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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

stakeholder management

"Identifying and maintaining active relations with stakeholders who are likely to contribute to successful transformation"

overview

“Cloud transformation is about people and processes, not technology”

Introducing cloud technology affects almost the entire organisation. Adjustments to existing processes must be made, new competences developed, certain operational tasks become redundant, working methods may change and resistance may arise from the existing organisation.

Stakeholders must be managed as they can, and will, influence the outcome of cloud transition. It is important to note that the interests of these stakeholders regarding cloud adoption may differ.

Stakeholder management is important - and should be applied at multiple levels in the organisation - because it impacts the whole organisation, as well as the individuals who will provide help, executive support, commitment, resourcing and gather support from other parts of the organisation.

Setting up a Cloud Leadership Team (CLT) contributes to cloud adoption and cloud strategy execution. This CLT may include the following roles: Cloud Transformation Lead (CIO), CISO, PO CCoE, Head of Procurement, Head of Legal Affairs, Head of Infrastructure and Management, Head of Operations, Head of Business, Head of Architecture and other organisation specific stakeholders with a stake in the cloud transition.

The Cloud Leadership Team “ensures the effective governance for the organisation to adopt and accelerate Public Cloud use across the business. It does this through the holistic representation of key stakeholders from across the business who form a quorum, who commit to be broadly educated on key cloud differentiators across security, reliability, availability, cost, and time to market. It will establish and agree bold objectives and principles to the same, and act positively to encourage the workforce to adopt cloud at scale, addressing and remediating any risks or blockers that arise in its course.” [AWS]

activities checklist

initial:

  • Performing initial stakeholder analysis
  • Determining the composition of the CLT
  • Deciding on meeting frequency and calendar
  • Determining KPIs that reflect the CLT’s interests (use KPIs defined for the purpose of strategic value tracking as well)
  • Initiating the Cloud Leadership Team and having the first meeting

recurring:

  • Meeting with the CLT according to the meeting frequency and calendar
  • Engaging with the chair of the CLT to set the agenda and priorities for the next iteration
  • Discussing progress and address impediments
    Provide insight to and report on the KPI sets

cloud governance RASCI

cloud consultantresponsible
cloud architect
cloud security specialist
cloud developer
cloud engineer
cloud analyst
product owner CCoEaccountable
managementconsulting
cloud partnersconsulting
DevOps teamconsulting
business stakeholderconsulting
architectureconsulting
securityconsulting
financeconsulting
procurementconsulting