Crew

Management and Operations Control software
solution.

Fortinet Secure SD-WAN • This solution is used by Indigo to secure its

WAN edge which is setup to provide best
user experience for its business critical
applications.

Indigo Track software • Indigo Track is used to track the aircraft

fitted with virtually every kind of hardware
available.
• It is available on Windows, smart devices
and most browsers
• Indigo Track has pre-flight, in-flight and
post-flight functionality which helps in giving
a complete overview of the aircraft's
operation.
 Indigo – IT Budget
IT Budget(In Million)
Year

2017-2018 Rs 86.14

2018-2019 Rs 84.49

2019-2020 Rs 132.11
How IT set up is done – Inhouse or Cloud

Cloud Computing is part of Indigo's IT setup.

How is managing ?
Druva Inc., a leader in cloud data protection and management, is partnering with Indigo to preserve and
secure aviation data through its SaaS-based data management system. It also has a solid disaster recovery
plan in place to ensure that corporate activities are not disrupted.
Hardware and Software used in the company:

HARDWARE

Cotter pins and

safety wire Rivets Turn lock Fasteners

Miscellaneous
Control cable
items such as crush
fittings
washers, etc
SOFTWARE

Altea Suite

Amos

Foreflight
Indigo – Mapping of IT Setup with TPS/MIS/ESS Pyramid

Top Level ESS

Dhruva

Middle level MIS

Business Intelligence Centre

Bottom Level
POS, AIMS, Fortinet Secure SD-WAN, Indigo TPS
Track software
Step 4: Summarising
The following are the key points from Step 4:

● ORGANIZATION STRUCTURE/SETUP : The structure of Indigo Airlines was explained to us. This gave us a better
understanding of the company's management structure and chain of command.

● TECHNOLOGY:ACARS, Q-busters, ILS & VoR, Point of Sale, IoT & Facial Recognition, Catering System, Face
Recognition Technology, Business Intelligence Centre, Mobile App, Amazon EC2, Electric Taxiing System,
AIMS (Airline Software), Fortinet Secure SD-WAN, and IndigoTrack software were among the technologies
we learned about.

● IT INFRASTRUCTURE: We learned about Indigo Airlines' IT budget, how the IT system is set up, and who is in
charge of it.
Step 5:Identify Technology & Information System Gaps and
Recommend Business Gaps / IS Recommendations / Projected
Budget for IS Upgrades/ Changes in the Analysis & Action
Phase (Indigo)
Indigo– Key Business Functions and Processes Having Gaps
Business Function Business Process What is the Gap and Why?

Finance Profitability
As Indigo failed to improve profitability, there was a big discrepancy between expected and
actual profitability results.
Finance Costs Piling
. Cost reduction is one of the goals Indigo has not achieved. Costs have risen due to a rapidly
changing environment and unprecedented events like Covid. 40% of the cost is fixed cost,
which mainly consists of labor cost and incidental rent.

Information Systems Delay In Decision Making Indigo has found that the current technology stack does not allow management to retrieve data
in a timely manner.

Operations Fleet Management Indigo has a problem with the efficiency of the A320ceos. A320 ceos requires high maintenance
costs and results in high fuel consumption. The capacity of the plane is also underutilized.

Social Responsibility CSR There are gaps in the corporate social responsibility process. This gap is identified by the
growing security needs of customers, contractors, employees, and customers .
Indigo – Business Functions and Processes
to be Actioned
Indigo has a problem with the Cost reduction is one of the goals
Delay in Decision Making Indigo efficiency of the A320ceos. A320 Indigo has not achieved. Costs
noticed that the current technology ceos requires high maintenance have risen due to a rapidly
stack does not allow management costs and results in high fuel changing environment and
to get dates. consumption. Aircraft capacity is unprecedented events like Covid.
also underutilized

There are gaps in the corporate

There was huge difference in the
social responsibility process. This
expected and actual results of
gap is identified by the growing
profitability because Indigo was
security needs of customers,
not able to improve its
contractors, employees, and
profitability.
customers.
 Indigo –Summary / Table IS Recommendations Business Process Wise
Business Process Problem Areas Recommended IS Solution Details
BP1 Delay In Decision Making ● Speed ​and flexibility
● There is increased pressure on speed and flexibility
when making decisions in areas such as crew and
operations, revenue management, network planning,
and fleet management. Therefore, it turns out that the
decision-making process must be flexible, even when
there is uncertainty and little data.

BP2 Profitability ● Indigo should strive to lower unit prices by adopting

Costs Piling a new yield model and trying out new networks. With
Covid 19, cost control is a new issue. You can take
the following steps to reduce employee costs: Wage
cut No performance-based increments Leave without
paying For revision of additional rent, indigo Contact
the supplier Negotiate significant cost savings

BP3 Underutilized Capacity ● As in step with new circumstances, majorly because

of Covid, the aircrafts are left grounded and idle.
Those aircrafts ought to be transformed into
freighters to generate a few sales in preference to
ensuing in idle ability overheads.
BP4 Fleet Management ● Replace A320 ceos with A320 neos to improve
maintenance costs and reduce the fuel burning.
BP5 CSR ● In order to increase long term resilience,
investments should be encouraged with regards to
environmental improvements.
● Also, Low carbon transition strategies should be
integrated to address sustainability and in response
to pandemic crisis.
Indigo –Proposed IT Budget for Changes and Breakup (Table
Breakup (in Millions) Components
Hardware (Rs 20.19) Computers,Laptops,Servers,Firewalls,Routers,Switches,Cabling,
Warranties,Licenses,Renewals,New Purchases,New Warranties,New
License etc.

Software (Rs 45.27) Server Software,Laptop Software,Desktop Software,Antivirus,Anti-

Spam and Backup Software.

Support and Maintenance (Rs 13.24) ● Salaries and blessings for all inner IT staff
● Monthly help fees for outside IT consultants
● Data community which includes WAN connections, ISP
links, VPN expenses

Cloud Services (Rs 20.30) Costs associated with public cloud, private cloud, or hybrid cloud models and
their implementation.

Disaster Recovery Reserves (Rs 13.29) Costs associated with the backup, disaster recovery, and business
continuity systems and plans.
Step 5: Summarizing

Under Step 5, we developed our understanding of following things-

● GAPS IN BUSINESS PROCESSES-We have identified the IndiGo Airlines gap and how it affects the
operation of the airline. These are business processes that show gaps in terms of profitability,
operational costs, inaccessibility of data, service delivery, and CSR. We also found the reason for
these gaps.
● CAMUNDA MODEL and PROPOSED SOLUTIONS-After identifying the gaps, a Camunda model was
created for each to highlight the problem / gap area, and the model also presented a suggested solution
to the identified gaps.
● PROPOSED IT BUDGET-Revised the Indigo Airlines IT budget towards the end of Step 5. The proposed budget
change was based on the costs that could be incurred to solve the company's problem domain, and reserve costs
were also estimated when the new IT budget was finalized.