Strategies for Landing an Oracle DBA Job as a Fresher
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
1. Managing the IT Transformation
H. William Haser
Vice President and Chief Information Officer
June 20, 2013
Marina Del Ray, California
2. Agenda
• About Tenneco
• The IT Inflection
• Long Term Portfolio Planning
• Changing Role of IT / New Capabilities
• Creating the Organizational Roadmap
3. Headquarters
Emission Control Manufacturing
Ride Control Manufacturing
Emission Control Engineering
Ride Control Engineering
3
Nearly 25,000 employees serving customers globally from
89 manufacturing facilities and 14 engineering and technical centers
Tenneco Global Operations
4. 4
Clean Air
by segment
Global Supplier of Emission and Ride Control Systems
Tenneco Overview
2012 Revenue – $7.4 billion
Ride Performance
by segment
$4.9 billion $2.5 billion
5. The Markets We Serve
5
Light Vehicle
Large Platform
Commercial Vehicle
6. Leading Aftermarket Brands
• Tenneco’s brand management, marketing and distribution expertise have
resulted in leading aftermarket Clean Air and Ride Performance market shares
• Leveraging knowledge and capability as car parc grows in new regions
6
#1 Clean Air
#1 Ride Performance
#1 Clean Air
#1 Ride Performance
#1 Ride Performance
8. SMAC Drives a New Way of Doing IT
• Social Collaboration
– Drive productivity via networking and employee synergy instead of automation
• Mobile Computing
– Changes user interface, and where and how work gets done
• Analytics & Big Data
– Need to link diverse data sources, and provide ability to quickly find all the
needles in the data haystacks
• Cloud Computing
– Changes the provisioning model, and speed of delivery
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9. Business Demands Pressurize IT*
Business Demands
1. Business expects IT cost
transparency by service
2. Business demands greater IT
flexibility
3. Everything is expected to
work together
Pressure Points
1. Business relationship
management
2. Application development
3. Integration
4. Share infrastructure services
5. PMO
6. Enterprise architecture
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*Restructuring IT for Responsiveness: CIO Executive Board, 2011
And don’t ignore new security threats
10. Tenneco Specific Inflection Point
• Wind down focus on SAP ERP deployment
– Standard global process designs
– Optimized project deployment approach
– Solid across the board management support
• IT enablement of standard global processes beyond ERP suite
– Creating new process designs
– Rationalizing diversified processes
– Managing “second level” alignment on standardization
• Greater number of smaller projects
• Enabling organic growth with limited salaried headcount increases
– Enabling rapid productivity increases
– Effective management of the supply chain
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12. 12
Technology Councils
• Driving IT Enterprise Architecture at the SBU or Functional Group
level
– Membership includes IT Enterprise Architecture team members along with IT-savvy
representatives from the business units or functional groups.
• Incorporating the voice of the business into IT Enterprise Architecture
– Business representatives will collaborate with IT Enterprise Architecture team members to ensure
that SBU or functional priorities are incorporated into IT roadmaps.
• Ensuring that IT standards and roadmaps are used to support and
enable business strategies
– IT Enterprise Architecture team members will communicate existing IT roadmaps to business
representatives so that existing and upcoming technology can inform business requests and
decisions.
13. 13
Technology Council Schedule
• Kickoff meeting: Month 1
– Review of the TechnoVision* framework
– Technology cluster details
– Initial review of business drivers
• Second meeting: Month 2
– Update business drivers based on SBU / functional input
– Prioritize business drivers based on SBU / functional input
– Complete TechnoVision matrix
• Final meeting: Month 3
– Review IT roadmaps based on completed TechnoVision matrix
– Get feedback on IT roadmaps
• There after:
– Quarterly meetings
– Review of outcomes across SBU’s and functional groups
TechnoVision is a frame work for focusing IT-Business strategic alignment
14. 14
Example TechnoVision Matrix
Business Drivers
YouExperience
FromTransaction
toInteraction
ProcessOn-The-
Fly
ThrivingonData
Sector-As-A-
Service
Invisible
Infrastructure
Improve and expand communication to enable
storing, sharing and discussion of information
Increase production efficiency by enabling
access to real-time data
Improve quality management through better
monitoring and internal benchmarking
Improve maintenance management by
increasing visibility to critical or expensive
spare parts
Improve production capacity management for
future programs
Standardize business applications (MES)
Technology Clusters
GlobalManufacturing
M HM H
M H
M M
M
M
M
H
M
H
M
M
15. Why Long Term Plan is Still Important
• Allows focus on areas that are key to business
– Eliminates investment on areas that are not key to business success
• Identifies missing capabilities
– Develop internally
– Manage externally
• Used to link to business planning cycles
– Ensure foundational elements in place timely
– Links business projects to business success drivers
• Improves Business – IT alignment
– Fewer shadow IT projects
– Capabilities in place when business expects them
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17. What Needs to Change – Agile IT
• From Provider to Broker
– Need to be able to effectively source new solutions
• Development Agility
– Quickly deliver many more smaller projects across diverse user interfaces
• Integration Agility
– Ability to quickly, robustly, and securely link multiple solutions
• Infrastructure Agility and Transparency
– Ability to quickly, robustly, and securely enable and support multiple solutions
– Ability to provide reasonable visibility to service and solution costs
• Project Management Agility
– Manage resources, vendors and deliverable effectively across multiple projects
• Architecture Scope and Scale
– Effectively plan for required application, infrastructure, solutions, data and security
– Provide flexibility at service level with a rational enterprise solution set
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18. Tenneco IT Transformational Focus
• IT Management
– Managers and supervisors as leaders first, technicians second
– Ability to adopt to rapidly changing organizational models
– Ability to facilitate employee evolution
• Vendor management office
– Proper SLA’s for strategic and critical vendors
– Management processes to drive performance
– Evolve service in response to new initiatives and opportunities
• Agile development
– Addresses lack of specific requirements
– More suited to smaller quicker projects
– Linked to changing business expectation, and participation models
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19. Tenneco IT Transformational Focus
• Portfolio management – world class project management
– Improve ability to manage more, but smaller projects
• Bifurcated processes by project type
– Reflect increasing role of solution providers
– Better link to resource management
• Expand architectural role
– Add data and security architects
– Embed architects into projects with new technologies
• Provide analytics capability
– Emphasize role of data governance
– From ETL to SOA
– From standard tools to a tool portfolio
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20. Tenneco IT Transformational Focus
• Security
– From prevent to complicate, detect, respond and educate
– Tools to minimize administration and focus on monitoring and responding
– Clear guidelines for solution providers
• Integration
– SOA capabilities
– Proactive interface management
• Mobility
– From standard PC and BB to employee owned devices
– Tiered support strategy
– Understanding of security options
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23. Organization Roadmap Principles
• Most people can learn new capabilities – but it takes time
• Maintaining Tenneco knowledge within IT can drive success
• Need a vision of how organization will change
• Clearly communicate what is changing to employees
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24. Organizational Roadmap Prerequisites
• Annual meetings to assess individual talent and development
• Review of strategy and technology roadmaps to identify
organizationally impacting events
– New delivery models
– New managerial and technical capabilities
– Capabilities being obsoleted
– Geographic focus
• Agree on where to source new capabilities
• Agree on top level changes to organization
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25. Organization Roadmap Process
HR
Architecture
Team
SITManagerEmployee
Create IT
Future
Vision
Translate
Vision into
Roadmap
Translate Vision and
Roadmap into Top
Level Organizational
Design by Year
Translate Top Level
Organizational
design into Detailed
Design by Year
Slot existing
employees into
future slots
Develop IDP to
realize Future
Position
Grade out new
positions
Develop plan to fill
gap positions and
address “left
behinds
Develop plan to fill
gap positions and
address “left
behinds
Organizational Roadmap Process
26. Organizational Roadmap Output
Resource Group:
Time Frame Environment Responsibilities
Resources Internal / Out Sourced /
Out Tasked Skills / Competencies Comments
Describe key systems supported Describe key activities of this resource # of resources by job title Key skills you expect your team to Key assumptions
Describe regions supported, and the group # of contractors by area have Challenges that need to be addressed
business areas you work with FTE's or work done by third parties Identify gaps to current organization
directly managed via SLA (not T&M)
Describe key processes managed
Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above
above above # of contractors by area above
FTE's or work done by third parties
managed via SLA (not T&M)
Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above
above above # of contractors by area above
FTE's or work done by third parties
managed via SLA (not T&M)
Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above
above above # of contractors by area above
FTE's or work done by third parties
managed via SLA (not T&M)
Current
Short Term
(Year n+1)
Intermediate
Term (Years
n+2 & 3)
Long Term
(Years
n+4&5)
Organizational Roadmap
27. • IDP
– Realistic career path
– Candid feedback
– Create development plan
• Assessments
– Competency Assessment Profile
– Leadership Competencies
– Skip level reviews
• Development Activities
– Training
– Mentoring
– Stretch assignments
Develop Talent
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