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

1. Building Business Technology Alignment
How do we gain HR Business Teams
Confidence in IT?
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Experiences from multiple industry verticals
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(Manufacturing, Financial Services, HealthCare & Transportation)
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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. 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)
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-
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day Systems
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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, 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 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
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Listen, Learn, Educate, Respond, Change, Solve

4. 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‐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)
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Translate every Improvement in the above terms
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5. Elevate the Brand around HR Business Areas
Support 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 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 facing
Understand Day 2 Day problems & expectations Internal & External facing
Champion HR Business Interests at every step of the
Enterprise Transformation
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6. 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 capabilities
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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
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7. 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
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
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Go beyond from delivering an IT Project to providing

8. Few Examples to Quote
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9. IT Foundational improvements Journey
Right Size the Investments and Phase in the Change
Execution Enterprise
PMO
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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. Building Business Technology alignment Journey
Increase the awareness of Business and Technology
Jointly - 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
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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. 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
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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
skills
6. 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
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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©
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13. Real Test for Business Technology Alignment
Not when things are moving well…
When there are Surprise or
Roadblocks…
You got each others back
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