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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

cloud contract management

“Optimising services and performance provided by cloud vendors”


“In the cloud, contracts are dictated, not negotiated”

Cloud is consumed as a service. The contracts and SLAs that apply to these services differ from the ones that organisations used to deal with. Hyperscale CSP allow themselves to change SLAs unilaterally and releases are done according to the CSPs regime. Functional updates and changes to APIs, allowing services to be accessed, are implemented on a set date and time, with prior notice through email. CSPs make pricing changes as well as adjustments to data processing agreements without consulting you as a customer. Fortunately, cloud allows for building highly available and self-healing cloud-native solutions resulting in limited impact of the way SLAs are used by hyperscale CSPs.

Control decreases when services are provided outside of your own data centre. Cloud service providers do not provide tailor-made solutions anymore and a one-size-fits-all service is the new normal, and organisations have limited influence on the performance of the cloud service provider.

When using SaaS providers, bankruptcy or similar impacting events can mean a sudden cessation of services. Exit strategies per application are necessary to be able to switch partners with as little disruption of service or loss of data as possible. It is up to the organisation to respond adequately to all these changes.

During the contract term, 'contract governance' must be implemented and performed in order to ensure, on the one hand, the proper exploitation of the contract and SLA fulfilment, and on the other hand, to let the cloud service provider think along and move towards the strategic objectives of the organisation. One way to do so, is through multi-level contract governance. Establish communication lines between C-level, mid-managers and technical staff to discuss how to continuously improve on contract execution, joint roadmap development and day-to-day performance.

activities checklist


  • Mapping relevant partner documentation with regard to SLA, security, costs, etc.
  • Creating exit strategy per application / platform
  • Setting up a process for multi-level cloud contract management
  • Defining reporting requirements


  • Identifying changes to SLA, costs, security, business continuity
  • Preparing impact analysis of changes
  • Influencing partners where possible in line with the interests of the organisation
  • Performing multi-level contract governance

cloud governance RASCI

cloud consultantresponsible
cloud architect
cloud security specialist
cloud developer
cloud engineer
cloud analystsupporting
product owner CCoE
cloud partnerssupporting
DevOps team
business stakeholderinformed