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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

release and change management

“Implementing updates, new functionalities and other changes to the platform”


“Automation is crucial to warrant a smooth change and release management process”

Changes to platform foundational services such as IAM, network or firewalling, can have a substantial impact to solutions and services that rely on those services. 

High impact changes must be assessed and tested carefully before implementation . This is of course also true for any solution. Automation makes sure these changes can be executed quickly and reliably without sacrificing security or quality.

Automation is critical to avoid human error when deploying changes to production, after they have been tested and accepted. At all times, ensure that changes can be reversed by keeping a template of the last working version. 

Using automation pipelines, resources in test/acceptance environments can be automatically created, tested and destroyed, which makes testing and acceptance extremely time and cost effective. Similarly, automation pipelines can be used particularly well to aim for continuous compliance through safeguards in the pipeline.

Updates and changes to services can originate from the cloud provider. Therefore, messages from the provider should be checked daily and, if needed, action taken to avoid interruptions in the services. It is a good idea to give DevOps teams a heads up about upcoming changes from the cloud provider that may have impact.

Due to the rapid pace of changes the original change process will no longer be suitable. The change advisory board will not be able to gather for each and every change. Combine this with more autonomous teams and it is clear the change process will need to be revised.

The use of approved/standardised service blueprints or configurations helps to speed up the change and release cadence for the teams. Full automation of the change and release process will increase efficiency and reduce potential risks.

activities checklist


  • Creating a list of change types and potential impact
  • Making automation of changes the standard way of working
  • Considering making automation the only way to change production environments


  • Testing changes with an automation pipeline
  • Monitoring the messages from the cloud partner regarding upcoming changes impacting the platform
  • Informing DevOps teams about (platform) changes

cloud governance RASCI

cloud consultantinformed
cloud architectresponsible
cloud security specialistinformed
cloud developerinformed
cloud engineeraccountable
cloud analystinformed
product owner CCoEinformed
cloud partnersconsulting
DevOps teaminformed
business stakeholder