Get Ahead of the Cloud or Get Left Behind
•
0 gostou•331 visualizações
An enterprise cloud computing strategy results in: Broad consensus on goals and expected results of moving select processes to the cloud Standardized, consistent approach to evaluating the benefits and challenges of cloud projects Clear requirements for the negotiation and monitoring of partnerships with cloud service providers Understanding and consensus on the enabling and managing role IT will play in future cloud initiatives Goals and a roadmap for transforming internal IT from asset managers to service broker
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (20)
Semelhante a Get Ahead of the Cloud or Get Left Behind
Semelhante a Get Ahead of the Cloud or Get Left Behind (20)
Último
Último (20)
Get Ahead of the Cloud or Get Left Behind
- 1. 1Info-Tech Research Group Get Ahead of the Cloud or Get Left Behind Info-Tech’s Cloud Strategy Workshop
- 2. Info-Tech Research Group 2 Cloud is challenging and confusing Current Cloud State Organizations Think…. IT Concerns… “This service can Totally be in the cloud” The Cloud GAP
- 3. Info-Tech Research Group 3 Close the GAP with a Cloud Strategy Future Cloud State Synthesize • Cost Reduction • Speed to Market • Scalability • Downtime/ DR • Security & Compliance • Availability & Monitoring • Data & App Integration • Enabling Technology • IT Skills and Roles Business Drivers IT Capabilities Understand Application Readiness Select Cloud Solutions Deploy & Govern Establish The Roadmap Establish Governance
- 4. Info-Tech Research Group 4 Cloud is similar to Outsourcing of 2001 2001 I wonder if we can outsource this to a web hoster, managed service provider, or application service provider? 2012 I wonder if we can use the Cloud for this? Ask ten people what the Cloud is and you will receive 11 answers. – Bob Olwig, WWT (http://bobolwig.wordpress.com) “
- 5. Info-Tech Research Group 5 Un-managed and ad hoc approaches to cloud opportunities cause: Increased potential for unacceptable risk Fragmentation of business data, processes, and identity management Missed opportunities to lower costs and improve service IT is shut out of key IT decisions. Increased likelihood of “shadow IT”. Role and validity is questioned. An enterprise cloud plan results in: Broad consensus on goals and expected results. Standardized, consistent approach to evaluating Clear requirements for negotiation & monitoring of cloud vendors Understanding and consensus on the role IT will play in future cloud initiatives. Goals and a roadmap for transforming internal IT from asset managers to service brokers. You need a plan for IT to “own” the Cloud
- 6. Info-Tech Research Group 6 Use a Cloud Strategy Creation Process Consolidated Goals, Capabilit ies & InitiativesSynthesize Prioritize & Align to the Organization Deployment Methods/ Apps • Cost Reduction • Speed to Market • Scalability • Downtime/ DR • Security & Compliance • Availability & Monitoring • Data & App Integration • Enabling Technology • IT Skills and Roles Business Drivers IT Capabilities Communication & Governance Plan Cloud Roadmap A fundamental requirement is to consider priorities across a wide variety of stakeholders. This will drive security, platform, and communication of the cloud strategy.
- 7. Info-Tech Research Group 7 Define the Business Drivers Organization Strategy • Big organizational moves • Short and long term goals • Mission & Vision statements • Financial Targets Operational Goals • Customer Experience – SLA/ and reporting • Efficiency targets • Balanced Score cards • Disaster Recover Lines of Business • Marketing • Business specific areas • Departments (education or Gov’t) Other Goals • Increased Innovation • People Operations/ Engagement Strategies • Compliance Cloud Drivers
- 8. Info-Tech Research Group 8 Define the IT Capabilities & Understand the Risks of the Cloud Needed Capabilities Practical Impact • Redefined “risk” from an amorphous and unknown set of challenges to a manageable and well-defined list. • Identified service-specific risks in the cloud, as well as mitigation strategies. • Provided a consistent framework for assessing risks in other services. • Enabled IT management to accelerate decision-making on cloud risks, in conjunction with business leadership.
- 9. Info-Tech Research Group 9 Simple Diagnostics can Help Idtentify Capability Gaps. A preliminary review of the organization has shown a strong readiness for supporting cloud initiatives. Current Approach to Service Provisioning Security/Availability Integration IT Roles Facilities Overall Score*
- 10. Info-Tech Research Group 10 Identify Business Activities and Supporting Technologies that could Leverage Cloud Business Activity Business Impact Supporting Technology Manufacturing • Provides product • Tracks inventory • SAP • WebSphere • ERP System 1 Marketing • Generates demand with consumers • Websites • Demandtech Distribution • Drives revenue • Delivers goods • System 1 • System 2 Sales • Generates revenue from customers • UC • Vista Supply Chain • Customer Service • Ensures supply • SAP • Irista Management & Control • Financial Reporting • Contracts • Livelink • SAP • Clickview
- 11. Info-Tech Research Group 11 Costs and Benefits Risks and Challenges Assess Readiness and Value of Moving Applications Cloud Decision Matrix Value Readiness Cost Efficiency Service Agility Security/Compliance Data/App Integration Availability/Reliability Enabling Technology IT Skills and Roles Tech Roadmap Not Right Now Lots of work to be done and/or more maturity required. Proceed with Caution Work on maturity and readiness still needs to be completed. Good to Go These workloads are ready for the cloud today. High Value High Readiness Prioritized List
- 12. Info-Tech Research Group 12 Select Cloud Services with a Standard Process
- 13. Info-Tech Research Group 13 Determine how to Manage Cloud Vendors Understand areas to refocus skills development for the IT team.
- 14. Info-Tech Research Group 14 Define the Roadmap ITSTRATEGYBUSINESSPROCESS IT PROCESS RESOURCES SHORT-TERM <6MONTHS LONG-TERM >1YEAR MEDIUM-TERM 6-12MONTHS Build Cloud Process List Cloud Goals Executive buy-in ID Business Activities Vendor Metrics/SLA Vendor Mgmt Stds Business Case and TCO Infrastructure Review Standardize Toolsets Network Maps Integration Planning Project Management Comm Plan Change Management Resource Planning IT Roadmap Prioritize App List Run svcs through tool RFP / Bus. Reqts Bus. Process training Svc Delivery Process IT role defn in RFP process Encryption Policy Data Retention Svc Desk Policy ITIL & Cloud Job Descriptions Map Skill-sets Training Plan Continuous Improvement Review and update process Review Resource plans ID active & redundant skills Review role descriptions
- 15. Info-Tech Research Group 15 Align Cloud Strategy & Application Deployment with Business Drivers Drivers Where Cloud Can Help Executives 1. Increase IT/ business capabilities 2. Reduce capital 3. Maintain operational costs 1. Improve speed to implement new services 2. Reduce up front capital requirements 3. Increase Opex predictability and transparency IT 1. Reduce emphasis on system/ hardware admin 2. Do more with existing resources 3. Provide the services of tomorrow 1. Off-load infrastructure mtce. to Cloud, & refocus resources on strategic services 2. Reduce support for non-strategic services 3. Implement new solutions quicker. Leverage best practices Business Users 1. Consumer analytics 2. New applications to drive sales 3. Increased access 1. Consolidated services (e.g. Salesforce) 2. Free resources to explore innovative solutions 3. Cloud (web) based solutions Key Business Objectives The following business drivers are guiding IT and Company ABCs adoption of the Cloud.
- 16. Info-Tech Research Group 16 Build the Governance & Communication Communication Type Purpose (Introduce / Implement / Adopt) Audience (Stakeholder?) Communicator (Who?) Timing (Date or Frequency?) ISC Review high level strategy and project approval Executive steering committee James Alexander Quarterly All Hands Meeting Update full IS/IT team on Cloud initiatives All IS/IT James Alexander Quarterly Leadership meeting Status update and confirm alignment IT Leadership Team Weekly Cloud Meeting Status update and confirm alignment IT Team + Mike Smith Matt Mandich Weekly ISC Review high level strategy and project approval Executive steering committee Matt Mandich Quarterly
Notas do Editor
- It’s a pleasure to speak with you today My goal is to build off the great discussions we had this morning and at our first round table, and to really drive at how do we Manage a Cloud now, and into the future. From the organizations I work with the more we can make cloud a program that can be managed, the more control you will have, the more you will be brought to the table, and the more you will enable your organizations while accounting for the IT considerations. I’m going to walk you through the steps you can take to build this program.
- From the executive point of view, Cloud is another word for outsourcing – but as we’ve seen in the past, outsourcing is not simple and it’s not always as fast or as cheap as it seems to be. The key consideration with cloud is not let it become a catch all term, if you don’t define it, you will have trouble managing it.
- Un-managed and ad hoc approaches to cloud opportunities cause:Increased potential for unacceptable risk (security and compliance) to critical enterprise data.Fragmentation of business data, processes, and identity management due to lack of integration.Missed opportunities to lower costs and improve service to the business.Time and complexity of ad hoc due diligence frustrate speed and agility benefits of the Cloud.IT is shut out of key IT decisions. Increased likelihood of “shadow IT”. Role and validity is questioned.An enterprise cloud plan results in:Broad consensus on goals and expected results of moving select processes to the Cloud.Standardized, consistent approach to evaluating the benefits and challenges of cloud projects.Clear requirements for the negotiation and monitoring of partnerships with cloud service providers.Understanding and consensus on the enabling and managing role IT will play in future cloud initiatives.Goals and a roadmap for transforming internal IT from asset managers to service brokers.
- To build you cloud plan, I find it very helpful to use a strategy creation processThe process lets us look at what the business is looking to achieve, as well as the IT capabilities needed to realize the vision. This process marries IT and Business Goals and drives out our consolidated goals, capabilities and initiatives. Before we jump into the Projects and applications. I’ll walk you through how we go about doing this, and by the way this can take about a week….
- Begin by looking at all the business drivers you will need to consider This allows you to get a complete picture of what the organization is working towards, and should highlight the key areas where cloud enablement could help the business realize and support.
- After defining the organization drivers its important to look at your IT capabilities on what you are going to have to do to deliver. For cloud strategies to be successful there are 5 key areas to look at: Security and Compliance as it relates to your Data. In the Cloud, data is entrusted to a third party and shared tenancy with other people’s data (including competitors), requiring stringent access security. Regulatory compliance might require visibilityinto where data is stored and who has access. Availability and reliable, so organizations must take into account continuity planning and ensure that processes are in place to manage and reclaim data should the service cease permanently. CSP uptime “guarantees” of 99.9% are common (a few even promise 100%). However the usual penalties for failing to meet uptime guarantees are credit based on percentage of the subscription fee, varying by the length of the outage. Cloud vendors will try to defer as much liability as possible, and many Cloud contracts attempt to exonerate the vendor from any liability. Integration ensures that applications, infrastructure, and data with interdependencies maintain their connections.Organizations must ensure that they have appropriate technology to enable adequate services from a Cloud vendor. for example, if the internal network goes down, employees cannot access the Cloud. IT skills and roles must be inventoried and appropriately resourced. We have all mentioned the shift in job roles from apps and infrastructure to BA’s & Vendor Management
- I recommended simple gap assessments to determine where you will need to focus/ invest. This is an example of one I did with an organization. The use of custom applications and proprietary architectures is limitedA high degree of virtualization exists with many of the core servicesCompanyy ABC is in the process of considering SSO for identity managementThe largest challenges are around integration and resourcingIT roles need to move toward service management and service teams and away rom break/fix and firefightingOngoing challenges in data and app integration will only be further exacerbated by Cloud migrations
- With a stronger understanding complete. You can now identify the activities and supporting technologies that could potentially move to the cloud.The key consideration here is to link the technology to the impact, and business activity. We can really being to understand where we will drive value, and how much. This will also drive any investment decisions.
- With the list of applications complied we can now assess their Readiness & Value of Moving to the Cloud. Readiness is composed of:Security/ Compliance Availability/ Relability needs Enabling Technology Data/ App IntegreationIT Skills & Roles Value is Driven ByCost efficiency Service Agility Technology roadmapBusiness strategy
- With a ranked list of applications we can also look at which cloud services we should be using.
- With a ranked list of applications we can also look at which cloud services we should be using.