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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 selection & contracting

"Selecting and contracting cloud partners and cloud service providers that bring strategic value and significance and positively impact the creation of value for the organisation and business

overview

“Contract partners that contribute to cloud strategy execution

Selecting and contracting cloud partners with strategic value and significance is driven by the identified need and scope in the cloud strategy.

The need is determined by the capabilities required to contribute to the organisation’s strategic goals. Although some of these capabilities may already exist, it is likely that others transcend the current (cloud) maturity. Think of capabilities such as ‘cloud-native development’, innovation culture, or modern application and data integration. Therefore, a make-or-buy decision needs to be made for each of these capabilities, resulting in a capability overview to be addressed by (a) future partner(s).

Once you understand the impact of the cloud strategy on the IT and application landscape and operating model, you can start to gather input for the scope of your outsourcing needs. First of all, how many applications are likely to move to SaaS, Public Cloud, will be retired or remain as is? This determines the potential scope to be addressed by a partner. Secondly, a desired future mode of operations should indicate how the organisation is planning to ‘operate’ SaaS and Public Cloud workloads. A common way for developing, running and maintaining cloud-based workloads is ‘DevOps’. Evaluate the make-or-buy decision to build DevOps capabilities internally or source them externally.

Having defined the need and scope, establish sourcing lots and pick a sourcing scenario that fits best. Initiate an RFP process aimed at contracting a partner that provides both technology excellence as well as business innovation capabilities to create a win-win. First of all, this means moving away from a traditional statement of requirements, to enabling the potential partner to respond to each of the requested capabilities from its expert role. Secondly, this means focus should be on Cost of Revenue instead of Total Cost of Ownership. Also, make sure to equip the procurement team with cloud-specific knowledge and expertise needed to successfully source cloud partners.

activities checklist

initial:

  • Creating or reviewing an existing (cloud) sourcing strategy
    Mapping the current and desired operating model and perform gap analysis
  • Translating outcomes of the gap analysis into sourcing lots
  • Designing and executing a selection / procurement process for a cloud service provider (CSP, MCSP, Cloudbroker, etc.)
  • Establishing a framework or checklist for purchasing cloud services

recurring:

  • Keeping track of timelines for renewal

cloud governance RASCI

cloud consultantsupporting
cloud architectsupporting
cloud security specialistsupporting
cloud developer
cloud engineer
cloud analystsupporting
product owner CCoEresponsible
managementaccountable
cloud partners
DevOps team
business stakeholder
architecture
security
finance
procurementresponsible