Building Business Technology Alignment     How do we gain HR Business Teams         Confidence in IT?         C fid      i...
Foundational Principles in managing Business facing ITReal Business Technology Alignment is Deeper than weThink & See  Foc...
Focus on End‐Customers OF Human Resources Dept.Techniques to focus and learn about End-Customers   Understand  & Learn bus...
Drive Efficiency relevant for  HR Business TeamsUnderstand elements that drive efficienciesExamples:‐   Payroll Processsin...
Elevate the Brand around  HR Business AreasSupport Building & Elevating HR Department’s Image   HR Brand revolves around  ...
Manage Change at the pace of  HR Business TeamsUnderstand Change thru the eyes of People and HRBusiness teams   Leverage H...
Keep  everything   Simple in HR WorldPeople, People & People ….. And Automation thruTechnology   Speak in Business Languag...
Few Examples to Quote                        8
IT Foundational improvements   Journey   Right Size the Investments and Phase in the Change   Execution                  E...
Building Business Technology alignment   JourneyIncrease the awareness of Business and TechnologyJointly - Icing on the Ca...
Delivery Leaders are                                                                                    accountable to bal...
Building Business Technology Alignment                  Questions ?                         Vana Matte                    ...
Real Test for  Business Technology Alignment      Not when things are moving well…      When there are Surprise or        ...
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Building a Business Technology Alignment: Techniques to Gaining HR Business Team Confidence over IT - Vana Matte, Dollar & Thrifty Automotive Group

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Vana Matte, Dollar & Thrifty Automotive Group - Speaker at the marcus evans HR Technology Summit 2012, held in Las Vegas, NV, delivered her presentation on Building a Business Technology Alignment: Techniques to Gaining HR Business Team Confidence over IT

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Building a Business Technology Alignment: Techniques to Gaining HR Business Team Confidence over IT - Vana Matte, Dollar & Thrifty Automotive Group

  1. 1. Building Business Technology Alignment     How do we gain HR Business Teams Confidence in IT? C fid i Experiences from multiple industry verticals  ( (Manufacturing, Financial Services, HealthCare & Transportation) f g, , p ) Vana Matte VP of IT Portfolio & Delivery Dollar & Thrifty Automotive Group Dollar & Thrifty Automotive Group Vana.Matte@DTAG.com 918‐669‐2645(w) 918‐521‐6725© 1
  2. 2. Foundational Principles in managing Business facing ITReal Business Technology Alignment is Deeper than weThink & See Focus on End‐Customers (know the end‐users) Drive Efficiency (more for less) 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 y day Systems 2
  3. 3. Focus on End‐Customers OF Human Resources Dept.Techniques to focus and learn about End-Customers Understand  & Learn business processes including seasonality – E.g.  Payroll, Benefits, Compensation, Employee Relations, Recruitment, Training, Performance Benefits, Compensation, Employee Relations, Recruitment, Training, PerformanceManagement  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 initiatives Be 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 stages y y y g 3Listen, Learn, Educate, Respond, Change, Solve
  4. 4. Drive Efficiency relevant for  HR Business TeamsUnderstand elements that drive efficienciesExamples:‐ Payroll Processsing ‐ Processing duration, Re‐runs  Recruiting ‐ Prospect‐2‐Offer process, Employee on‐boarding  Manual processing reduction – Incentive calculations, Paid‐Time‐Off Manual 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 terms 4
  5. 5. Elevate the Brand around  HR Business AreasSupport Building & Elevating HR Department’s Image HR Brand revolves around  taking care of People & Emotional Quotient, so that  HR Brand revolves around taking care of People & Emotional Quotient so thatemployees 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 facing Understand Day 2 Day problems & expectations Internal & External facing Champion HR Business Interests at every step of the Enterprise Transformation 5
  6. 6. Manage Change at the pace of  HR Business TeamsUnderstand Change thru the eyes of People and HRBusiness teams Leverage HR department strengths in assessing Employee impacts  Focus less on IT software methodology / Focus more on meeting business capabilities gy / 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
  7. 7. Keep  everything   Simple in HR WorldPeople, People & People ….. And Automation thruTechnology Speak in Business Language  If it Impacts Employees negatively… then let us Talk 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 7 Go beyond from delivering an IT Project to providing
  8. 8. Few Examples to Quote 8
  9. 9. IT Foundational improvements   Journey Right Size the Investments and Phase in the Change Execution Enterprise  PMO p Carefully invest to achieve 80% value with 20% costs >$ 5B  Enterprise Quality  revenues Assurance Year 5 ‐ 6 Enterprise Business Process  Optimize Enterprise Modeling Enterprise Business & Technology PM  Enterprise Business & Technology PM Enterprise Quality Assurance Enterprise  Design / Solution  Business Process Modeling Architecture Strengthen Solution Architecture Strengthen App Design & Integration Business Technology Total Cost‐Of‐Ownership Business Process Test Automation Business Process Test Automation Business Technology Accountability Integrate Asset mgmt, Contracts mgmt and  80% critical applications test  Optimize Technology Year 4 Invoicing processes and tools automation Eliminate redundancy  Unit Test Automation Sustainability of cost & quality improvemts. < $3 B  Business Technology Alignment (IT to BT) Automate critical business testing revenues Design & Code  Productivity improvements 3 critical domain applications Test  3 critical domain applications Test Standardize better  technology mgmt  Standardize better technology mgmt Debugging & Analyzing  Automation (40%) in 2010 Year 2‐3 tools Enable centralized testing for   Application  Application cost‐of‐ all IT work  Consolidation ownership Departmental Solutions Team  (smaller  temp solutions for  Configuration & Environment & Release   Application Tiering (40%  business  pains) Management reduced prod support costs) Critical Application Proactive  Year 1 Business  Enable centralized testing for 10  Monitoring Tools Basic IT Portfolio  ropr projects in 2009<$ 1B  Systems  Management Deployment Management revenues Analysis COE Basic IT Project  Two Business Critical   Processes Management M t application modules (5%)  application modules (5%) Test Automation Instill proactive monitoring for critical apps   Hire skilled associate  On‐time & On‐budget delivery PMs Common Test Methodology & Tools for  Optimal resource allocation Basic Software  Focused  Pilot Stabilize production Development  Service  Centralized Production  9 Hire skilled Test  Improve fundamental quality Methodology Delivery Support Manager Standardize basic methodologies
  10. 10. Building Business Technology alignment   JourneyIncrease the awareness of Business and TechnologyJointly - Icing on the Cake Carefully invest to achieve 80% value with 20% costs Expand IT  Steering to all  Business VPs Form Departmental solutions team to solve smaller pain points Co‐Locate Day‐to‐ y Co‐Locate subject‐matter‐expertise with business teams Day support &  Expand IT steering to all Business VPs to increase the accountability of their initiatives Business Systems  Analyst with  Business Teams Departmental Solutions  Visual costs by business domains including resources Form a dedicated team with subject‐matter‐expertise Assimilate IT and Business Resources into  HR business team is part of selecting right IT players each other areas for better synergies Form a Dedicated IT team by Business Domain – Layout foundational IT practices (PMO, Budget, COEs) HR, Finance, Revenue, etc HR, Finance, Revenue, etc Start educating Business Executives of running IT as a Business Cost‐Of‐Ownership by Business Domains – Applications,  Increase the transparency around IT Software, Hardware, People by Business Areas Walk on the PLANK together for troubled projects  Enable SAAS vendors for commodity processing – ADP, Benefits Administration,  etc 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 IT Executive Steering with CEO, CFO, COO, CAO & CIO. Monthly review of overall IT performance – Budget, Vendors, Teams, IT Operations, Large Projects Delivery Balance the Consequences of each Action on Business 10
  11. 11. Delivery Leaders are  accountable to balance  1. Business is Happy  all these 7 aspects of IT  with the capabilities  2. CEO, CFO, COO &  delivery for their  delivered & using the  delivered & using the CHO, is happy with  CHO i h ith individual domains i di id l d i products IT  the benefits realized  developed in Savings/Revenues/  Efficiencies 7. Innovation &  7 Innovation &Strategic alignment with latest business  3. IT resources are  strategies and  working optimal  technology  solutions IT Delivery at its  IT Delivery at its hours, completing  hours completing projects,  proud of  CORE their success and  learning marketable  skills6. IT Applications  are stable and working efficiently 5. IT Finance is  4. IT Centers‐Of‐ happy with planned  Excellence  costs matching with  processes and  actual costs and  actual costs and procedures are  procedures are met the financial  followed well forecast 11
  12. 12. Building Business Technology Alignment     Questions ? Vana Matte Vana Matte VP of IT Portfolio & Delivery Dollar & Thrifty Automotive Group Vana.Matte@DTAG.com 918‐669‐2645(w)( ) 918‐521‐6725© 12
  13. 13. Real Test for  Business Technology Alignment     Not when things are moving well… When there are Surprise or Roadblocks… You got each others back 13

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