The People Model & Cloud Transformation A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models. And shape an effective DevOps culture. Speaker: Thomas Blood, Enterprise Evangelist, Amazon Web Services.

1. 30 OCTOBER 2017
THE PEOPLE MODEL & CLOUD TRANSFORMATION
Thomas Blood, Enterprise Evangelist, Amazon Web Services

2. Cloud Transformation Challenges
When it comes to cloud adoption, the
biggest challenge isn’t technology —
it’s the people and processes that
must change and adapt.”
People and Processes
“ 13 Biggest Challenges
When Moving Your
Business To The Cloud
- June 2017 article

3. P E R S O N A L
E X P E R I E N C E

4. Experience

5. Priorities
• Time-to Market
• Inflexible Platform
• Technical Debt
• Unplanned Work
• Customer Experience
• Collaboration
6 months per release
Months to procure/provision
60 – 80% of effort
Outages, bugs, compliance
Performance and outages
Integrating with other
business units is technically
difficult
High cost & low productivity

6. New Principles
Think Big, Start Small, Go Fast
1. Act like a start-up (that is funded and has domain expertise)
2. Embrace cloud computing
3. Use the right tool for each requirement
4. Use out-of-box functionality whenever possible
5. Create a microservices architecture
6. Enforce YAGNI (You Aren’t Going to Need It)
7. Cultivate DevOps
8. “You build it, you own it!”

7. New Principles
Think Big, Start Small, Go Fast
1. Act like a start-up (that is funded and has domain expertise)
2.Embrace cloud computing
3. Use the right tool for each requirement
4. Use out-of-box functionality whenever possible
5. Create a microservices architecture
6. Enforce YAGNI (You Aren’t Going to Need It)
7.Cultivate DevOps
8. “You build it, you own it!”

8. O R G A N I S A T I O N

9. 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/

10. Organization Impact on Product Development
Product
Development QA
DBA/DBE
Architecture Ops
Design
NOC
Concept Development Production

11. Organization Impact on Product Development
Product
Development QA
DBA/DBE
Architecture Ops
Design
NOC
Concept Development Production

12. Organization Impact on Product Development
Product
Development QA
DBA/DBE
Architecture Ops
Design
NOC
Concept Development Production

13. Organization Impact on Product Development
Product
Development QA
DBA/DBE
Architecture Ops
Design
NOC
Concept Development Production
Ticketing
System

15. P E O P L E
P E R S P E C T I V E

16. 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?

17. 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

18. 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

19. 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

20. 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.

21. The People Journey
Role and Skills
Assessment
Training Plan CCoE Execution
“If you want to make enemies, try to change something”
– Woodrow Wilson

22. Skills and Competencies
Organization
al
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
Role and Skills
Assessment

23. Roles and Job Descriptions–Sample RACI
R – Responsible
A – Accountable
C – Consulted
I – Informed Role and Skills
Assessment

24. You already have talent
Ingenium: creative talent; innovativeness;
a person with exceptionally inspired and
creative capabilities.
Training Plan

25. Training Effect
1st Training Delivered
1400 students trained
11 months
Production
Applications
Time
Jan 2015 Sept 2016
0
~100
Training Plan

26. Training/Certification Readiness
Training Plan

27. Manage Staffing

28. 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

29. 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
CCoE

30. Best Practice: Cloud Center of Excellence
Cloud Services or Cloud Center of Excellence
Business Application Services
OperationsInfrastructure Security
Cloud Engineering
Enterprise
Architecture
Governance
Training and
Engagement
Cloud Business office
Organizational
Change
Management
Finance
CCoE

31. The key pivot when transforming from traditional IT to a “Cloud-
Native Operating Model” is to adopt a customer-obsessed, product-
oriented delivery model across the organization.
This means organizing around outcomes, not activities.
This includes not only your application teams, but Infrastructure,
Operations, and Security as well.
Product vs. Project – Aligning for Outcomes vs. Activities
Execution

32. 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
Execution

33. What Is DevSecOps?
developers customers
build
delivery pipeline
Software development lifecycle

34. What Is DevSecOps?
developers customers
testbuild
delivery pipeline
Software development lifecycle

35. What Is DevSecOps?
developers customers
releasetestbuild
delivery pipeline
Software development lifecycle

36. What Is DevSecOps?
developers customers
releasetestbuild
monitor
delivery pipeline
feedback loop
Software development lifecycle

37. What Is DevSecOps?
developers customers
releasetestbuild
plan monitor
delivery pipeline
feedback loop
Software development lifecycle

38. What Is DevSecOps?
DevSecOps = efficiencies that speed up this lifecycle
developers customers
releasetestbuild
plan monitor
delivery pipeline
feedback loop
Software development lifecycle

39. 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

40. 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*

41. Amazon Achieves Speed and Agility with Two-Pizza Teams
Small, decentralized
teams are nimble
Own/run
what you
build

42. Identify desired
attitudes and behaviors
for successful
cloud adoption
Communicate
attitudes and
behaviors
Align explicit and
implicit reward
systems
Align hiring,
training, and
incentive practices
How to Influence Cultural Change?

43. 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!!

44. http://amzn.to/considering-mass-migration
http://amzn.to/enterprise-cloud-best-practices
http://amzn.to/cloud-stages-of-adoption
thoblood@amazon.com
Thank You!
http://amzn.to/culture-eats-strategy-for-breakfast
@groberstiefel

45. THANK YOU!

46. U P N E X T A T 4 : 3 5 P M :
M A N A G E M E N T T R A C K
( P O R T E R T U N R O O M )
T E C H N I C A L T R A C K
( Q U E E N C H A R L O T T E )
D E L I V E R I N G D E V O P S O N A W S
D I G I TA L T R A N S F O R M AT I O N