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Framework 2.0

  • Providing cloud strategy execution aligned with strategic business drivers, general IT strategy and sourcing strategy

  • Involving the business in cloud transition, supporting them in adopting new cloud solutions to increase business value

  • Facilitating an organisational structure that enables successful cloud use and building up necessary cloud knowledge and capabilities

  • Designing, building and continuously improving the cloud platform (including landing zones, IAM, connectivity and integration) for the sole purpose of serving the business

  • Fostering a culture where innovativeness leads, people learn and adapt quickly, responsibility and autonomy are embraced, and business & IT work seamlessly

  • Maintaining a desired speed of cloud adoption and digital transformation according to the cloud strategy and KPIs

    cloud strategy execution
  • Realising the optimal mix of cloud services, products and suppliers according to cloud strategy

    strategic sourcing
  • Creating cooperation amongst DevOps and value teams, IT, and the various cloud stakeholders to automate processes, and spread knowledge and competences so that the CCoE becomes obsolete

    business support
  • Supporting the deployment, change management and policy compliance of applications, infrastructure and services using automation pipelines by autonomously operating business teams

    cloud solution management
  • Acquiring full control of the cloud services provided by the CCoE and those supplied by external services and suppliers

    cloud services & supplier management
  • Enhancing and embedding organisation wide cloud expertise, proactively and continuously, so that a CCoE is not needed anymore for that purpose

    knowledge management
  • Reorganising teams, mandates and responsibilities, the way of working within and amongst those teams, so that competences and talents are optimally used

    organisation development
  • Providing for an effective and efficient cloud platform that is designed according to the guidelines and principles which is flexible with a high level of self service opportunities

    platform development
  • Enabling the business to increase innovation in a controlled way by providing a platform so the operational processes are automated as much as possible

    platform operations
  • Providing fully automated tooling, reporting and recovery in the area of security and compliance of the cloud platform and the solutions it serves

    security operations
  • Developing leadership styles that are based on a validated mission and vision allowing for continuous innovation

    innovative leadership
  • Creating common ground for digital transformation and cloud transition

    change management
    building blocks
  • Achieving and monitoring the objectives of the cloud strategy, during and post transformation

    strategic value tracking
  • Identifying and maintaining active relations with those stakeholders who are likely to contribute to successful transformation

    stakeholder management
  • Maintaining an enterprise architecture that fully supports and contributes to the realisation of the objectives of the cloud strategy

    cloud focused enterprise architecture
    building blocks
  • Selecting and contracting cloud partners and suppliers that bring strategic value and positively impact the creation of value for the organisation and business

    partner selection & contracting
  • Facilitating and managing full alignment of the services provided by the different cloud partners and suppliers for the purpose of (cost) efficiency and integration

    partner alignment
    building blocks
  • Building, maintaining and sharing sufficient cloud knowledge in the organisation

    knowledge building & sharing
  • Ensuring sufficient cloud expertise through accessible and efficient cloud training and certifications

    learning paths
    building blocks
  • Initially setting up and continuously optimising the responsibilities, tasks, roles and positioning of the CCoE in the organisation and in relation to other organisational components

    CCoE formation & positioning
  • Adopting a way of working through which the CCoE enables the organisation to adapt to business needs and organisational changes

    way of working & mandate
  • Shaping and facilitating cloud talent acquisition and development

    career & incentive management
    building blocks
  • Initial design and implementation of a cloud platform (foundation) and landing zones that perform checks, offers guidelines and services to be used by (DevOps) teams

    platform design & build
  • Creating, managing and deploying re-usable reference architectures to be used to build solutions

    reference architectures
  • Ensuring that the platform and solution architectures used are consistent with the principles and guidelines laid down in the enterprise architecture

    enterprise architecture alignment
    building blocks
  • Creating and evangelising core values that are in line with vision, mission and change process

    core values & vision
  • Creating support for change in the formal and informal network of the organisation

    leadership of change
    building blocks
  • Creating new rituals and stories that strengthen and develop new behaviour towards cloud

    storytelling & rituals
  • Creating an environment feeding a continuous drive for optimisation and innovation

    continuous improvement

CCoE formation & positioning

“Initially setting up and continuously optimising the responsibilities, tasks, roles and positioning of the CCoE in the organisation and in relation to other organisational components”


“A Cloud Centre of Expertise embodies the cloud expertise needed to bridge the gap hindering digital transformation”

A Cloud Centre of Expertise can be considered  the heart of where cloud competences are built and transferred to the rest of the organisation.

The position of the Cloud Centre of Expertise in the organisation must ensure it can be effective, not hindered by practices that cause IT departments to be called “the department of NO”, nor should they be lured into ‘ad hoc-ism’, caused by the ever pressing urgence to keep the lights on. It should always be kept in mind, that the CCoE exists to facilitate transition to  cloud by removing obstacles and gaps; left overs from the ‘old world’  intertwined in processes, infrastructure, applications, peoples behaviour, and operating models.

CCoE formation and positioning focuses on the implementation of the CCoE:  the formulation of tasks, identifying its direct counterparts and other stakeholders, defining the way of working, specifying responsibilities and concurring roles and activities. The crux is finding the right people to take place in the CCoE, with sufficient ‘cloud love’, cloud competences and willingness to learn. They will become the organisation’s first cloud ambassadors and will form the go-to team for any question that relates to cloud.

While the CCoE is starting up, it is important that it is recognised by the rest of the organisation. For this purpose the added value of the CCoE should be widely communicated and supported. This process will continue until the CCoE is fully embedded in the organisation or when all competences are transferred to other teams and the CCoE is no longer needed. Either way, the organisation will have become sufficiently cloud mature.  One way to assess cloud maturity is by carrying out a cloud maturity scan. Increased cloud maturity of the organisation proves the CCoE to be effective.

activities checklist


  • Drafting Blueprint CCoE (tasks, roles, responsibilities)
  • Defining exact scope CCoE
  • Setting up processes in order to facilitate cloud related questions and knowledge building 
  • Aligning CCoE tasks with tasks surrounding teams
  • Setting up RASCI per role
  • Defining mission and objectives
  • Assuring CCoE Mandate and Authority
  • Determining Virtual vs Dedicated CCoE, permanent vs Temporary, etc.
  • Defining and implementing a consistent Way of Working


  • Optimising processes and visibility of the CCoE in order to remain the go-to team  for cloud related questions
  • Reviewing required staffing of CCoE and adapt to changes in demand
  • Re- assessing CCoE setup and positioning

cloud governance RASCI

cloud consultantconsulting
cloud architectconsulting
cloud security specialistconsulting
cloud developersupporting
cloud engineersupporting
cloud analystsupporting
product owner CCoEresponsible
cloud partners
DevOps teaminformed
business stakeholderconsulting