Building Business Technology Alignment    

How do we gain HR Business Teams C fid i IT?Confidence in IT?

Experiences from multiple industry verticals (Manufacturing, Financial Services, HealthCare & Transportation)( f g, , p )

Vana MatteVP of IT Portfolio & DeliveryDollar & Thrifty Automotive GroupDollar & Thrifty Automotive GroupVana.Matte@DTAG.com918‐669‐2645(w)918‐521‐6725© 1

Foundational Principles in managing Business facing IT

Real Business Technology Alignment is Deeper than we Think & See

Focus on End‐Customers (know the end‐users)

Drive Efficiency (more for less)

Think & See

Drive Efficiency (more for less)

Elevate the Brand of the Business Department (underlying core principles)

Manage Change at the pace of Business (not at the speed of technology)

Keep it Simple (No Technology jargon)

On Top of a Well-Laid out IT Foundation & Stable day-to-p yday Systems

2

Focus on End‐Customers OF Human Resources Dept.

Understand  & Learn business processes including seasonality – E.g.  Payroll, Benefits, Compensation, Employee Relations, Recruitment, Training, Performance

Techniques to focus and learn about End-Customers

Benefits, Compensation, Employee Relations, Recruitment, Training, Performance Management 

Asses Business resource strengths  & weaknesses – skills, experience

Align to Business area goals ‐ Embody their philosophy & methodology

Be practical Budget Time & Scope not fathomed easily for large initiativesBe practical ‐ Budget, Time & Scope not fathomed easily for large initiatives

Plan for smaller Functional Releases tied to a Technical Foundation release

Identify & Plan for Business cycle constraints

Plan early Business involvement – Who owns What, identify at early stagesy y y g

Listen, Learn, Educate, Respond, Change, Solve 3

Drive Efficiency relevant for  HR Business Teams

Understand elements that drive efficiencies

Examples:‐

Payroll Processsing ‐ Processing duration, Re‐runs 

Recruiting ‐ Prospect‐2‐Offer process, Employee on‐boarding 

Manual processing reduction Incentive calculations Paid Time OffManual processing reduction – Incentive calculations, Paid‐Time‐Off

Supporting Legal  & Regulatory needs

Automating  notifications – Terminations, Inactivations, Complaints

Managing vendors – that are providing services for outsourced function(s)g g p g f f ( )

Translate every Improvement in the above terms4

Elevate the Brand around  HR Business Areas

HR Brand revolves around taking care of People & Emotional Quotient so that

Support Building & Elevating HR Department’s Image

HR Brand revolves around  taking care of People & Emotional Quotient, so that employees can in turn focus on generating Revenues and/or Operational Efficiencies

HR  technology transformation priorities are typically of lower importance to the Enterprise and need I.T championship to elevate the importance

Ensure IT implementations for HR are a roadmap to Corporate goals – e.g.  Be one of  the “Top 100 companies to work for” 

Understand Day 2 Day problems & expectations Internal & External facingUnderstand Day‐2‐Day problems & expectations – Internal & External facing

Champion HR Business Interests at every step of theChampion HR Business Interests at every step of the Enterprise Transformation

5

Manage Change at the pace of  HR Business Teams

Understand Change thru the eyes of People and HR Business teams

Leverage HR department strengths in assessing Employee impacts 

Focus less on IT software methodology / Focus more on meeting business capabilitiesgy / g p

Ensure Technology transformation buy‐in from bottom‐up ‐ leveraging HR leadership

Strengthen Project’s Change Management team for anticipating & managing Business Operations Change impacts

Enable HR Business team to be in charge of IT investments in their space

Handle Conflicts between - Feeling Vs Logic, Common Sense Vs Process

6

Keep  everything   Simple in HR World

People, People & People ….. And Automation thru Technology

Speak in Business Language 

If it Impacts Employees negatively then let us Talk

Technology

If it Impacts Employees negatively… then let us Talk

If it Benefits Employees … then let us Pursue

If it Impacts Business negatively…. then let Operations team look into issues

If it Benefits Business … then let other Business areas pursue

Advocate proven technologies & implementations – using Standardized 

products vs Customized

Go beyond from delivering an IT Project to providing 7

Few Examples to Quote

8

Enterprise 

IT Foundational improvements   JourneyRight Size the Investments and Phase in the Change Execution

>$ 5B revenues

Enterprise Business Process Modeling

Enterprise Quality Assurance

pPMO

Optimize EnterpriseEnterprise Business & Technology PM

Carefully invest to achieve 80% value with 20% costs

Year 5 ‐ 6

Execution

Business Technology Total Cost‐Of‐Ownership

Business Process Test Automation

Modeling Enterprise Business & Technology PM Enterprise Quality AssuranceBusiness Process ModelingStrengthen Solution ArchitectureStrengthen App Design & Integration

Enterprise  Design / Solution Architecture

3 critical domain applications Test

Integrate Asset mgmt, Contracts mgmt and Invoicing processes and tools

80% critical applications test automation

Business Process Test Automation

< $3 B revenues

Design & Code 

Business Technology AccountabilityOptimize TechnologyEliminate redundancy Sustainability of cost & quality improvemts.Automate critical business testingProductivity improvementsStandardize better technology mgmt

Business Technology Alignment (IT to BT)Unit Test Automation

Year 4

Enable centralized testing for  all IT work 

3 critical domain applications Test Automation (40%) in 2010

Application cost‐of‐ownership

Application Consolidation

Debugging & Analyzing tools

Standardize better  technology mgmt 

Year 2‐3

Configuration & Environment & Release   Application Tiering (40% 

Departmental Solutions Team (smaller  temp solutions for business  pains)

ropr

Basic IT Project M t

Basic IT Portfolio Management

Enable centralized testing for 10 projects in 2009

Two Business Critical  application modules (5%)

Critical Application Proactive Monitoring Tools

Deployment Management Processes

<$ 1B revenues

Year 1

Management reduced prod support costs)

Business Systems Analysis COE

Management

Common Test Methodology & Tools for Pilot

application modules (5%) Test Automation

Hire skilled associate PMs

Hire skilled Test Manager

Focused Service Delivery

Basic Software Development Methodology

Instill proactive monitoring for critical apps  On‐time & On‐budget deliveryOptimal resource allocationStabilize productionImprove fundamental qualityStandardize basic methodologies

9Centralized Production Support

Building Business Technology alignment   JourneyIncrease the awareness of Business and Technology Jointly - Icing on the Cake

Expand IT Steering to all Business VPs Form Departmental solutions team to solve smaller pain points

Co‐Locate subject‐matter‐expertise with business teams

Carefully invest to achieve 80% value with 20% costs

Co‐Locate Day‐to‐

Jointly Icing on the Cake

Departmental Solutions  Visual costs by business domains including resources

Expand IT steering to all Business VPs to increase the accountability of their initiativesy

Day support & Business Systems Analyst with Business Teams

Form a Dedicated IT team by Business Domain –HR, Finance, Revenue, etc

Layout foundational IT practices (PMO, Budget, COEs)

Form a dedicated team with subject‐matter‐expertise

HR business team is part of selecting right IT playersAssimilate IT and Business Resources into each other areas for better synergies

Cost‐Of‐Ownership by Business Domains – Applications, Software, Hardware, People by Business Areas

HR, Finance, Revenue, etcStart educating Business Executives of running IT as a Business

Increase the transparency around IT

Walk on the PLANK together for troubled projects 

Enable SAAS vendors for commodity processing – ADP, Benefits Administration, t

Detail Review of Failed / Troubled Projects – presented by IT & Business Sponsors to CEO, CFO, COO, CAO & CIO

Special Investments around IT Foundational Improvements – e.g Hiring, Vendor Sourcing, PMO, BSAs, Architecture, Design practices, Testing, etc

etc

IT Executive Steering with CEO, CFO, COO, CAO & CIO. Monthly review of overall IT performance –Budget, Vendors, Teams, IT Operations, Large Projects Delivery

10Balance the Consequences of each Action on Business

1. Business is Happy with the capabilities delivered & using the

2. CEO, CFO, COO & CHO i h ith

Delivery Leaders are accountable to balance all these 7 aspects of IT delivery for their i di id l d idelivered & using the 

products IT developed

CHO, is happy with the benefits realized in Savings/Revenues/ 

Efficiencies

individual domains

7 Innovation &

IT Delivery at its

3. IT resources are working optimal hours completing

7. Innovation & Strategic alignment with latest business 

strategies and technology  IT Delivery at its 

CORE

hours, completing projects,  proud of their success and 

learning marketable skills

solutions

6. IT Applications are stable and 

working efficiently

4. IT Centers‐Of‐Excellence 

processes and procedures are

5. IT Finance is happy with planned costs matching with actual costs and procedures are 

followed wellactual costs and met the financial 

forecast11

Building Business Technology Alignment    

Questions ?

Vana MatteVana MatteVP of IT Portfolio & DeliveryDollar & Thrifty Automotive GroupVana.Matte@DTAG.com918‐669‐2645(w)( )918‐521‐6725©

12

Real Test for  Business Technology Alignment    

Not when things are moving well…

When there are Surprise or Roadblocks…Roadblocks…

You got each others backYou got each others back13