遷移到雲端的成功秘訣

© 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.S U M M I T
Accelerating Cloud Adoption with a
Cloud Enablement Office
Wilfred Wah
Senior Engagement Manager
AWS / GFS ProServe
• S e s s i o n I D

S U M M I T
accelerate
through the
stall
10%
experience a
prolonged stall
at around 20%
adoption
70%
never recover
20%
2
Migration Success Rate…
© 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved.

S U M M I T
CUSTOMER 1
0
5
10
15
20
25
30
35
40
45
1 3 5 7 9 11 13 15 17 19 21 23 25 27
CUSTOMER 2
0
5
10
15
20
25
30
35
40
45
50
1 3 5 7 9 11 13 15 17 19 21 23 25 27
CUSTOMER 3 CUSTOMER 4
0
10
20
30
40
50
60
1 3 5 7 9 11 13 15 17 19 21 23 25 27
0
10
20
30
40
50
60
70
80
1 3 5 7 9 11 13 15 17 19 21 23 25 27
CUSTOMER 5 CUSTOMER 6 CUSTOMER 7
0
10
20
30
40
50
60
70
1 3 5 7 9 11 13 15 17 19 21 23 25 27
0
10
20
30
40
50
60
1 3 5 7 9 11 13 15 17 19 21 23 25 27
0
10
20
30
40
50
60
70
80
90
100
1 3 5 7 9 11 13 15 17 19 21 23 25 27
STALLED 9 MONTHS STALLED 18 MONTHS STALLED 8 MONTHS STALLED 18 MONTHS
STALLED 15 MONTHS STALLED 8 MONTHS STALLED 14 MONTHS
What we normally see from our Customers…
* Cheerio Score is used as a proxy for growth rates. However, it holds price drops and revenue outliers constant
ESCAPED?
ESCAPED?
ESCAPED?
STUCK STUCK
STUCK
STUCK
CUSTOMER 8
0
10
20
30
40
50
60
1 3 5 7 9 11 13 15 17 19 21 23 25 27
STALLED 16 MONTHS
STUCK
© 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. 3

S U M M I T
Avoiding stalls and accelerating adoption by
demonstrating success to the rest of the organization.

S U M M I T
70% of migration challenges are non-technical.
Corporate Culture
&Values
Operating
Model
Organizational
Structure
Decision Making
& Governance
Leadership
Development
Roles, Skills, and Career
Paths
Compensation &
Incentives 5

S U M M I T
The journey to a modern, cloud-enabled enterprise
is mostly about transforming the people and how they
operate.

S U M M I T
Migration S-curves are made up of groups of buyers

S U M M I T
Several crises emerge in the cloud adoption journey…
THE CHASM!!!
(this is the BIG one)
Crack 2
Crack 1
It is new to the market
It is the fastest product
It is the easiest to use
It has elegant architecture
It has unique functionality
It is the de facto standard
It has the largest installed base
It has most third-party supporters
It has great support
It has low cost of ownership

S U M M I T
3
Organize teams
around products.
FROMTO
4
Bring the work
to the teams.2
Re-envision the
world as products. 6
Own your entire
lifecycle5
Reduce risk through
iteration.
Systems
amazon.com
Jan Dec
DeliveryCycleFundingCycle
Risk
Risk
LargeBatch
FundingCycle
M
V
P
M
V
P
M
V
P
SmallBatch
DeliveryCycle
Jan May Sept
$ $$ $
Risk
Risk
Transforming people and crossing over the chasm
Activity-BasedTeams
Business
Design
Mgmt
PMO
Dev
Ops
Six key changes are required
Product-BasedTeams
Full Stack. Two Pizzas.
BringWorktotheTeam
Work
Work
BringTeamtotheWork
amazon.com
Promos
Cart
Products
Item
Digital
Assets
Ads Search
Account
Home
Page
ImaginingCustomerNeedsKnowingCustomerNeeds
1
Work backwards
from the customer.
Full-LifecycleAccountability
Item
OperationsEngineering
PlatformApplications
DevOps
Platform
Teams
DevOps
Application
Teams
DistributedAccountability
Item
Ads
Platform
Eng
App
Eng
App
Ops
Platform
Ops
Reduce Time to ValueCustomer Obsession Adoption FeedbackExperimentsDecouple Empower

S U M M I T
Business Outcomes vs IT Outcomes
Business Outcomes IT Outcomes
Sustain undifferentiated or commoditized
capabilities with minimal investment.
Optimize cost, keep the lights on, or
retire/outsource to MSP or SaaS
providers.
Optimize and run core business functions. Ensure resiliency, availability, security,
scalability, and efficiency
Grow market share or enter new markets through
differentiated digital products.
Iterate quickly; hypothesize and
experiment with A/B testing and
continuous delivery; scale dynamically to
the unexpected.

S U M M I T
Defining an Operating Model
Application
Engineering
Application
Operations
Infrastructure
Engineering
Infrastructure
Operations
InfrastructureApplications
Business Software
Custom Developed or
Common of the Shelf
Infrastructure
Compute | Network | Storage
Middleware | Runtime | Data
Operations | Security
Develop, Build, andTest
All activities needed to define and
validate Platform Infrastructure or
BusinessApplications
Deploy, Operate, and Manage
All activities needed to deploy and
support platform infrastructure and
applications in production
2019, Amazon Web Services, Inc. All rights reserved.

S U M M I T
Application
Operations
Align appropriate operating model with Business outcomes
Sustain
“Traditional Operations”
Grow
“Decentralized DevOps”
Optimize
“Distributed DevOps”
DevOpsApplication
Engineering
Cloud Platform
Engineering
ITSM
DevOpsApplication
Engineering
ITSM
Cloud Platform Engineering
Application
Engineering
Cloud
Platform
Engineering
Transitional Strategic Strategic
Cloud
Platform
Engineering
Cloud
Platform
Operations
ITSM

S U M M I T Retire
Retain
Refactor
Repurchase
Replatform
Rehost
Buy
COTS/SaaS
Determine
Platform
Redesign
Automate
Manual
Install / Setup
Modify Infrastructure
App Code
Development
Use Migration
Tools
Install Config Deploy
ALM / SDLC Integration
Transition
Production
Determine
Discover
VALIDATION
RearchitectLift
& Shift
Lift
& Reshape
Drop
& Shop
Leverage the AWS 6 R’s Framework to determine migration paths

S U M M I T
Cloud
Platform
Engineering
Cloud
Platform
Operations
Retire
Retain Refactor
Repurchase
Replatform
Rehost
Determine
Discover
RearchitectLift
& Shift
Lift
& Reshape
Drop
& Shop
Sustain
Grow
Optimize
Traditional
Operations
Distributed
DevOps
Decentralized
DevOps
Dev
Ops
Application
Engineering
Cloud Platform
Engineering
ITSM
Dev
Ops
Application
Engineering
ITSM
The Day-1 Operating Model influences the 6R migration strategies
Migration paths should be chosen to support desired business outcomes,
not to speed up migration.
DevOps
Application
Operations
Application
Engineering
ITSM
14

S U M M I T
Realizing the full potential of AWS requires reinventing the
way your people work and deliver value together.

S U M M I T
Traditional waterfall approach to get the work done
Biz Case & Reqs
Business
Creative & Functional
Design
Finance & PMO
Prioritization
Software Development
Engineering
Integration & Perf.
QA & Testing
Deploy & Manage
Infra & Ops
Policy & Compliance
Security
Idea
Value
Defects
Defects
Defects
Defects
Defects
Wait
Wait
Wait
Wait
Wait
Wait
Wait
Wait
Defects
Each Step DelaysTime-to-ValueDefects passed downstream are often discovered late in the delivery cycle and have to be revisited.
In the process, pervasive handoffs, bottlenecks, and defects are created.

S U M M I T
Resources are matrixed into Agile project teams, but are usually not dedicated.
Agile project teams are formed to reduce cycle-time and handoffs
Project Team A
Project Team B
ProjectTeamD
Resulting in teams and individuals with
multiple competing projects and
priorities…
BusinessStrategy
Budget&Prioritization
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure
Operations
Security
Project Team A
BusinessStrategy
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure
Operations
Security
Project Team B
BusinessStrategy
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure
Operations
Security
Project Team C
BusinessStrategy
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure
Operations
Security
Project Team D
Project Team CWhen everything is a priority,
nothing is a priority
Many things are started.
Few things are finished.

S U M M I T
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Initiative 1
Initiative 2
Initiative 3
Initiative 4
Initiative 5
Delivered
5 months
Delivered
6 months
NOT
Delivered
NOT
Delivered
NOT
Delivered
Time spent working on other projects
Multi-tasking incurs between 10-20% productivity decrease for each context-switch*
Matrixed teams – even Agile teams – delay value realization by multi-tasking across many
projects.
The Impact of Matrices
* https://www.infoq.com/articles/multitasking-problems © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. 18

S U M M I T
A product is a focused scope of technology that…
● Is designed to perform a constrained number of common tasks
● Has clearly defined interfaces – inputs and outputs
● Provides value to multiple customers in many contexts
● Is valued in-terms of its ability to enable its customers goals
● Is continuously improved and tested to increase value to its consumers
● Has its own prioritized backlog of work that reflects customer priorities
● Is engineered and managed throughout its lifecycle by a small, stable and
empowered team
High-performing enterprises – including Amazon – have adopted a product-based operating model for to ensure
customer-centricity and responsiveness are improved over time.
Envisaged outcomes are aggregated from many smaller products

S U M M I T
Project Product
Tightly coupled to a single business
outcome
Loosely coupled to enable multiple business
outcomes
Large batch delivery
(the program)
Small batch delivery
(continuous improvement)
Funding for life of the program Funding for life of the product
Work stops when program is delivered Work stops when product is retired
Minimize change Embrace change
Focus on plan Focus on features
Tracked by variance to plan Tracked by business value delivered
How is a “product” different from projects?
Project vs. Product

S U M M I T
How do Product Teams help?

S U M M I T
BusinessStrategy
Governance&Prioritization
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure&Operations
Security
Traditional Enterprises
activity-based teams
BusinessStrategy
Governance&Prioritization
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure&Operations
Security
High-performing organizations operate and organize to deliver outcomes.
Modern Operating Models are Outcome-Based
Modern Enterprises
outcome-based teams
ProductTeam
© 2019, Amazon Web Services, Inc. or its Affiliates. All rights
reserved.
22

S U M M I T
We can deliver value 50% faster and increase our capacity by 30% by removing waste from your current operating model
Cross-Channel Month 1 Month 2 Month 3 Month 4 Month 5
Adaptive Home Page
Search
Cart
Account
Item
Digital Assets
Promotions
Advertising
Initiative1–Delivered
Additional Capacity for Strategic
Initiatives
Parallel Execution by ProductTeams = More Capacity forValue

S U M M I T
A product-based model reduces the amount of development waste
By collapsing the entire delivery value-stream – from idea to production – we incentivize
customer obsession, results, and the elimination of waste.
The Seven Wastes of Software Development*
DelaysTask SwitchingDefects
Handoffs Relearning Partially DoneWorkExtra Features

S U M M I T
The Cloud Enablement Office is a product-based
organization.
The products they create enable the organization
to accelerate cloud
adoption, while keeping adoption
sustainable and secure.
Their core mission is to free
development teams to focus on
maximizing cloud’s benefits with
their applications, rather than focusing
on platform or governance concerns
Customer
Value
Customer
Experience
Adoption
Feedback
Experiments
Reduce
Time to
Value
Decouple
Empower
Flywheel of how a Cloud Enablement Office work

S U M M I T
When software engineering teams take on the “full-stack” they either trade off development time to address risk, or they
may leave risk unaddressed, weakening the organizations risk posture. Both choices erode their ability to sustainably
deliver customer and business value.
Infrastructure
Operations
Security
Finance
Development
Innovation Risk Mitigation
Time Spent by Team
26
Success in transformation covers both innovation and risks

S U M M I T
By codifying enterprise architecture and
governance policies as automated, self-service
products to enable development teams
How does the Cloud Enablement Office provide value and avoid
challenges ofTraditional IT?

S U M M I T
Cloud Business Office
Aligns the products and services offered by Cloud Platform Engineering with the
needs of its enterprise customers and leadership.
Provides ongoing on-boarding, training, and organizational change
management to ensure the organization successfully navigates and embraces
the move to cloud.
Configures and codifies the AWS platform to align with
enterprise standards for architecture, operations, security, and finance.
Packages and continuously improves these standards as
self-service deployable products and consumable services
There are two components of an organization’s Cloud Enablement Office

S U M M I T
Aligns the products and services offered by Cloud
Platform Engineering with the needs of its
enterprise customers and leadership.
What products does the Cloud Business Office provide?
Cloud Business Office (CBO) Capabilities
PeopleGovernance
Architecture
Alignment
Product
Management
Delivery
Management
Customer
On-Boarding
Financial
Management
Org Change
Management
Training
Agile Execution
Support
Status Reporting
Cost
Optimization
Reporting & Forecasting
Invoice
Management
Adoption
Support
Curriculum
Strategy
Sourcing &
Management
Strategy &
Execution
CommunicationsProvisioning
Cloud
Knowledge Hub
Demand
Management
Prioritization and
Roadmap
Functional Work
Decomposition
Reference Architecture
Alignment
Technical Work
Decomposition
Engineering
Support
1 2 3 4
5 6 7
Integration
Organizational
Alignment

S U M M I T
Codifies differences between stock AWS service
configurations and enterprise’s standards, packaged
and continuously improved as self-service deployable
products to customers
Cloud Platform Engineering (CPE) Products
PlatformOperationsSecurity
Core PlatformCodified Patterns
Operate & ManageBuild, Test, & Deploy
Detect & Respond
Primitives
Configuration Management
Enterprise “Stacks”
Core Networking
Accounts, IAM, & SSO
CaaS / FaaS
CI/CD & Release Management
Configuration Management
Source Code & Artifact Repositories
Telemetry, Alerts, & Insights
Patch, Backup, & Restore
ITSM & Self Service
Threat & Vulnerability Management
Security Information & Event Mgmt.
Incident Response & Forensics
Define & Enforce
IAM & Policy Management
Network Security
Secrets & Encryption
What products does Cloud Platform Engineering provide?
9
10
8

S U M M I T
How do I staff a Cloud Enablement Office?
Assumptions
CCOE is a net-new, added function
Customer must form and sustain the “core”
AWS and 3rd parties may staff the balance
Resources will ramp in phases, with a transition to
Customer in the future
Will also need to account for up-skilling existing
teams/capabilities:
Operations, Support, Help Desk, BizOps, Training, etc…
Asks of Customer
Dedicated
Resources
Decision
Authority
Physically
Co-Located
Cross
Functional

S U M M I T
How do you start your Cloud Enablement Office?
Think big, but start small. Launch a Cloud FoundationTeam and a small number of Development teams to start
the flywheel. Scale as the customer’s cloud transformation accelerates and expands.
Platform,Governance,&People
PeopleBusiness & Governance
32
Platform Operations Security
Architecture
Alignment
Core
Platform
Build, Test,
& Deploy
Operate
& Manage
Define
& Enforce
Detect
& Respond
Product
Management
Delivery
Management
Customer
On-Boarding
Financial
Management
Codified
Patterns
Org Change
Management
Training &
Applied Learning
Applications
Software Development Teams
Sustain Optimize Grow
Cloud
Foundation Team

S U M M I T
Platform
Operations
Security
Product Architecture On-Boarding OCM
Financial Delivery TrainingCloud Leader
Product Owner
Financial Analyst
OCM/Training Specialist
Cloud Architect
Platform Engineers
Architecture
Alignment
Product
Management
On-Boarding
Financial
Management
Training
Org Change
Management
Delivery Management
Initial Cloud Enablement Office
(6-12 months)
Platform
Operations
Security
Cloud Foundation
Team
(0-6 months)
Cloud Enablement Engine @ Scale
(12+ months)
How do I build and scale a Cloud Enablement Office?

S U M M I T
Identify products for Mass Migration With a Readiness Assessment
https://aws.amazon.com/professional-services/CAF/
 Conducted as a 1-day workshop and/or interviews with stakeholders
 60-70 question survey aligned to AWS Cloud Adoption Framework (CAF)
 Develop migration actions / products that are critical to migration success
Business
Capability
Focused
Business
Value Realization
People
Roles and Readiness
Governance
Prioritization and Control
Technical
Capability
Focused
Platform
Applications and Infrastructure
Security
Risk and Compliance
Operations
Hybrid and Dynamic
MRA Questionnaire MRA Analysis Outcomes
Cloud Platform Engineering (CPE) Products
PlatformOperationsSecurity
Core PlatformCodified Patterns
Operate & ManageBuild, Test, & Deploy
Detect & Respond
Primitives
ConfigurationManagement
Enterprise “Stacks”
Core Networking
Accounts,IAM, & SSO
CaaS / FaaS
CI/CD & Release Management
ConfigurationManagement
Source Code & Artifact
Repositories
Telemetry, Alerts, & Insights
Patch, Backup, & Restore
ITSM & Self Service
Threat & Vulnerability
Management
Security Information & Event
Mgmt.
Incident Response & Forensics
Define & Enforce
IAM & Policy Management
Network Security
Secrets & Encryption
Product Backlog
 Build a Cloud Enablement
Office to drive the strategy,
products and actions

S U M M I T
Migration provides good opportunities to ramp up the people
1
Wave 1
(10-20)
ApplicationsLanding
Zone
Application Design,
Migration & Validation
Migration
Plan
Skills | Center of Excellence (People)
Operational Model & Policy
Security & Compliance Policy
Migration Planning / PMO
2 3 4 5 6 7 8
Cloud Operating Model
Opportunity
Evaluation /
Workload
Selection
Detailed
Business Case
Deep Portfolio
Discovery
TCO
MRA
Workshop
Rapid
Discovery
Sprints
Wave n
Wave 2
Wave 3
Business Case &
TCO
Execution &
Migration
Planning
Portfolio
Discovery &
Analysis
Migration Wave
Plan
AWS Landing
Zone
Operational
Integration
Security, Risk &
Compliance
People, Skills and
OCM
Application
Migration
Migration
Patterns
Automation/ AWS
Tools
Migration Tools
Assessment Cloud Ecosystem Planning Migration Execution
Cloud Enablement Engine
Coverage Areas

S U M M I T
Admit you have non-technical problems
Change the cloud team with product-based focus
Identify the MVPs and low-hanging fruit
Develop the product backlog
Operate cloud with full-stack capability teams
Re-prioritize the products over time
Work on the ecosystem to minimize frictions
Communicate incremental success
Share experience and thought leadership
Automate as much as possible
Summary of Cloud Adoption Best Practices
36

遷移到雲端的成功秘訣

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a 遷移到雲端的成功秘訣

Semelhante a 遷移到雲端的成功秘訣 (20)

Mais de Amazon Web Services

Mais de Amazon Web Services (20)

遷移到雲端的成功秘訣