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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

core values & vision

“Creating and evangelising core values in line with vision, mission and change process ”

overview

“Doing the right things is easy if you know what your core values are”

Core values are the compass for an organisation. They direct individuals and the team as they shape a shared group identity. For this purpose, the shared core values of a team need to be made explicit in order to assess whether they are in line with the pursued mission and vision of the organisation, a CCoE included.

Transition to cloud not only affects those who have been directly responsible for maintaining infrastructure. It impacts many stakeholders beyond that as well: finance will have to deal with infrastructure costs as OPEX rather than CAPEX, procurement may have to be able to determine whether a SaaS application meets overarching architectural principles. In other words: a large variety of stakeholders coming from different disciplines will have to be able to translate the company vision about cloud transition into a fit for purpose set of core values. 

Therefore, for whoever is involved in the transition to cloud and/or the implementation of cloud governance, the current set of common core values needs to be made explicit.

Recurring assessments of whether or not core values are still  aligned with the pursued mission and vision of the organisation can then become part and parcel of the workload of that team. Just put it on the backlog! An identified gap can be resolved using a variety of interventions, workshops and tools. The CCoE will provide those.

This way awareness with regard to the difference between perceived and real use and notion of core values is created. Secondly, the CCoE will be equipped with a range of tools to address this gap. Independent from where it originates, in a team, at personal level, higher management or the department responsible for the acquisition of new staff, it will become a standardised item to be reported upon, allowing red flags to be raised in time.

activities checklist

initial:

  • Capturing and validating vision and mission
  • Drafting CCoE Manifest
  • Identifying current values in existing statements, plans and other corporate communication carriers 
  • (Involving communications to) design target group appropriate platforms to communicate vision and mission
  • Making inventory of current activities with regard to core values and vision
  • Assessing current core values, formulating desired core values and identifying the gap
  • Making a stakeholder risk assessment and defining mitigating actions

recurring:

  • Aligning vison and current core values
  • Washing new and temp team members with vision & mission
  • Creating ownership and tool for keeping tap on core values
  • Measuring gap
  • Defining actions

cloud governance RASCI

cloud consultantconsulting
cloud architectconsulting
cloud security specialistconsulting
cloud developerconsulting
cloud engineerconsulting
cloud analystconsulting
product owner CCoEresponsible
managementaccountable
cloud partners
DevOps teamconsulting
business stakeholder
architectureinformed
securityinformed
financeinformed
procurementinformed