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Framework 2.0

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

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

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

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

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

    culture
    capabilities
  • 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
    capabilities
  • 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
    capabilities
  • 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
    capabilities
  • 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
    capabilities
  • 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 procurement

“Selecting and contracting cloud service providers”

overview

“With the adoption of cloud, procurement can be done independently from IT. The associated risks can be mitigated by facilitating rather than frustrating the business”

Where the CIO will make strategic choices regarding the cloud service providers (AWS, Azure, Google, etc.) and managed cloud service providers (parties that manage the cloud for the organisation), SaaS services can be purchased outside the sphere of influence of the CIO. Long-term commitments can be contracted, uncontrolled by everyone, with CSPs, for example in the form of reserved instances.
Licenses that are already used on-premises can also be used in certain situations in the public cloud. This results in significant discounts. The purchase and use of cloud services is straightforward and often no more than a credit card is needed to start.

Instead of banning or discouraging these initiatives, it is wiser to provide the organisation with knowledge and assistance regarding the procurement of these services. Armed with this knowledge, the organisation can optimise the procurement of cloud services. ICT and procurement can then work together and guide the organisation in making the right choices. Writing an RFP or specifications for SaaS purchasing requires specific cloud knowledge.

Mapping the cloud landscape and contracts helps the organisation make the right choices on which SaaS solutions
are needed, which are already in use and what are the  conditions imposed by the provider, especially with regards to security. A SaaS purchasing checklist ensures that the most important points of attention are addressed in the future.

SaaS contracting involves more than just looking at costs and functionality. Data and application integration, security, data residence and exit options are important aspects that need to be assessed prior to closing a contract.

activities checklist

initial:

  • Drawing up SaaS purchasing checklist
  • Making appointments around the purchasing process
  • Making an inventory of cloud landscape and contracts

recurring:

  • Guiding cloud procurement processes
  • Assessing SaaS candidates with regards to costs, functionality, security, integration options, data residence and exit options
  • Providing the organisation with knowledge and help in the field of cloud procurement
  • Tracking contracts and licenses in the cloud landscape
  • Monitoring potential functional overlap in the application landscape
  • Identifying shadow SaaS applications e.g. by using a CASB or investigate credit card reimbursements
  • Contracting the “illegally” used shadow SaaS applications

cloud governance RASCI

cloud consultantresponsible
cloud architectsupporting
cloud security specialistsupporting
cloud developer
cloud engineer
cloud analyst
product owner CCoEresponsible
management
cloud partners
DevOps teamresponsible
business stakeholderresponsible
architectureinformed
securityinformed
financeconsulting
procurementaccountable