The People Model and Cloud Transformation | AWS Public Sector Summit 2016
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The document discusses the importance of people in cloud transformations. It notes that initiatives often fail due to people-related issues rather than strategic or execution flaws. The University of Maryland case study highlights how establishing a Cloud Center of Excellence and focusing on skills, roles, and organizational change enabled their successful cloud adoption. DevSecOps is discussed as an approach that leverages people, process, and technology to speed up the software development lifecycle through practices like continuous integration, delivery, and deployment as well as automated testing and monitoring.
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The People Model and Cloud Transformation | AWS Public Sector Summit 2016
- 1. © 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Sanjay Asnani, Emil Lerch–WWPS Professional Services Alison Robinson, Associate Vice President & Deputy Chief Information Officer–University of Maryland June 20, 2016 The People Model and Cloud Transformation
- 2. People > Process > Technology? Getting people matters right is essential…for ultimately much of the point of a transformation is to help people achieve more. – McKinsey1 Growth initiatives fail for many reasons. The strategy may be flawed, or execution may fall short. Most often, however, initiatives fail because of people. – BCG2 "People, not the technology, was our biggest problem," Ken Griffin, Harvard Business Publishing3 “Key to success has been setting up a team…in a dedicated area named Cloud Central” – University of Notre Dame 1- Guiding the People Transformation 2- Organizing for Growth 3- Harvard Business Publishing shares cloud transformation lessons 4 - How Notre Dame is going all in with Amazon’s cloud
- 3. AWS Cloud Transformation What skills and capabilities are required? How to compose adoption team? How to structure cloud programs? Strategy for quality delivery and operations? Customers are asking us for the high-level, enterprise-wide organizing logic for mapping their business needs to IT capabilities, reflecting the agility, integration, and standardization changes that cloud computing brought to the IT industry. Will risk increase? Can we run a cloud that is secure and compliant? What are the priorities? When to deliver solutions? How to design foundations? How to migrate workloads? What tooling do we need? What is the new ITSM cycle? Business Impact? What to measure? How to measure?
- 4. AWS Cloud Transformation Who? How? Assured? When? What? Where? Why? Why? How? Who? When? What? Where? Business Impact, Value, Cost/Benefit Service Delivery Model – Iterative, Modular, Agile, and Adaptable Right Skills, Right Teams, Right Partners Measuring and Balancing the Maturity of P-P-T, Understanding Risks Conceptual/Logical/Implementation Architectures, Migration Patterns, Mapping to RAs Cloud Service Management, SLA/OLA, Business Continuity, Standards and Policies Assured? Achieving Risk, Security, and Compliance Goals
- 5. AWS Cloud Adoption Framework Planning, creation, management, and support for your cloud environment Guidance for establishing, developing, and running AWS cloud- enabled environments Structure where business and IT can work together toward a common strategy and vision People Perspective Process Perspective Security Perspective Maturity Perspective Platform Perspective Operations Perspective Business Perspective
- 6. Cloud Adoption Maturity Model Stage 1 Stage 4Stage 3Stage 2 Exploration OptimizationImplementationAlignment LevelofMaturity • Proofs of Concept • Quick Wins • Scattered Accounts • Little Structure • Cloud Operating Model • Business Innovation From IT • Cost Optimization • Major Migrations • Cloud Native Workloads • Full Business Alignment • Cloud Strategy • People Model • Application Assessment • Formalized Agreements
- 7. Let’s now talk to University of Maryland, College Park that recently started their journey to the cloud…
- 8. University of Maryland–College Park Alison Robinson Associate Vice President & Deputy Chief Information Officer University of Maryland, College Park www.linkedin.com/in/AlisonARobinson
- 9. University of Maryland–College Park Support & Infrastructure Networking & Communications Software Engineering Security Learning Technologies Research Technologies Plan Build Run Engage with IT in many places to: 1) Order a service 2) Receive help with a service 3) Request a new service Inefficiency Silos Delays No Agility
- 10. University of Maryland–College Park One “Front Door” to IT to: 1) Order a service 2) Receive help with a service 3) Request a new service Streamlined DevOps Approach Agility Cost Savings
- 11. People Model Organizational Structure Roles and Job Descriptions Skills and Competencies Training and Certification Manage Staffing Org. Change Management The way you manage your people model is the single most important component of the cloud transformation.
- 12. Cloud Center of Excellence (COE) • Establish a core “cloud team” • Membership based on enthusiasm over role diversity • Use COE to seed remaining internal teams • Build internal competencies and develop cloud standards
- 13. Center of Excellence–Sample Org Structure
- 14. Skills and Competencies Organizational Goals Capabilities Activities Skills Manage Cost of IT Deliver Quality IT Services Improve IT Capabilities Empower and Support End Users Job Descriptions Roles Accountabilities Assignments
- 15. Roles and Job Descriptions–Sample RACI R – Responsible A – Accountable C – Consulted I – Informed
- 17. Skills Assessment Accelerator (SAA) Assesses your cloud computing skills and competencies. SAA enables you to determine the skills and competencies, capability gaps, and the upskilling necessary to meet the business objectives. Key Activities: • Clarify Organizational Goals and Objectives • Define Skills and Competencies • Identify Training Options, Skills Uplift, and Certification Pathways • Baseline Skills and Competencies and Conduct Gap Analyses Outcomes: • Capability Assessment • Training Needs Analysis • Training Roadmap • Skills and Competencies Gap Analysis • Create Cloud Center of Excellence (CCoE)/DevOps/Cloud Adoption Teams Timeframe: 2–3 Days onsite
- 18. Manage Staffing
- 20. What Is DevSecOps? developers customers build delivery pipeline Software development lifecycle
- 21. What Is DevSecOps? developers customers testbuild delivery pipeline Software development lifecycle
- 22. What Is DevSecOps? developers customers releasetestbuild delivery pipeline Software development lifecycle
- 23. What Is DevSecOps? developers customers releasetestbuild monitor delivery pipeline feedback loop Software development lifecycle
- 24. What Is DevSecOps? developers customers releasetestbuild plan monitor delivery pipeline feedback loop Software development lifecycle
- 25. What Is DevSecOps? DevSecOps = efficiencies that speed up this lifecycle developers customers releasetestbuild plan monitor delivery pipeline feedback loop Software development lifecycle
- 26. People for DevOps People Process Technology DevOps Cultural paradigm shift Cross-training of skills Collaboration and involvement of teams across all aspects, from designing through monitoring of application The question everyone should ask is “Is my application driving business value based on the state it is in now?” Short-lived and interim DevOps Enablement Team can be created in organizations
- 27. DevSecOps and Agile DevSecOps make the lifecycle more efficient Agile emphasizes: • Individuals and interactions over process and tools • Working software over documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
- 28. DevSecOps and Agile DevSecOps make the lifecycle more efficient Agile emphasizes: • Individuals and interactions over process and tools • Working software over documentation • Customer collaboration over contract negotiation • Responding to change over following a plan DevSecOps and Agile can be implemented independently*
- 29. DevSecOps and Agile DevSecOps make the lifecycle more efficient Agile emphasizes: • Individuals and interactions over process and tools • Working software over documentation • Customer collaboration over contract negotiation • Responding to change over following a plan DevSecOps and Agile can be implemented independently*
- 30. DevSecOps Levers People/Process Technical Reorganization: Cross-discipline team Continuous integration Reorganization: vTeam Continuous delivery Documented release process Continuous deployment Documented testing processes Automated testing Cross-discipline training Automated monitoring and log analysis Cross-discipline social events Rotation programs
- 31. Conway’s Law: “Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.” Melvyn Conway, 1967 http://www.melconway.com/Home/Conways_Law.html Inverse Conway Maneuver: “breaking down silos that constrain the team’s ability to collaborate effectively” Jonny Leroy/Matt Simons, 2010 http://jonnyleroy.com/2011/02/03/dealing-with-creaky-legacy-platforms/
- 32. DevOps/DevSecOps Teams Two-pizza teams Full ownership Full accountability Aligned incentives
- 33. DevSecOps and AWS AWS CodeCommit AWS CodeDeploy AWS CodePipeline AWS CloudFormation AWS OpsWorks AWS Service Catalog AWS Device Farm AWS Mobile Hub Amazon SNS Amazon SQS Amazon CloudWatch Amazon S3 Amazon ECR Amazon ECS AWS Elastic Beanstalk AWS Lambda Amazon EC2 Amazon Redshift Amazon Elasticsearch Service AWS IAM AWS KMS AWS WAF AWS CloudHSM ACM AWS CloudTrail
- 34. Takeaways • Cloud transformation is as much about people as it is about technology and processes. • Make appropriate changes across the organization to enable the agility cloud computing offers. • Determine the gaps in skills that exist in your organization. • Create smaller, cross-discipline teams that include members of the IT and development team as well as other disciplines • Go FAST!!
Hinweis der Redaktion
- Good afternoon everybody! Today we’re going to talk about People Model and Cloud Transformation. If you have been following the other sessions related to Cloud Adoption Framework, or CAF, and wondering how it ties in – it’s the people perspective of Cloud Transformation. #1: My name is Sanjay Asnani, with my colleague Emil Lerch, and we're both with AWS Worldwide Professional Services. #2: I help my customers build a vision for the cloud adoption, create a step by step roadmap for the transformation, and help remove obstacles along the way in their journey to the cloud. #3: Today, I am going to talk about how you can overcome the biggest obstacle most customers face as they embark on their journey to cloud. #4: And here's how we're going to do it - by sharing with you the strategies and best practices in 6 critical areas to help you build your people model from years of collective experience having worked with hundreds of enterprise customers. #5: You probably already know that getting people aspect right for any transformative experience, especially as significant as Cloud adoption which turns almost everything we know about traditional IT on its head - is the #1 key to succeeding.
- Almost all of our customers tell us – AWS has got the technology to solve any challenge (we have been doing it for over 10 yrs now, longer than anyone else in the industry) whether it’s how to migrate or what tool to use, or how to automate – your biggest challenge is going to be the people – And this has been consistently validated by analyst reports and consulting firms such as McKinsey and Boston Consulting, and two interesting quotes from our very own public sector customers, HBP and UND.
- So, let’s briefly talk a little about the genesis of CAF and where People perspective sits in it. Over the years, customers have asked us for guidance – prescriptive guidance by asking some relevant questions. And questions typically include business impact of AWS, how to design the foundation or migrate workloads, etc….but the one that challenges the IT leaders the most is the centerpiece of the cloud transformation puzzle – How do I build the right team? What skills and capabilities does the team need? And essentially what they’re asking us is - How do I ensure that I have the right people in place to drive this transformation so that the risk is mitigated, and transformation efforts don’t end up a ditch.
- And if you take all those great questions customers are asking us – you can literally group them into these 7 categories, or perspective as we call them – Why, What. When, Who, How, etc..
- We translated those questions into a logical actionable framework by modeling after and extending the ITIL and TOGAF – and it’s not a coincidence that People Perspective is the key center piece of driving the cloud transformation at any organization, specially at large enterprises, where there are many moving parts..
- This depicts the stages which most customers typically go through starting from left, which is exploration.
- So, we thought we’ll kick this session off with input from a real customer – Univ. of Maryland that is currently on it’s journey to transform their tradition IT into IT-as-a-Service built on the foundation of AWS.
- Let me introduce Alison Robinson. Would you Alison please take a few minutes to introduce yourself and talk about what you’re doing at UMD to overcome the challenges we’re talking about today.
- So, how do you go about building the people model – Here are the 6 key areas that we advise customers to really focus on to drive the transformation – 1) Org. structure, 2) Roles and job descriptions, 3) Skills and competencies, 4) Training and Cert, 5) Manage staffing, and 6) last but not the least – Org. change management
- Under Organization structure – one key theme we have observed with customers that have successfully transformed their IT has been establishment of a center of excellence. There are several names for it such as center of competence, core cloud team, or as simple as cloud project team. This simple first step has proven to have a high degree of success. The COE allows trusted advisors within the organization to obtain an in-depth understanding of cloud capabilities so they can help guide the organization’s adoption decisions. The idea is that you start with a small focused team as a seed to proliferate the cloud knowledge, best practices, and standardization across your organization. We recommend setting up a small nimble team in such a way that all 7 perspectives of CAF are owned/represented – for platform, for security, people, process, etc.
- The team is also typically headed by the executive leader such as a CIO or CTO, and can sometimes also be augmented by with ProServe Resident Architects or even expert resources as specialist advisors from AWS partners. As part of setting up the COE, you’d define the roles the responsibilities, set up a charter, and outline the tasks CoE members would engage in – such as create standard cloud formation templates, approve accounts and access to AWS environment, enforce policies and procedures to ensure compliance, etc. This team can be either a virtual team to start out with, or start out as team of FTEs. You can establish the CCOE as a hands-on team that acts as a delivery accelerant that engages with project teams to drive cloud initiatives. Alternatively, you can establish the CCOE as an advisory committee that behaves more as a consultancy and policy board, giving advice to teams working with cloud technology and establishing policies and standards for cloud technology
- The Skills and Competencies component of the AWS CAF People perspective provides guidance for enhancing the cloud skills of your workforce. Figure shows an approach that you could use to determine the skills and competencies that are required in the organization. Start by listing the prioritized goals of cloud adoption Next, identify the capabilities needed to meet the goal, activities that make up the capability, Finally the skills required to accomplish the activities. Amazon Web Services – People Perspective January 2016 For example, - you might have a goal to achieve a high degree of cost management and cost transparency Capabilities to support the goal could include reporting on cost at the workload and resource level, monitoring cost versus value, monitoring spend versus utilization, and finally developing cost-efficient cloud architectures. Some activities could include developing reusable auto-scaling architectures, developing an automated tagging strategy, enforcing tagging standards, and automating cost and utilization reporting. Need skills of automation engineering, cloud architecture, auto scaling, cloud monitoring configuration, and cost management and billing. You might also need third-party cost management tool specialty competence.
- Another tool you would probably want to consider is developing a RACI matrix - describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes
- You can then extend the RACI and Skills/Competencies matrix to develop your team’s training and readiness, and certification plans for all levels in COE.
- If it all becomes too overwhelming, or you don’t know where to start – AWS and partners can help! AWS ProServe has an offering called “Skills Assessment Accelerator” which is aimed at one or more of the following stakeholders: Those with a strategic interest in cloud skills. Use cases include workforce planning, M&A gap analysis and market analysis. Those with an interest in identifying immediate skills gaps. Use cases include line managers, bid and proposal managers, project resource allocation and planning, in flight project reset, partner assessment, etc Those with an interest in career planning and individual skills. Use cases include creating job and position descriptions, individual career planning and succession planning. Is it helpful to think in terms of strategic, tactical or individual use cases? If so let’s identify them up front.
- The next component of People Model is - Manage Staffing which is the culmination of the process that starts with skill and competency requirements, moves into roles and job descriptions, and ends with plans to manage the staff. One request that we frequently hear from customers is – how do they put together some comparison like you see side by side of demands of what functions and role would go up, remain the same, or go down. There’s a tendency sometimes for some folks to equate efficiencies from cloud adoption to mean job loss. In my experience – it’s never that! If anything, because of AWS, your teams are able to do more value-added IT work, vs. mundane undifferentiated lifting just to run the data centers. Generate momentum by sponsoring hackathons focused on reinforcing recent learning to harness the flexibility and scalability of cloud-based solutions. Provide a sandbox to experiment in, and allot a percentage of weekly work time to grow skills and keep new learning fresh. As part of the learning structure, encourage the rigor associated with strong DevSecOps practices.
- And last but never the least – Organizational Change Management. I can’t emphasize this enough – everyone plays a role in this transformational experience all the way from executive leadership to people actually affecting the change, as this may be the biggest transformation in last 2-3 decades that some folks may have seen. It may seem like a roller coaster whenever such a new paradigm shift happens, whether it’s technology related or otherwise. And we all know change is seldom perceived as fun….but it can be done really well and transformation is successful. And some level of discomfort amongst people is certainly to be expected….a subset of people will go through shock, denial, frustration…as things would appear different….until they have had time to absorb the new processes, and seen the benefits of it. Let’s talk a little about DevOps or more so lately DevSecOps – which is the emerging professional movement that advocates a collaborative working relationship amongst Dev, IT Ops, and Security which results in faster flow through your SDLC while increasing reliability, stability, resiliency, and security of your production environment.
- Forrester writes that AWS is the best fit for the DevOps pro segment. People need to collaborate to use these services effectively.