Infosys Q3: 2.7 per cent rise in net profit

Infosys technologies Q3 result beats all the the expectation as it posted a net profit of Rs 1,582 crore. Which is is 2.7% rise in the net profit. During this time the contribution to the revenue by top 10 clients also increased by approximately 12%.


Consolidated results for the quarter ended December 31, 2009:

  • Income was Rs 5,741 crore (Rs 57.41 billion) for the quarter ended December 31, 2009; QoQ growth was 2.8%; YoY decline was 0.8%
  • Net profit after tax was Rs. 1,582 crore (Rs 15.82 billion) for the quarter ended December 31, 2009; QoQ growth was 2.7%; YoY decline was 3.6%
  • Earnings per share decreased to Rs. 27.75 from Rs. 28.66 in the corresponding quarter of the previous year; QoQ growth was 3.3%; YoY decline was 3.2%

As per Infosys CEO S. Gopalakrishnan the US economic recovery led by the financial sector is the key driving force and is benefiting the off-shoring industry. As per him the other good thing is that the clients are making quicker decisions now.

Infosys shares rose 3.2 percent to 2,569 rupees as of 10:46 a.m. in Mumbai trading, the biggest contributor to the 13-stock Bombay Stock Exchange BSE IT Index’s 3.3 percent gain.

Source: BusinessWeek

Extreme Programming Methodology

Extreme programming is a recent methodology, evolved in 1996 when Kent Beck, a
software professional began an engagement with Daimler Chrysler using new concepts
in product development. The result was the Extreme Programming (XP) methodology.
The Extreme programming (XP) project methodology is a popular methodology amongst
product development organizations since it professes simplicity of code, early testing
and frequent review. This enables faster feedback and shorter development cycles. It
emphasizes customer satisfaction.
Features of the XP model

  • It empowers the project team to confidently respond to changing customer requirements even late in the life cycle.
  • Managers, customers, developers and other stakeholders are all part of a team dedicated to delivering a quality software product.
  • The model requires XP practitioners to communicate regularly with their customers thus providing frequent updates on project status and correcting wrong paths.
  • It encourages programmers to keep the design simple and clean.
  • Since testing happens from day one, feedback arrives almost immediately thusgiving ample time to implement changes.

Applicability of the XP model

  • Projects where the teams have identified the risks, quantified them and have assessed them to be of significant in nature. Projects, which have dynamically changing requirements, too fit into this model.
  • Software product companies, who receive feedback from the customer on a continuous basis, have to be prepared to address the inherent risk involved. The XP model scores over the other traditional models of waterfall and iterativedevelopment in such circumstances.
  • The model can be applied for team sizes between 2 and 12 though larger projects of 30 resources have reported success. The model requires an extended development team, which apart from the developers includes managers and the customer as well.

Rohit Prabhakar

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