You are                                            here!Taking Strategy to the Clouds     And IT to the place where IT bel...
Based on                          Real Facts        The Whole                  Story•   Chapter #1 IT tries to save the Da...
Chapter #1IT tries to Save the        Day!
Market                 IT Vendors,                                  Consulting Co.,                                       ...
Risks not aligning with Biz Strategy
Chapter #2Building Something       Stable     “The Group”
Market            Enterprise Out of the Daily      TasksStrategic Thinking                    Cloud                       ...
Market        Enterprise Meetings                               Cloud                                           Organizati...
Market     EnterprisePeople feel part of   the whole                                       Cloud                          ...
Strategic                     Market    Business                      Objectives    Process                        Cloud  ...
Strategic                           Market           Business                     Objectives           Process            ...
Strategic                 MarketBusiness                        ObjectivesProcess                    CloudInfra / Data    ...
Strategic                          Market          Business                       Objectives          Process             ...
Strategic                 Market                            ProductionBusiness                        ObjectivesProcess   ...
Strategic                      Market                             Production      Business                        Objectiv...
Chapter #3  F.A.Q.
FAQ: Defining the CoE?• Suggestion for Stakeholding:  • High Management (CEO / Sponsors)  • CoE Leader (in our case, The H...
FAQ: Timing (estimate - real case)• Forming the Group - Future CoE (1 Week)• Communication to the Stakeholders (3 Weeks)• ...
FAQ: Factors of Success• Sponsorship• CoE Leadership• CoE Decision Empowerment• Process Governance• Communication has to F...
Chapter #4The Quick Win Corner!
Quick Wins                    (a.k.a. “Biscuits”)• Most of the times, Quick Wins are defined during thePrinciple Definitio...
FAQ: Quick WinsExample:• Principle Statement: All the commodity services will behosted in cloud, for example: Mail; File S...
Strategic                     Market    Business                        Objectives    Process                        Cloud...
Chapter #5Wrapping Up
The news…The Bottom line:Every company has an accidental EA… They often don’t realize, but they have!The news…((most of th...
Challenges?• “The rise of Clouds is more than just another platform shift that gets geeksexcited. It will undoubtedly tran...
EpilogueCredits + Q&A
Bibliography         &     Sources• TOGAF 9® Framework• PEAF® Framework• Cloud Computing for Business –  Opengroup, 2010• ...
Thank You! a|EA Brazil Chapter Information: http://aogeabrazil.org twitter: @aogeabr Roberto’s Information: e-mail: rsever...
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Taking Strategy to the Clouds - Roberto Severo - TOG San Francisco

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This slide deck was presented at The Open Group San Francisco Conference @ 02/01/2012.

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  • This is a real story based on my experiences working for many organizations, for many CIOs, CEOs, CxOs
  • -Market: The market keeps showing innovations to the organizations, and one of those were Cloud Computing….-Well, someone in the IT area of a great company start reading some magazine, listening what his neighbor is doing (in a corporate sense), and decide that his company has to go into the new game, the new hype… The cloud computing game…-So he calls his IT manager, make a quick meeting asking to do something in the cloud computing space. The confused manager (me) goes to his team and says: guys stop what you are doing and begin to research for CC. They call lots of old IT vendors to address their new assignment, IT vendors come to endless meetings with their “Cloud Computing Gurus and evangelists” and make a nice IT plan to solve the Senior Management (not the organization) “pain” and make everybody happy (HIM)… The deal seems good: The manager gains visibility, the CIO get his bonus, the vendor sells its goods, and the operational team has something to play for the next 3 years,,, Millions of Dollars, tons of sw and hw to play, and justify their jobs…And the Business??? And the great “why” that make all that people get together every day!?- There is something wrong with that story! The manager, a TOGAF Certified Professional… Thinks for a while, goes to the senior management and says NO! That’s my story a couple of years ago!
  • The manager (me) says NO!
  • The manager (me) says NO!
  • Don’t Panic! Let’s start over again!!!!!!Group: Don’t need to hire… Matrix style, At the beginning mainly IT people to understand what CC really is. Architecture can be the owner of the processProcess: Take those people out of their daily tactical/operational duties… Make them think strategically,
  • During the first meetings (2 or 3) they are going to think about what CC is, consider bringing IT vendors to talk about.
  • Call the key-IT people and watch the Benefits
  • Getting back to our processItsa multi disciplinal Group & Process – Lets call it Center of Excellence
  • Let us deploy a carpet to it… That group gets sophisticated and achieve the level of a Center of Excellence
  • Here comes the OUTCOMES of that group:Foundation: ESB / How to Implement Security / Non Functional requirements regarding technologyPrinciples: Here are the QUICK WINS (Manage Risk) Roadmaps: What and when to do things to address Strategic Objectives
  • Blue Prints: RFI to the market can be sent
  • - Blueprints are developed into Projects- Projects create Waivers- Waivers are governed by Cloud Computing Initiative group (CC CoE)- Projects enter in productionThe CC CoE Governs Production Projects and checks if the strategic requirements are still suitable for the company (new EA Cycle)
  • - Now, new Strategic Initiative can be handed by the new EA Core- We have just created a EA Core into the company without mentioning the EA word!!!
  • Ok Guys give the biscuit to them! But they care, they are starving and always want more and more… Don’t feed too much the seniors.
  • Of course, this is a suggestion, you have to feel your organization a then set which areas fit better to your CoE
  • Here comes the OUTCOMES of that group:Foundation: ESB / How to Implement Security / Non Functional requirements regarding technologyPrinciples: Here are the QUICK WINS (Manage Risk) Roadmaps: What and when to do things to address Strategic Objectives
  • Ok Guys give the biscuit to them! But they care, they are starving and always want more and more… Don’t feed too much the seniors.
  • Does anybody has pets here? How do you give some medicine when they are sick? Stealth into a piece of tasteful meat… Stealth into a nice IT speech!
  • Does anybody has pets here? How do you give some medicine when they are sick? Stealth into a piece of tasteful meat… Stealth into a nice IT speech!STATE HERE: NOT EVERY COMPANY or CxO is like that
  • IF THE TIME IS UP: Well, I think we don’t have much time for Q&A… You can talk to me in private today at the conference or by mail, social networks, skype, etc….
  • Taking Strategy to the Clouds - Roberto Severo - TOG San Francisco

    1. 1. You are here!Taking Strategy to the Clouds And IT to the place where IT belongs
    2. 2. Based on Real Facts The Whole Story• Chapter #1 IT tries to save the Day• Chapter #2 Building Something Stable• Chapter #3 F.A.Q.• Chapter #4 The Quick Win Corner!• Chapter #5 Wrapping Up• Epilogue Credits + Q&A
    3. 3. Chapter #1IT tries to Save the Day!
    4. 4. Market IT Vendors, Consulting Co., Etc.Where is the Organizations IT Dept.Business? Virtualization Private Cloud Other “cloud” Stuff Project #1 Project #2 Project #3
    5. 5. Risks not aligning with Biz Strategy
    6. 6. Chapter #2Building Something Stable “The Group”
    7. 7. Market Enterprise Out of the Daily TasksStrategic Thinking Cloud Organization Computing Initiative Group No need to hire (Matrix Style) Start basically Owner? with IT people Likely Architecture StrategicDefine a Process & Group
    8. 8. Market Enterprise Meetings Cloud Organization Computing Initiative Group Internal Case StudyPresentations (guests / IT Providers) Alignment WorkshopsLet’s get to Know the Cloud
    9. 9. Market EnterprisePeople feel part of the whole Cloud Organization Computing Initiative Group Narrows Relationship Defines a formal Committee Calling the non IT People Peace on the Enterprise: Mixing Cultures & coming along with the Tactic and Operational Guys
    10. 10. Strategic Market Business Objectives Process Cloud Infra / Data Computing Apps CoE The Group gets (AS-IS / CMDB) sophisticated… The Inputs:Getting to Know the Business And the Enterprise AS-IS
    11. 11. Strategic Market Business Objectives Process Cloud Infra / Data Computing Apps CoE The Group gets (AS-IS / CMDB) sophisticated…… so, let’s givemore room to it!!! And boundaries.
    12. 12. Strategic MarketBusiness ObjectivesProcess CloudInfra / Data Computing Apps CoE Specific Cloud(AS-IS / CMDB) infrastructure Foundation Premises for Cloud Principles Roadmaps Work to unfold into the Tactical areas OUTCOMES #01 (projects, etc…)
    13. 13. Strategic Market Business Objectives Process Cloud Infra / Data Computing Apps CoE (AS-IS / CMDB) Foundation Roadmaps Are defined based Principles on Principles Roadmaps OUTCOMES #01IT Vendors can help here Blue Prints
    14. 14. Strategic Market ProductionBusiness ObjectivesProcess CloudInfra / Data Computing Apps CoE Waivers(AS-IS / CMDB) Projects Foundation Resources Not IT Principles Roadmaps OUTCOMES #01 Blue Prints
    15. 15. Strategic Market Production Business Objectives Process Cloud Infra / Data Computing SOA Apps CoE CoE Waivers (AS-IS / CMDB) Projects Foundation Foundation Resources Not IT Principles Principles Wow! Roadmaps RoadmapsIt’s an EA OUTCOMES #01 OUTCOMES #02 Core!!! Blue Prints
    16. 16. Chapter #3 F.A.Q.
    17. 17. FAQ: Defining the CoE?• Suggestion for Stakeholding: • High Management (CEO / Sponsors) • CoE Leader (in our case, The Head of Architecture) • Process Area • IT Architecture (Tech / Data / App) • Security Office • Marketing • HR • Business Areas (Marketing, Sales) • Guests (Service / IT providers) Not always, every stakeholder has to attend every meeting. A Responsibility Matrix has to be defined.
    18. 18. FAQ: Timing (estimate - real case)• Forming the Group - Future CoE (1 Week)• Communication to the Stakeholders (3 Weeks)• Committee Definition (2 Weeks)• Technical and Alignment Meetings (2 Weeks)• Understanding the Strategic Objectives (2 Weeks)• Key projects definition to be focused by the group underCC Point of View (1 Week)• Foundation Definition (2 Weeks)• 1st. Roadmap / 1st. Principles (2 Weeks)• Quick Wins (1 Weeks)• Deliverables Sign off (1 Week)Total = 4 months (very tight agenda)
    19. 19. FAQ: Factors of Success• Sponsorship• CoE Leadership• CoE Decision Empowerment• Process Governance• Communication has to Flow!!!
    20. 20. Chapter #4The Quick Win Corner!
    21. 21. Quick Wins (a.k.a. “Biscuits”)• Most of the times, Quick Wins are defined during thePrinciple Definition task.• Principles are strongly coupled with StrategicDecisions, while Quick Wins are attached to TacticalDecisions.• Remember: A Strategy is solid as Rock, while Tactics areFluid as Water. In other words: it’ll be harder to fix amistaken Strategy than changing a Tactical decision.• Check and Manage the risks. Make the information flowand prepare a good slidedeck (SWOT is very helpful inthose cases).
    22. 22. FAQ: Quick WinsExample:• Principle Statement: All the commodity services will behosted in cloud, for example: Mail; File Server; etc…• This will unfold in projects and important Business + ITdecisions will be taken.• Correcting principles can be very painful to theorganization and increase substantially the organizationalEnterprise Debt.
    23. 23. Strategic Market Business Objectives Process Cloud Infra / Data Computing Apps CoE (AS-IS / CMDB) Foundation Quick Wins! Risk!+++Risk! Principles Roadmaps OUTCOMES #01
    24. 24. Chapter #5Wrapping Up
    25. 25. The news…The Bottom line:Every company has an accidental EA… They often don’t realize, but they have!The news…((most of the times) not well) practiced by the senior management…The bad newsIT projects are tasteful biscuits that give quick wins and instant visibility specially to the top of thepyramid!EA and strategy is too important to sit solely on the hands of some CxOs. Put it at the rightplace! Forming an EA Group (CoE) is a Effective way to solve this puzzle!The ParadoxHow can you convince a powerful group of stakeholders to adopt EA if its “against them”? Useyour communication skills (the child / pet example) – Stealth. EA + Cloud Strategy + Execution
    26. 26. Challenges?• “The rise of Clouds is more than just another platform shift that gets geeksexcited. It will undoubtedly transform the IT industry, but it will also profoundlychange the way people work and companies operate” - The Economist, “Let it Rise.”• “It’s a huge deal when GE goes outside its “firewall” to innovate. You betcha,other CEOs will be asking their CIOs about harnessing the Cloud, internally,with tight controlled external clouds, provisioned by third parts, and finally, withpublic clouds.” - Mark North Rizza – Research Director, AMR Research Private Cloud x Public Cloud.
    27. 27. EpilogueCredits + Q&A
    28. 28. Bibliography & Sources• TOGAF 9® Framework• PEAF® Framework• Cloud Computing for Business – Opengroup, 2010• The Jericho Forum®• +The real world
    29. 29. Thank You! a|EA Brazil Chapter Information: http://aogeabrazil.org twitter: @aogeabr Roberto’s Information: e-mail: rsevero@aogeabrazil.org Twitter: @rsevero LinkedIn: linkedin.com/in/rsevero

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