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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

partner alignment

"Facilitating and managing the full alignment of the services provided by the different cloud partners and cloud service providers for the purpose of (cost) efficiency and integration"

overview

“Transitions to cloud in organisations happen out of view of the CIO”

Partner contribution to cloud transformation starts with proper partner selection & contracting, followed by ongoing partner alignment in three different areas: transformation alignment, portfolio alignment, operational alignment

Transformation alignment is about involving and motivating external partners to focus on increasing the efficiency of the cloud transformation, contributing to the overall strategic goals. Periodically, representatives of the most strategic partners should come together to receive status and progress updates on the cloud transformation and to discuss governance mechanisms, opportunities to collaborate and address problems, for example in the area of integration.

The cloud services, platforms and the offerings of partners and cloud service providers change rapidly, and as mentioned, often outside the influence of the CIO. With no single oversight, there’s risks that systems, processes and interests will no longer fit together properly. Communication and alignment between Business and IT has been proven crucial in preventing and solving problems that stem from these risks. This is part of portfolio alignment, which involves keeping track of changes in portfolios, selecting which services are offered to the organisation and which are not. Furthermore, offering overlapping services from multiple partners or CSPs should be prevented.

In day-to-day operations, operational alignment between the organisation and the strategic partners must be established. This concerns aligning on processes such as release and change management or cloud solution development. This is not a one-off activity just for initial implementations. It should be a process of continuous improvement to arrive at operational excellence.

activities checklist

initial:

  • Creating overview of strategic partners and suppliers and map their interest and power
  • Determining and implementing a process to perform transformation alignment
  • Visualising the current cloud portfolio
  • Creating a way-of-working or process to perform cloud product and portfolio management
  • Drafting proposals on how to collaborate with partners and cloud service providers to perform operational alignment

recurring:

  • Systematic tracking of changes made by cloud service providers
  • Performing frequent impact analysis of the partner and cloud service provider landscape and address anomalies

cloud governance RASCI

cloud consultantsupporting
cloud architectconsulting
cloud security specialist
cloud developer
cloud engineer
cloud analystsupporting
product owner CCoEresponsible
managementaccountable
cloud partners
DevOps team
business stakeholder
architecture
security
finance
procurement