The document discusses cloud computing and strategies for implementing a vision for transforming a business model using cloud computing. It identifies the Australian Government Information Management Office (AGIMO) as an example of a government IT sector. Key performance indicators, organizational principles, human resource principles, and process management principles are discussed as important for achieving strategic goals and objectives to implement the vision.

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JacksonBird
Locus Rags
Enterprise Architecture-Btechnd

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INTRODUCTION
Cloud computing is a major part of lives of many people already. Services such as Google Maps, Amazon Web Services, Microsoft
Hotmail and Apple iTunes are taken for granted as convenient and simple w aysto use sophisticated systems of computer. Servic es
of cloud computing can be used to deliver a w ide services range to users and have been in practice for many years.
This report analyzes the situation and identifies the elements of the business model that cloud computing as a new opportunity
could transform, describes the concept of businessthat drawsthe vision of the strategic objectives and goals, and the principle that
should direct this transformation. Further, report aims at detailing the strategy to implement the vision, and explains w hat is involved
in business transformation model to realize an envision future by using a dynamic model of Managemnet Assignment help.
1. Identification of Business
Describing government IT sector of Australia
Australian Government Information Management Office (AGIMO) – AGIMO w orks w ith government to make sure position of
Australia as a leader in the creative application of communication and information technologies to administration of government, its
services and information. AGIMO supervises the w hole-of-government policy, strategies and standards’ development in regards to
the Government of Australia use of communications and information technology (ICT) (Ojala andTyrväinen, 2011).
AGIMO promotes the effective and efficient use of departments and agencies of government of Australia to increase national
productivity and public sector. It achieves these aims and objectives by building ICT policies of w hole-of-government to meet
emerging issues and technology, analyzing and offering advice on important ICT proposals of government, providing rational
direction to agencies, delivering programs to build skills of ICT, and supporting governance of ICT across government (Scale, 2009).
2. Strategy to Implement the Vision
2.1 Strategic goals and objectives to be achieved to implement the vision
Strategic goals and objectives can be achieved w ith the help of performance indicators as w ell as critical success factors. A key
performance indicator or performance indicator is a kind of measurement of performance. A company may use KPIs to assess a
particular activity’s success in w hich it is involved. Sometimes successis described in terms of making grow th toward goals that are
strategic, but often it is simply the periodic, repeated achievement of some operational goal level.
Accordingly, decide on the right KPIs relies upon a good comprehending of w hat is significant to the company. What is significant
often depends on section measuring the performance, for e.g. the KPI’s helpful to finance w ill be too different from that of KPIs
assigned to sales. Since there is a requirement to comprehend w ellw hat is significant to a company, various methods to review the
present business state, and its major activities, are concerned w ith the performance indicators selection (Andrew , 2012).
These reviewing often leads to determination of prospective improvements, so indicators of performance are regularly associated
w ith improvement of performance initiatives. A quite common w ay to select KPIs is to apply a framew ork of management such as
the balanced scorecard. Indicators marked and identifiable as likely candidates for KPIs can be sum up into the follow ing sub-
categories (Dihal and et.al., 2013)
Place an order
Quantitative indicators , Qualitative indicators, Leading indicators, Lagging indicators, Input indicators, Process indicators, Output
indicators, Practical indicators, Directional indicators, Actionable indicators, Financial indicators.
A company may apply all the above indicators w hich are commonly used to achieve strategic goals and objectives of the business.
Organizational Principles:
 Chronological order – events, items or even ideas are positioned in the order in w hich they take place.
 Spatial order – In this, items are arranged in accordance to their physical relationships and position.
 Climactic order – In this, items are arranged to the most important from the least important.
 Topical order – It refers to the company w hich appears from the topic itself.
Human Resource Principles
 Comprehensiveness – the strategies of human resources are to be adopted w ith broad comprehension (Kefel, 2013).
 Credibility – the strategies of HR should be developed w ith the credibility of organization in mind.
 Communication – the HR policies should take into account the communication system of organization.
 Cost effectiveness – the HR policies should be developed as much cost effective as possible (Chabrow , 2012).
 Creativity – HR strategies and policies must be creative.
 Coherence – there should be consistency in the strategies and policies adopted for HR.
 Competence – the HR of an organization must be competent enough to develop its w orkforce.
 Control – it should have appropriate control over its w orkforce.

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 Change – it should employ change in the organization.
 Commitment – It should be developed w ith the commitment to succeed in the organization.
Process management principles (Amberg and Wiener, 2007):
Business processes should be recognized and documented, Actual performance should have consent w ith documentation of
process, Processes should support the company’s goals, Every process should have a proprietor, Effectiveness of process and
value should be assessed at regular intervals, and Measure key processes.
REFERENCES
 Amberg, M., and Wiener, M., 2007. Critical success factors of offshore softw are development projects: the perspectives of
german companies. Springer.
 Andrew , M. A., 2012. Cloud computing: view s on cybersyn. Kybernetes. 41(9). Pp. 1396-1399.
 Buyya, R. Broberg, J. and Gosinski, A., 2011. Cloud Computing: Principles and Paradigms. Wiley.
 Buyya, R., 2008. Market-Oriented Cloud Computing: Vision, Hype, and Reality for Delivering IT Services as Computing Utilities.
High Performance Computing. 10(5).pp. 5-13.