How do you change business processes and bring about a change within your organisation to take advantage of the pay as you go model? Organisations, People, Procurement Processes are all impacted by this model. This session will cover user cases on how some organisations have successfully transition their business to take advantage of the benefits of the Cloud.
2. The journey
IDC discovered that the five-year
total cost of ownership (TCO) of
developing, deploying, and
managing critical applications in
AWS delivered a 72% savings
when compared with deploying the
same resources on-premises or in
hosted environments. The findings
also showed a 626% ROI over five
years.
http://media.amazonwebservices.com/IDC_Business_Value_of_AWS_Accelerates_Over_time.pdf
3. What does this “IT Team” do today?
Activities
• Procure
• Architect / Design
• Implement
– Equipment rack and stack
– Software installation
– Configure hardware and software
– Test
• Operate
– Monitor
– Troubleshoot
– Optimize
– Upgrade
Characteristics
• Static
• Centralised control
• Enterprise wide rules
• Fixed capacity
• Non-disposable elements (pets)
• Hardware defined
• Multi-year deployment
• Minimum spend
• Technology silos
• Manual provisioning
4. “Cloud Ready”?
• Is it really different?
• Is it right for every application
or platform?
Provider of
Service
Broker of
Service
Enabler of
Service
5. Building a “Cloud Ready” IT Team
• Cultural changes
• Skills requirements
• Structures
6. Cultural Changes
• Focused vision & pace of urgency.
• Curious and passionate people.
• Ongoing iteration.
• Software defined with leveraging of components.
• New goals and KPIs.
7. Skills Requirements
Does the team have?
• Primary Skills
– Amazon Web Services
– Security
– Automation
– Integration
• Secondary Skills
– Performance
– TCO and Cost Optimization
8. Skills Requirements
Areas to engage with
• Security / Risk
• Change Management
• Operations
• IT and Finance Mgmt
14. Structures - attribute
• When a task cannot be partitioned because of
sequential constraints, the application of more effort
has no effect on the schedule.
• In tasks that can be partitioned but which required
communication among the subtasks, the effort of
communication must be added to the amount of
work to be done.
Brooks in The Mythical Man-Month
19. Structures - Patterns
Tiger Teams
“a team of […] technical specialists, selected
for their experience, energy, and imagination,
and assigned to track down relentlessly every
possible source of failure in a spacecraft
subsystem.”
• Limited life
• Get it done
• Single
project
focused
20. Structures - Patterns
Continuous
Integration &
Continuous
Deployment
(CI/CD)
Networks
Storage
Servers
Develop
Security
Operate
Deploy
OS
Services
• Additional
focus on
delivering
ongoing
efficiency
& reduced
cycle times
22. Change in Characteristics
Existing
• Static
• Centralised control
• Enterprise wide rules
• Fixed capacity
• Non-disposable elements (pets)
• Hardware defined
• Multi-year deployment
• Minimum spend
• Technology silos
• Manual provisioning
Cloud Ready
• Elastic
• Business in control
• Application flexability
• No capacity constraints
• Disposable elements (cattle)
• Software defined
• Pay-per-use
• Pay-as-you-go
• DevOps
• CI/CD and API provisioning
23. Four take away items
• Impactful outcomes can be achieved
• Enabler by integrating IT further into the
business
• Team changes in skills and structure
• Measurement outcomes (goals and KPIs)