For the past few years, the evolution of cloud computing has been potentially becoming one of the major advances in the history of computing. But is cloud computing the saviour of business? Does it signal the demise of the corporate IT functionality entirely? However, if cloud computing has to achieve its potential, there is a need to have a clear understanding of various issues involved, both from the perspectives of the providers and the consumers related to the technology, management and business aspects. Objective of this research is to explore the strategic business, management and technical challenges existing in cloud
systems. It is believed that adopting a methodology and suggesting a corresponding architectural framework would serve as a potential comprehensive conceptual tool, which shows path for mitigating challenges and hence effort are put in bringing in by mentioning a suitable methodology and its brief description. It concludes that International Business Machine Common Cloud Management Platform is one
way to realize the combined features of various models such as Hub & Spoke Model as a quality of Governance model; Gen-Spec Research Methodology design for semantic and quality research studies into one in the form of Reference Architecture. However in order to realize the full potential of the Customer- Respond-Adapt-Sense-Provider (conceptual) methodology for dealing with semantics, it is important to
consider Internet of Things Architecture Reference Model where in the resources are translated into Services.
This document discusses hybrid cloud strategies and addresses common views presented by cloud vendors. It summarizes that while public cloud promises simplicity and low costs, it may not be suitable for all workloads and could limit integration, agility, and control. A hybrid approach using public and private clouds can provide more flexibility and choice to align IT with business needs. IBM's hybrid cloud approach aims to provide open standards, choice of deployment options, and consistent management across environments to help businesses innovate quickly.
Migrating to Cloud? 5 motivations and 10 key security architecture considerat...Yew Weisin
1) The document discusses key considerations for developing a secure cloud migration strategy, including strategic alignment, security management and governance, access management, data classification and management, encryption, monitoring and reporting, and identity and access management.
2) It identifies 10 key security architecture considerations for cloud migration: division of responsibility, multi-tenancy, data classification and management, encryption and key management, monitoring and reporting, access management, business continuity, risk assessment, change management, and security as a service.
3) The document emphasizes that access management is one of the most critical security areas for cloud, and identity and access management as a service and cloud access security brokers are growing trends to help govern cloud services.
The document discusses the evolution from capacity clouds to capability clouds. Capacity clouds focus on IT benefits like scalability and cost savings, while capability clouds focus on business outcomes and processes. Capability clouds offer finished services addressing business objectives. To realize the potential of capability clouds will require cloud orchestration, as organizations integrate an increasing variety and number of cloud and on-premises services. Cloud orchestration is becoming critical for successful cloud implementation and developing strategies to aggregate cloud and on-premises assets.
This jointly authored white paper examines how organizations are confronting
the challenges of integrating cloud-based services into a traditional managed
services model. General considerations around industry- and company specific
objectives are outlined, and case studies are used to illustrate a range
of scenarios, strategies and benefits achieved.
Booz Allen Hamilton offers an integrated suite of cloud capabilities, deep subject matter expertise, and unparalleled hands-on experience with a broad range of cloud technology products.
This document summarizes the key findings of a survey on cloud adoption trends:
- Cloud adoption is growing significantly, with over 60% of businesses using public cloud, 71% using private cloud, and 55% using hybrid cloud. Adoption of all cloud models is expected to continue growing in the next 18 months.
- Businesses are moving more workloads to the cloud, with the average expected to increase from 29% currently to 54% in the next two years. Cloud budgets are also increasing as a percentage of IT budgets.
- Over half of businesses now consider cloud essential to their business. Successful cloud adopters rely heavily on third-party experts for developing and implementing cloud strategies.
- Line of business decision
For the past few years, the evolution of cloud computing has been potentially becoming one of the major advances in the history of computing. But is cloud computing the saviour of business? Does it signal the demise of the corporate IT functionality entirely? However, if cloud computing has to achieve its potential, there is a need to have a clear understanding of various issues involved, both from the perspectives of the providers and the consumers related to the technology, management and business aspects. Objective of this research is to explore the strategic business, management and technical challenges existing in cloud
systems. It is believed that adopting a methodology and suggesting a corresponding architectural framework would serve as a potential comprehensive conceptual tool, which shows path for mitigating challenges and hence effort are put in bringing in by mentioning a suitable methodology and its brief description. It concludes that International Business Machine Common Cloud Management Platform is one
way to realize the combined features of various models such as Hub & Spoke Model as a quality of Governance model; Gen-Spec Research Methodology design for semantic and quality research studies into one in the form of Reference Architecture. However in order to realize the full potential of the Customer- Respond-Adapt-Sense-Provider (conceptual) methodology for dealing with semantics, it is important to
consider Internet of Things Architecture Reference Model where in the resources are translated into Services.
This document discusses hybrid cloud strategies and addresses common views presented by cloud vendors. It summarizes that while public cloud promises simplicity and low costs, it may not be suitable for all workloads and could limit integration, agility, and control. A hybrid approach using public and private clouds can provide more flexibility and choice to align IT with business needs. IBM's hybrid cloud approach aims to provide open standards, choice of deployment options, and consistent management across environments to help businesses innovate quickly.
Migrating to Cloud? 5 motivations and 10 key security architecture considerat...Yew Weisin
1) The document discusses key considerations for developing a secure cloud migration strategy, including strategic alignment, security management and governance, access management, data classification and management, encryption, monitoring and reporting, and identity and access management.
2) It identifies 10 key security architecture considerations for cloud migration: division of responsibility, multi-tenancy, data classification and management, encryption and key management, monitoring and reporting, access management, business continuity, risk assessment, change management, and security as a service.
3) The document emphasizes that access management is one of the most critical security areas for cloud, and identity and access management as a service and cloud access security brokers are growing trends to help govern cloud services.
The document discusses the evolution from capacity clouds to capability clouds. Capacity clouds focus on IT benefits like scalability and cost savings, while capability clouds focus on business outcomes and processes. Capability clouds offer finished services addressing business objectives. To realize the potential of capability clouds will require cloud orchestration, as organizations integrate an increasing variety and number of cloud and on-premises services. Cloud orchestration is becoming critical for successful cloud implementation and developing strategies to aggregate cloud and on-premises assets.
This jointly authored white paper examines how organizations are confronting
the challenges of integrating cloud-based services into a traditional managed
services model. General considerations around industry- and company specific
objectives are outlined, and case studies are used to illustrate a range
of scenarios, strategies and benefits achieved.
Booz Allen Hamilton offers an integrated suite of cloud capabilities, deep subject matter expertise, and unparalleled hands-on experience with a broad range of cloud technology products.
This document summarizes the key findings of a survey on cloud adoption trends:
- Cloud adoption is growing significantly, with over 60% of businesses using public cloud, 71% using private cloud, and 55% using hybrid cloud. Adoption of all cloud models is expected to continue growing in the next 18 months.
- Businesses are moving more workloads to the cloud, with the average expected to increase from 29% currently to 54% in the next two years. Cloud budgets are also increasing as a percentage of IT budgets.
- Over half of businesses now consider cloud essential to their business. Successful cloud adopters rely heavily on third-party experts for developing and implementing cloud strategies.
- Line of business decision
This document discusses project management strategies for cloud computing projects. It begins by defining cloud computing and its various models like IaaS, PaaS, and SaaS. It then discusses common causes of failure for cloud projects, such as undefined success criteria, unquantified advantages, lack of accountability, and failure to manage applications and costs. The document recommends addressing these risks through effective scoping, change management, and an agile project methodology. Defining strategies, requirements, and risks upfront can help boost success rates for cloud computing projects.
The Cloud Playbook showcases how Booz Allen’s Cloud Analytics Reference Architecture can be utilized to build technology infrastructures that can withstand the weight of massive data sets - and deliver the deep insights organizations need to drive innovation.
Achieve Economic Synergies by Managing Your Enterprise Assets In The CloudDr. HJ Raza, Ph.D/MBA
Time to market and rapid response to market demands are now utmost priorities for any size organization. When compared to conventional internal infrastructure, Cloud-based solutions meet this requirement better than ever. Cloud-based solutions are easy to implement, more cost efficient, and robust enough to meet enterprise demands such as auto-scalability, disaster recovery, and fail-over.
What are the advantages of adopting public cloudNicole Khoo
Public cloud computing provides organizations flexibility, cost reduction, and regular automatic upgrades. Some key benefits of adopting public cloud include flexibility for employees to access data remotely, reduced IT costs as organizations pay only for the resources they use, and automatic software/hardware upgrades managed by cloud providers. However, security is a primary concern for organizations considering public cloud. Service level agreements and ensuring robust security controls, privacy policies, and technical measures can help address these concerns. Migrating workloads to public cloud requires validating applications' technical portability and compliance.
Booz Allen's Cloud cost model offers a total-value perspective on IT cost that evaluates the explicit and implicit value of a migration to cloud-based services.
The document provides perspectives on determining the right cloud environment from telecommunications and retail industries. For telecommunications companies, their significant existing technology investments and in-house IT skills mean they are well positioned for private cloud initially to maximize the value of these assets. However, a hybrid approach utilizing both private and public cloud may be most suitable. For retailers, prioritizing quick customer engagement means public cloud is often the best starting point due to limited infrastructure investments and skills. Both industries may eventually use a hybrid cloud model combining private and public cloud capabilities depending on their evolving needs and skills. Key considerations when choosing a cloud environment include control, compliance, integration needs and operational complexity.
Cloud Computing is an information technology gold rush. Everything from social media and smart phones to streaming video and additive games come from the cloud. This revolution has also driven many to wonder how they can retool themselves to take advantage of this massive shift. Many in IT see the technology as an opportunity to accelerate their careers but in their attempt to navigate their cloud computing future, the question of what type of training, vendor-neutral or vendor-specific, is right for them
The Federal government today is in the midst of a revolution. The revolution is challenging the norms of government by introducing new ways of serving the people. New models for creating services and delivering information; new policies and procedures that are redefining federal acquisition and what it means to be a federal system integrator. This revolution also lacks the physical and tangible artifacts of the past. Its ephemeral nature, global expanse and economic impact all combine in a tidal wave of change. This revolution is called cloud computing.
An Analysis of the Existing Frameworks in Cloud Computing Adoption and Introd...IJERA Editor
This document proposes a new framework called RAF (Risk Assessment Framework) for evaluating cloud computing adoption projects. It summarizes existing frameworks and identifies their limitations, such as a lack of guidance on key adoption challenges. The proposed RAF framework assesses projects based on a 5-phase roadmap for adoption: analysis, planning, adoption, migration, and management. It provides a set of questions for each phase and weights the questions based on perceived impact to determine how closely a project followed best practices. The RAF aims to minimize risks and increase the success of cloud adoption projects.
Since announcing its “Cloud First” policy in 2010, the Federal government has correctly identified cloud computing as a way to reduce costs and improve the use of existing assets, and has accordingly prioritized its adoption. It has also taken judicious steps to protect Federal networks from nefarious cyber-attacks and promote the dissemination of best practices for cybersecurity. The Federal government has also embraced mobility as a means to conduct work from any location. But until now, the implementation of these initiatives has been fragmented and lacked coordination across Federal agencies. This paper offers a framework for integrating these programs in a way that enables the Federal government to realize the economic, technological, and mission-effectiveness benefits of cloud services while simultaneously meeting current Federal cybersecurity
requirements. It advocates shifting from a compliance-based cybersecurity paradigm to
one that is risk-based and focusing on how to most effectively secure their implementation of cloud services.
Cloudonomics: The Economics of Cloud ComputingRackspace
The document discusses four key mechanisms through which Cloud Computing generates cost savings for organizations:
1) By lowering the opportunity cost of running technology through more efficient use of resources.
2) By allowing for a shift from capital expenditure to operating expenditure, providing more flexibility.
3) By lowering the total cost of ownership of technology over time.
4) By giving organizations the ability to focus on core business activities rather than managing infrastructure. Case studies are provided to illustrate how these savings can be realized in practice.
This document discusses how adopting a hybrid cloud solution can transform an IT manager's role from a reactive maintainer of infrastructure to a proactive leader focused on addressing business needs. It emphasizes that a hybrid cloud, which combines on-premise and public cloud resources, allows IT managers to automate routine tasks and focus on more strategic opportunities through tools that integrate different environments. The document provides guidance on developing an effective cloud governance strategy by focusing on goals, metrics, processes and operations. It also outlines management, builder, developer and intermediary tools that can help streamline processes in a hybrid cloud environment.
This document proposes a new framework called Actionable Knowledge As A Service (AKAAS) for managing knowledge in cloud computing environments. It discusses how traditional knowledge management systems are challenged by cloud computing and social/technological changes. The framework aims to provide on-demand, customizable knowledge to users based on their needs and interactions. It argues that user behaviors and needs should be the focus, rather than just the volume of published content. Analytics using data on user interactions are proposed to help discover knowledge tailored to specific contexts. The goal is to evolve from push-based knowledge delivery to personalized, actionable knowledge acquisition.
IDC: Selecting the Optimal Path to Private CloudEMC
The document discusses three approaches to building a private cloud infrastructure: integrated infrastructure systems, reference architectures, and building your own systems. It finds that integrated infrastructure systems reduce overall costs by 55% and time to deployment by 65% compared to traditional approaches. Reference architectures also provide advantages in reducing costs by 25% and deployment time by 25%. Both approaches deliver significant benefits in efficiency and agility over building systems independently.
This document discusses cloud computing, including its benefits and risks for businesses. Cloud computing provides shared IT resources over the internet on-demand, allowing businesses to avoid large upfront costs. It can increase efficiency and scalability while reducing costs. However, it also presents security risks to sensitive data if responsibilities between clients and providers are not clear or if standards lack. When selecting a cloud provider, businesses should carefully consider the provider's security controls, access management, legal policies for data storage, and ability to exit the agreement if needed. Overall, cloud computing offers a potentially cost-effective way to access computing resources but also requires managing risks to data security and privacy.
This benchmark is the result of the collaboration between Burstorm and Rice University and uses a high degree of automation. The scope of the first benchmark is seven suppliers across three continents with a total of 96 different instance types. The benchmark was executed every day, for at least 15 days. The results are normalized to a monthly pricing model to establish the price-performance metrics.
This document discusses the promises and realities of cloud computing. It outlines some of the key promises of cloud computing such as cost savings, increased computing power and automation, and infrastructure simplification. However, it also notes that while technology continues to evolve, users' experiences with the cloud vary and some organizations still question if the cloud can deliver on its promises. The document explores both the positive drivers for cloud adoption as well as areas like data control, performance, and security that are still works in progress.
Cloud service providers survey breaking through the cloud adoption barriers- ...Christophe Monnier
- Providers expect their cloud revenue to almost double from 27% to 50% of total revenue in the next 2 years as adoption increases.
- The top reported customer motivations for cloud are cost reduction and speed to adoption. Providers' biggest challenge is demonstrating clear cost savings.
- Functions already commonly migrated to cloud include email/collaboration, sales/marketing, and office productivity tools. A wider range of functions are expected to migrate in the next 2 years.
The Future of Cloud Transformation and Its Impact on Customer Experiences.pdfPetaBytz Technologies
Cloud transformations are becoming more common. Is your company ready to handle the transition? Petabytz Technologies assists businesses in making the transition to cloud-based solutions. For more information, please visit petabytz.com or call +91 89779 15322.
Strategic Business Challenges in Cloud Systemsneirew J
For the past few years, the evolution of cloud computing has been potentially becoming one of the major
advances in the history of computing. But is cloud computing the saviour of business? Does it signal the
demise of the corporate IT functionality entirely? However, if cloud computing has to achieve its potential,
there is a need to have a clear understanding of various issues involved, both from the perspectives of the
providers and the consumers related to the technology, management and business aspects. Objective of this
research is to explore the strategic business, management and technical challenges existing in cloud
systems. It is believed that adopting a methodology and suggesting a corresponding architectural
framework would serve as a potential comprehensive conceptual tool, which shows path for mitigating
challenges and hence effort are put in bringing in by mentioning a suitable methodology and its brief
description. It concludes that International Business Machine Common Cloud Management Platform is one
way to realize the combined features of various models such as Hub & Spoke Model as a quality of
Governance model; Gen-Spec Research Methodology design for semantic and quality research studies into
one in the form of Reference Architecture. However in order to realize the full potential of the CustomerRespond-Adapt-Sense-Provider
(conceptual) methodology for dealing with semantics, it is important to
consider Internet of Things Architecture Reference Model where in the resources are translated into
Services.
This document discusses project management strategies for cloud computing projects. It begins by defining cloud computing and its various models like IaaS, PaaS, and SaaS. It then discusses common causes of failure for cloud projects, such as undefined success criteria, unquantified advantages, lack of accountability, and failure to manage applications and costs. The document recommends addressing these risks through effective scoping, change management, and an agile project methodology. Defining strategies, requirements, and risks upfront can help boost success rates for cloud computing projects.
The Cloud Playbook showcases how Booz Allen’s Cloud Analytics Reference Architecture can be utilized to build technology infrastructures that can withstand the weight of massive data sets - and deliver the deep insights organizations need to drive innovation.
Achieve Economic Synergies by Managing Your Enterprise Assets In The CloudDr. HJ Raza, Ph.D/MBA
Time to market and rapid response to market demands are now utmost priorities for any size organization. When compared to conventional internal infrastructure, Cloud-based solutions meet this requirement better than ever. Cloud-based solutions are easy to implement, more cost efficient, and robust enough to meet enterprise demands such as auto-scalability, disaster recovery, and fail-over.
What are the advantages of adopting public cloudNicole Khoo
Public cloud computing provides organizations flexibility, cost reduction, and regular automatic upgrades. Some key benefits of adopting public cloud include flexibility for employees to access data remotely, reduced IT costs as organizations pay only for the resources they use, and automatic software/hardware upgrades managed by cloud providers. However, security is a primary concern for organizations considering public cloud. Service level agreements and ensuring robust security controls, privacy policies, and technical measures can help address these concerns. Migrating workloads to public cloud requires validating applications' technical portability and compliance.
Booz Allen's Cloud cost model offers a total-value perspective on IT cost that evaluates the explicit and implicit value of a migration to cloud-based services.
The document provides perspectives on determining the right cloud environment from telecommunications and retail industries. For telecommunications companies, their significant existing technology investments and in-house IT skills mean they are well positioned for private cloud initially to maximize the value of these assets. However, a hybrid approach utilizing both private and public cloud may be most suitable. For retailers, prioritizing quick customer engagement means public cloud is often the best starting point due to limited infrastructure investments and skills. Both industries may eventually use a hybrid cloud model combining private and public cloud capabilities depending on their evolving needs and skills. Key considerations when choosing a cloud environment include control, compliance, integration needs and operational complexity.
Cloud Computing is an information technology gold rush. Everything from social media and smart phones to streaming video and additive games come from the cloud. This revolution has also driven many to wonder how they can retool themselves to take advantage of this massive shift. Many in IT see the technology as an opportunity to accelerate their careers but in their attempt to navigate their cloud computing future, the question of what type of training, vendor-neutral or vendor-specific, is right for them
The Federal government today is in the midst of a revolution. The revolution is challenging the norms of government by introducing new ways of serving the people. New models for creating services and delivering information; new policies and procedures that are redefining federal acquisition and what it means to be a federal system integrator. This revolution also lacks the physical and tangible artifacts of the past. Its ephemeral nature, global expanse and economic impact all combine in a tidal wave of change. This revolution is called cloud computing.
An Analysis of the Existing Frameworks in Cloud Computing Adoption and Introd...IJERA Editor
This document proposes a new framework called RAF (Risk Assessment Framework) for evaluating cloud computing adoption projects. It summarizes existing frameworks and identifies their limitations, such as a lack of guidance on key adoption challenges. The proposed RAF framework assesses projects based on a 5-phase roadmap for adoption: analysis, planning, adoption, migration, and management. It provides a set of questions for each phase and weights the questions based on perceived impact to determine how closely a project followed best practices. The RAF aims to minimize risks and increase the success of cloud adoption projects.
Since announcing its “Cloud First” policy in 2010, the Federal government has correctly identified cloud computing as a way to reduce costs and improve the use of existing assets, and has accordingly prioritized its adoption. It has also taken judicious steps to protect Federal networks from nefarious cyber-attacks and promote the dissemination of best practices for cybersecurity. The Federal government has also embraced mobility as a means to conduct work from any location. But until now, the implementation of these initiatives has been fragmented and lacked coordination across Federal agencies. This paper offers a framework for integrating these programs in a way that enables the Federal government to realize the economic, technological, and mission-effectiveness benefits of cloud services while simultaneously meeting current Federal cybersecurity
requirements. It advocates shifting from a compliance-based cybersecurity paradigm to
one that is risk-based and focusing on how to most effectively secure their implementation of cloud services.
Cloudonomics: The Economics of Cloud ComputingRackspace
The document discusses four key mechanisms through which Cloud Computing generates cost savings for organizations:
1) By lowering the opportunity cost of running technology through more efficient use of resources.
2) By allowing for a shift from capital expenditure to operating expenditure, providing more flexibility.
3) By lowering the total cost of ownership of technology over time.
4) By giving organizations the ability to focus on core business activities rather than managing infrastructure. Case studies are provided to illustrate how these savings can be realized in practice.
This document discusses how adopting a hybrid cloud solution can transform an IT manager's role from a reactive maintainer of infrastructure to a proactive leader focused on addressing business needs. It emphasizes that a hybrid cloud, which combines on-premise and public cloud resources, allows IT managers to automate routine tasks and focus on more strategic opportunities through tools that integrate different environments. The document provides guidance on developing an effective cloud governance strategy by focusing on goals, metrics, processes and operations. It also outlines management, builder, developer and intermediary tools that can help streamline processes in a hybrid cloud environment.
This document proposes a new framework called Actionable Knowledge As A Service (AKAAS) for managing knowledge in cloud computing environments. It discusses how traditional knowledge management systems are challenged by cloud computing and social/technological changes. The framework aims to provide on-demand, customizable knowledge to users based on their needs and interactions. It argues that user behaviors and needs should be the focus, rather than just the volume of published content. Analytics using data on user interactions are proposed to help discover knowledge tailored to specific contexts. The goal is to evolve from push-based knowledge delivery to personalized, actionable knowledge acquisition.
IDC: Selecting the Optimal Path to Private CloudEMC
The document discusses three approaches to building a private cloud infrastructure: integrated infrastructure systems, reference architectures, and building your own systems. It finds that integrated infrastructure systems reduce overall costs by 55% and time to deployment by 65% compared to traditional approaches. Reference architectures also provide advantages in reducing costs by 25% and deployment time by 25%. Both approaches deliver significant benefits in efficiency and agility over building systems independently.
This document discusses cloud computing, including its benefits and risks for businesses. Cloud computing provides shared IT resources over the internet on-demand, allowing businesses to avoid large upfront costs. It can increase efficiency and scalability while reducing costs. However, it also presents security risks to sensitive data if responsibilities between clients and providers are not clear or if standards lack. When selecting a cloud provider, businesses should carefully consider the provider's security controls, access management, legal policies for data storage, and ability to exit the agreement if needed. Overall, cloud computing offers a potentially cost-effective way to access computing resources but also requires managing risks to data security and privacy.
This benchmark is the result of the collaboration between Burstorm and Rice University and uses a high degree of automation. The scope of the first benchmark is seven suppliers across three continents with a total of 96 different instance types. The benchmark was executed every day, for at least 15 days. The results are normalized to a monthly pricing model to establish the price-performance metrics.
This document discusses the promises and realities of cloud computing. It outlines some of the key promises of cloud computing such as cost savings, increased computing power and automation, and infrastructure simplification. However, it also notes that while technology continues to evolve, users' experiences with the cloud vary and some organizations still question if the cloud can deliver on its promises. The document explores both the positive drivers for cloud adoption as well as areas like data control, performance, and security that are still works in progress.
Cloud service providers survey breaking through the cloud adoption barriers- ...Christophe Monnier
- Providers expect their cloud revenue to almost double from 27% to 50% of total revenue in the next 2 years as adoption increases.
- The top reported customer motivations for cloud are cost reduction and speed to adoption. Providers' biggest challenge is demonstrating clear cost savings.
- Functions already commonly migrated to cloud include email/collaboration, sales/marketing, and office productivity tools. A wider range of functions are expected to migrate in the next 2 years.
The Future of Cloud Transformation and Its Impact on Customer Experiences.pdfPetaBytz Technologies
Cloud transformations are becoming more common. Is your company ready to handle the transition? Petabytz Technologies assists businesses in making the transition to cloud-based solutions. For more information, please visit petabytz.com or call +91 89779 15322.
Strategic Business Challenges in Cloud Systemsneirew J
For the past few years, the evolution of cloud computing has been potentially becoming one of the major
advances in the history of computing. But is cloud computing the saviour of business? Does it signal the
demise of the corporate IT functionality entirely? However, if cloud computing has to achieve its potential,
there is a need to have a clear understanding of various issues involved, both from the perspectives of the
providers and the consumers related to the technology, management and business aspects. Objective of this
research is to explore the strategic business, management and technical challenges existing in cloud
systems. It is believed that adopting a methodology and suggesting a corresponding architectural
framework would serve as a potential comprehensive conceptual tool, which shows path for mitigating
challenges and hence effort are put in bringing in by mentioning a suitable methodology and its brief
description. It concludes that International Business Machine Common Cloud Management Platform is one
way to realize the combined features of various models such as Hub & Spoke Model as a quality of
Governance model; Gen-Spec Research Methodology design for semantic and quality research studies into
one in the form of Reference Architecture. However in order to realize the full potential of the CustomerRespond-Adapt-Sense-Provider
(conceptual) methodology for dealing with semantics, it is important to
consider Internet of Things Architecture Reference Model where in the resources are translated into
Services.
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenariosOliver Barreto Rodríguez
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenarios is a white paper made with the intention to provide insights of MODAClouds project and easily identify valueble usage by cloud players
The document provides a methodology for migrating applications and infrastructure to the cloud in 4 phases - definition, design, migration, and management. In the definition phase, business needs are evaluated to define a cloud strategy and migration roadmap. In design, a cloud vendor is selected and applications are assessed for cloud readiness. A cloud architecture is developed along with a migration plan. In migration, resources and applications are moved to the cloud in batches while testing. Finally, management involves automation, monitoring, and knowledge transfer. Key considerations for cloud migration include change management, integration needs, data management strategies, and security.
Our Cloud Consulting and Advisory Practice works with organizations to assess, plan, design, and execute successful digital transformation, while addressing a range of considerations, from technical effort and cost to governance and regulatory requirements.
Tech Mahindra ' s Managed Platform for Adaptive Cloud (mPAC) Tech Mahindra
This Technology Spotlight discusses the management capabilities enterprises will need to optimize the cost and performance of hybrid, multicloud environments in the era of DevOps and digital transformation.
Adopting Multi-Cloud Services with ConfidenceKevin Hakanson
In transitioning to multi-cloud, IT organizations have the same responsibility to provide quality service and operational security yet have a much greater need to understand how to efficiently govern and manage these disparate cloud services.
In this session, we will examine some key patterns and models taken from a Cloud Adoption Framework through a multi-cloud lens. The presentation will include a mixture of high-level guidance, examples where vocabulary and terminology differ, and opinions on when to utilize cloud-agnostic vs cloud-native technologies for strategic decisions.
Attendees will leave with a better understanding of how to implement a Cloud Adoption Framework across multiple clouds and a higher level of confidence in their multi-cloud adoption plans.
This document provides an overview of resource management and security in cloud computing. It discusses inter-cloud resource management, resource provisioning models including advance, dynamic and user self-provisioning, and the global exchange of cloud resources. It also covers why cloud security governance is needed, what cloud security governance entails, common challenges around lack of management buy-in, controls, roles and metrics. Finally, it discusses key objectives for an effective cloud security governance model and what virtualized security is compared to traditional physical security.
Learn how to leverage software on premise infrastructure and public cloud to automate common IT and business processes, create a better user experience and save money
The document discusses principles for successful cloud adoption, including establishing a Chief Cloud Officer (CCO) and Cloud Business Office (CBO). The CCO focuses on building strategy based on leadership, communication, and people. The CBO manages cloud services adoption and helps control costs. Key aspects of cloud adoption discussed are governance, migration, operations, and economics optimization.
Hybrid Cloud - Key Benefits & Must Have RequirementsJohn Katrick
Hybrid Cloud - Key Benefits & Must Have Requirements : Gartner says by 2020, a corporate "No-Cloud" Policy will be as rare as a "No-Internet" policy is today as per this article and specifically the Infrastructure as a Service (IaaS) market is projected to continue to grow more than 25 percent per year through 2019. This surge in cloud adoption also represents a huge shift in cloud spending by IT organizations, directly or indirectly affecting more than $1 trillion dollars in Cloud IT purchases by 2020, according to Gartner.
Crosscode provides tools to automate IT governance in today's decentralized environments. Their Panoptics platform automatically discovers applications and databases, maps dependencies, and enables impact analysis of changes. The new Governance Operating System (GOeS) sits atop Panoptics and allows users to create rules that automate governance by alerting when changes violate rules. This helps revolutionize governance in a way that is compatible with modern development speeds.
A managed journey to the cloud requires that IT Leaders:
- Engage Lines of Business leaders as partners
- Establish a cloud migration strategy that meets the needs of the business
- Enlists their key technology providers' commitment to that strategy
Hear more at the 2016 Quest Executive Forum in Las Vegas on April 12.
The document provides a roadmap for successfully migrating applications to public cloud services. It outlines 6 key steps: 1) Assess applications and workloads for cloud readiness, 2) Build a business case, 3) Develop a technical approach, 4) Adopt a flexible integration model, 5) Address security and privacy requirements, and 6) Manage the migration. Each step provides guidance on important considerations and best practices for a strategic application migration to public cloud computing.
Enterprise Cloud Strategy - Facts, FAQs and Implementation StepsMarianne Harness
Today's time for every enterprise, it becomes necessary to implement a cloud migration to decrease expenditure, maintenance of the data center. Understand and develop an enterprise cloud. Here is a guide for Enterprise Cloud Strategy that includes Facts, FAQs, and Implementation Steps. Visit https://www.netsolutions.com/insights/enterprise-cloud-strategy/
The document discusses implementing a Cloud Enabled Data Center (CEDC) using infrastructure as a service (IaaS). Key points include:
1) A CEDC combines advantages of public and private clouds by providing standardized, automated IaaS resources on-premise for increased security, customization and quality of service control.
2) Common business drivers for a CEDC include managing costs, responding quickly to changing needs, and faster time to deploy new services.
3) Risks include lack of alignment between IT and business units on services, inadequate governance, and resistance to change.
4) Benefits are ability to quickly shift focus to core business needs and lower costs of deployment
This document discusses cloud computing and its potential benefits for organizations. It defines cloud computing and describes deployment and service models. The key benefits of cloud computing include lower costs, faster deployment of applications, scalability, and improved organizational agility. However, security, lack of standards, and regulatory compliance are challenges. The adoption of cloud computing is increasing but still early, with most activity from early adopters.
Architecting your Cloud Strategy - Part One.vsdxGareth Llewellyn
This document discusses establishing a strategy for introducing cloud-based changes to an organization using architecture. It emphasizes the importance of having an established business vision and strategy aligned to cloud strategy. The cloud reference model shown provides a visual overview of key considerations for a cloud strategy, including public vs private options, hybrid models, software as a service, platform as a service, infrastructure as a service, and more. Architectural methodologies can help provide a managed approach to defining cloud strategy and governing implementations to ensure business value.
Similar to AgilePath WhitePaper Cloud Gov Lifecycle (20)
1. Exploring the Cloud Governance
Lifecycle™
Accelerating the Transition to a Cloud-Centric
Leadership Organization™
An IT Executive Perspective™ from AgilePath Corporation
January 24, 2011
AGILEP ATH CORPORATION
38 MERRIMAC. STREET
NEWBURYPORT, MA 01950
“Accelerating Enterprise Agility”
2. Executive Summary
Cloud computing is high on the Gartner Group hype cycle for many reasons. The good reasons focus on the
compelling benefits offered by Cloud computing to adopters, regardless of the public-private-hybrid Cloud
deployment scenarios, and regardless of the pattern of Cloud desired. The benefits will ultimately be realized as
this technology matures and becomes mainstream. However, a number of Cloud obstacles remain to be
addressed, including the security concerns, the lack of industry standards for APIs, and ensuring cloud
portability, interoperability and integration.
However, a larger challenge remains, which is the topic of focus in this whitepaper: Cloud Governance.
AgilePath feels that a Cloud Governance framework will not only help large enterprises make the best strategic
and architectural choices with respect to Cloud, but will provide a next generation IT resource management
model that will pave the way for the future of IT organizations going forward.
For Commercial and Federal Government organizations, Cloud computing and Cloud governance will bring
important changes to the ways in which IT resources and capabilities are specified, architected, acquired,
implemented, integrated, managed, provisioned, consumed, and ultimately retired. This whitepaper offers not
only an end-to-end view of Cloud governance, but it paints a future vision for Information Technology that will
help it remain relevant in an age where, increasingly, IT organizations are disintermediated from their business
customers by global forces of outsourcing, managed services and public Clouds, while demand for customer
service, reliability, performance and results remains high. IT must adapt to these forces, and the Cloud
Governance Lifecycle offers a way out of the quandary. We call organizations that adopt this approach Cloud-
Centric Leadership Organizations.
Cloud-Centric Leadership organizations have an opportunity to be proactive with Cloud computing, both from a
technical and architecture perspective, but more importantly from an acquisition, governance and management
perspective. This whitepaper details a course of action that is both daring yet pragmatic, and offers a vision for
the IT organization of the future.
The Cloud Governance Lifecycle offers a pathway to an integrated model for managing, provisioning and
governing for all IT resources, whether they are internal resources, 3rd party managed services, or public cloud
resources. An integrated Cloud resource management framework will allow consistent strategy, architecture
acquisition and resource provisioning, supported by IT policies, for the consumption of resources, with the
support of a new IT governance capability. Fortune favors the bold. IT leadership must act quickly and
decisively to establish an integrated model for IT resource management, and provide a means to optimize total
lifecycle costs for all IT resources.
Introduction
Every new technology trend usually creates a vacuum in the form of key IT disciplines that will help with the
adoption, insertion and value creation from that new technology. Information Technology (IT) acquisition
processes tend to be strained with new technologies. There is typically a lack of industry standards for the new
technologies. Proven methodologies and guidance as to how best to adopt these new technologies are almost
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3. always missing. And finally, Enterprise IT governance processes tend to strain or fracture with the rise of new
technologies.
The new IT buzz centers on Cloud computing. Cloud computing will challenge existing IT management and
governance paradigms much as previous technology trends did. This white paper explores the impact of Cloud
computing on IT governance, and develops the concept of a Cloud Governance Lifecycle. In reality, Cloud
computing requires a lifecycle of lifecycles, depending on the approach an organization pursues with Cloud. As
this exciting technology trend accelerates, the governance issues will become increasingly critical.
Definition of Cloud Governance
Cloud Governance is a new concept, and so we must spend some time on terminology. Cloud Governance
refers to the decision making processes, criteria and policies involved in the planning, architecture, acquisition,
deployment, operation and management of a Cloud computing capability.
Cloud governance in many respects resembles SOA governance, except that Cloud is focused on a different type
of enterprise resources, or Services, that may or may not overlap with SOA services. Both SOA and Cloud
computing are service-oriented architectures at their core. Both have Consumers and Providers, connected
together by a service contract and service-level agreements (SLA). Both are trust-based resource models, in
which consumers have a dependency on the provider to ensure reliably and assurance that the needed
resources will be there when they are needed.
SOA capabilities can be embedded in and delivered by a Cloud architecture, or Cloud can be applied to the
infrastructure services of a SOA strategy. Of course, combinations of both can also be contemplated. However,
the relative newness of Cloud demands more focused attention on its unique governance requirements. To that
end, we have developed a Cloud Governance Lifecycle model.
The proposed Cloud Governance Lifecycle™ describes the end-to-end requirements of Cloud Governance, from
planning, architecture and deployment to bursting, switching Cloud providers, and offboarding from a Cloud in
the event an organization chooses to move capabilities back in-house from a public Cloud, or even migrate them
to dedicated infrastructure resources.
Framing the Cloud Governance Challenge
Developing a Cloud computing governance lifecycle requires some work to frame the scope of the problem,
especially given the immaturity of Cloud computing and the broad range of solutions it encompasses. With
NIST’s simple model of Infrastructure as a Service (IaaS), Platform as a Service (PaaS) and Software as a Service
(SaaS), we can frame the discussion at a fundamental level. However, given that there are many variations of
clouds, or cloud patterns, that can be created and deployed based on a rich set of potential business use cases,
we need an extensible approach that can cover them all. While NIST’s model is a start, it by no means reflects
the richness and variety of Cloud patterns in the industry.
The choice of Cloud deployment patterns also adds a layer of complexity on the Cloud Governance Lifecycle
discussion. Whether you deploy an internal private Cloud, or leverage public cloud service offerings, or go with
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4. a hybrid approach that leverages the best of both worlds, you must still understand the complete cloud
governance lifecycle requirements. There is no free lunch, as they say, but there may be a different or a better
lunch, or you may eat in or dine out. Someone must take responsibility for the intersections of the various
Cloud governance requirements.
Introducing the Cloud Governance Lifecycle
The Cloud Governance Lifecycle encompasses five broad categories of requirements, as illustrated in Figure 1
below:
Figure 1: Cloud Governance Categories
These Cloud governance categories are described in the sections that follow.
Cloud Strategy and Planning: Describes the processes and policies that relate to Cloud strategy development,
planning, business case development, analysis of alternatives, go/no go criteria, and related Cloud planning
steps.
Cloud Architecture, Design and Deployment: Describes the processes and policies relating to development of a
Cloud Reference Model, a supporting Cloud Reference Architecture, and ultimately the design and deployment
of a Cloud (Internally) or to a Cloud (externally) based on Cloud use cases, documentation of appropriate Cloud
enablement and deployment patterns. Also included in this section are Cloud security models and architectures,
which will be critical to success of all Cloud deployments.
Cloud Acquisition, Vendor Selection and Negotiation: Describes the processes and policies focused on Cloud
acquisition, vendor evaluation, comparison and selection, and contract negotiations, which must include SLA
definition, Quality of Service definition, and appropriate security, business assurance and operational
requirements.
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5. Resource Provisioning and Management: This tier of Cloud governance focuses on the processes and policies
surrounding requirements for resource enablement, installation and readiness, provisioning and management.
These activities are all about establishing the Cloud resource pool, providing access to and provisioning those
resources, and ultimately managing the Cloud resources.
Cloud Operations and Runtime Management: Describes the processes and policies focused on the operational
management of a Cloud, including the monitoring, network and systems management functions, capability
monitoring, alarming and fault notification, and all related operational and runtime management processes.
Taken together, these five areas of Cloud Governance can be represented as an end-to-end set of connected
processes that should be considered when determining what a particular organization’s Cloud Governance
Lifecycle should be. The end-to-end view of the Cloud Governance Lifecycle is described below.
The Detailed End-to-End Cloud Governance Lifecycle
The detailed Cloud Governance Lifecycle is illustrated in Figure 2 below. While the chevrons denote high-level
activities of the Cloud Governance Lifecycle, in reality there are many fine-grained details required to design and
implement a robust end-to-end Cloud Governance model.
Figure 2: Detailed Cloud Governance Lifecycle Overview
The major activities of the Cloud Governance Lifecycle are explored in the sections below.
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6. Cloud Strategy & Planning
The Cloud Strategy and planning process, at a high level involves making clear choices about what Cloud
computing means to an organization, what mission, business and IT challenges are making you consider Cloud
solution, and formally documenting a Cloud strategy that enables the enterprise. The high-level steps involved
in this strategic level of Cloud governance are illustrated below.
The governance requirements here focus on a business- and mission-aligned Cloud strategy, with explicit formal
documentation of what a Cloud strategy will do for the enterprise in cost savings, mission enablement, IT
operating efficiencies, optimization of resources, and more. Ultimately, the governance decision at this level is
whether to formally pursue Cloud computing, or to wait and see. A bridging tactic might be to experiment with
Proof of Concepts and Pilots, which will help make the strategic decisions about Cloud less risky.
Cloud Architecture, Design and Deployment
The Cloud Architecture, Design and Deployment processes involve critical governance requirements related to
Cloud Reference Model and Reference Architecture development, alignment to key Cloud industry standards
(which are admittedly immature), Cloud solution design (for your unique Cloud enablement and deployment
pattern requirements), Cloud security, Cloud integration, interoperability and portability, and also Cloud testing,
quality assurance. The key activities are illustrated below.
The Cloud Architecture, Design and Deployment activities must explicitly address Cloud security, should
embrace the lack of mature Cloud standards until they mature, and must also investigate models for distributed
testing of Cloud-enabled capabilities for the diverse range of Cloud enablement patterns and deployment
patterns. Cloud architecture governance is very important in the early stages of adoption!
Cloud Acquisition and Contracting
Cloud Acquisition and Contracting governance activities focus on Cloud acquisition, vendor evaluation,
comparison and selection, and contract negotiations, which must include SLA definition, Quality of Service
definition, and appropriate security, business assurance and operational requirements. Key activities are
illustrated below.
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7. The primary thrust of Cloud Acquisition and Contracting governance is to bring discipline and proactive
contracting processes to bear on the emerging Cloud domain, especially given that many organizations are using
public Clouds to bypass their current slow and outdated IT acquisition and governance processes to meet
market place and business demands.
Resource Provisioning and Management
Cloud Resource Provisioning and Management governance processes center on requirements for capacity
planning, ensuring the Cloud resource pool is elastic and dynamically provisionable, and that you can plan
capacity ahead of demand for that capacity. Just-in-time capacity, in a Cloud-centric world, is too late. The
Cloud business and operating model must be anticipatory and proactive. Key activities for this group of
requirements are illustrated below.
These activities are all about establishing the Cloud resource pool, ensuring it is dynamically provisionable, that
it not only meets mission and business needs but anticipates them. These processes must provide access to and
provision those resources, and ultimately manage the Cloud resources per the Cloud strategy and operating
model that is desired. Other key activities here include Cloud monitoring, management, operations and
support, maintenance, versioning and sustainment of the Cloud environment on behalf of its consumers.
Cloud Contingency Planning and Resource/Provider Management
Cloud Contingency Planning and Resource/Provider Management focuses on the governance processes and
activities that enable a robust, reliable and agile Cloud environment to be established. The major types of
activities for Cloud contingency planning are illustrated below.
The Cloud contingency planning requirements include explicit plans for Cloud busting, or leveraging public Cloud
resources in times of peak demand, switching Cloud service providers, migrating from private to public and back,
as needed, and even offboarding from a public Cloud back to your internal Cloud. Governance requirements
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8. here should also address continuity of operations (COOP), disaster recovery (DR) scenarios, back-up procedures,
and other related needs.
Implications for IT Leadership and Cloud-Centric Leadership Organizations
The Cloud Governance Lifecycle above provides a structured basis for CIOs, CTOs and Chief Architects to plan,
architect, acquire and operate a Cloud-enabled environment in support of their business, mission and IT
objectives. However, the greater opportunity for IT leaders is to establish an integrated Cloud management and
governance framework, layered over a hybrid or private-hybrid Cloud architecture, and begin to define and
implement the IT organizational and operating model of the future. This approach is the pathway to becoming a
Cloud-Centric Leadership Organization.
IT Leadership must begin to proactively acquire and broker IT resources, as a set of integrated, managed Cloud-
enabled resources, and provision them in the “capacity-ahead-of-demand” model described above. IT
Leadership must create an environment where it can manage all IT resources – infrastructure, data center,
application middleware, application platforms, and even SaaS-based applications – through a singular IT
governance construct, and essentially empower their internal business consumers to self-service access to IT
resources and capabilities. An integrated Cloud management and governance framework will enable Cloud
resource consumers to compare prices, evaluate offerings, service levels, and ultimately consume only the IT
resources they want, when they want, yet in a proactive model that is established, managed and maintained by
the IT organization. IT organizations of the future must act as the relationship manager to all business units and
consumers of IT resources. IT organizations must once again become the trusted acquisition agent, broker and
provisioner of all IT resources, regardless of whether they are internal, external or managed services from
trusted suppliers.
IT Leadership must envision and realize the processes of the Next Generation of IT. The new role of IT
Leadership is illustrated in the figure below, and each of these requirements is explained in the sections that
follow.
Enterprise Services Computing Strategy: IT Leadership must define a comprehensive framework for Enterprise
Services Computing, which includes SOA, Cloud and all managed services, again irrespective of whether they are
internal, external or managed services provided by trusted partners.
Business/Mission Relationship Management: IT Leadership must define processes and roles to become a
trusted advisor, partner and relationship manager for its business units, key programs and projects, and IT
resource consumers. As with the IT organization of the future, in order to avoid disintermediation, IT
organizations must be relevant and proactive on behalf of its consumers.
IT Resources Acquisition & Contracts Management: IT Leadership must proactively establish relationships,
acquisition processes, contracts and SLAs with potential IT resource providers, again, in a capacity-ahead-of-
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9. demand paradigm. Based on the Business/Mission Relationship Management role described above, IT
Leadership can begin to develop the acquisition and contracts necessary to support anticipatory provisioning of
Cloud services and other IT resources to its business and mission consumers.
IT Resource Portfolio Management: IT Leadership must develop an integrated portfolio of Enterprise
computing resources, including Cloud services, infrastructure services, SOA services, managed services and
other, and allow the transparent comparison of the prices, SLAs, availability, and other terms and conditions,
such that the consumers can easily access, consume and manage based on a self-service, self-governance
model. IT Leadership will manage investments in the portfolio, optimize choices and drive standardization, and
in this way achieve tremendous savings in IT spending.
IT Resources Brokering: IT Leadership must use the Cloud governance concepts in this whitepaper to create an
IT resource brokering role , supported by self-service portals, Cloud management and governance processes,
policies and technologies. In this manner, IT Leadership can become the master service broker to its business
partners and end-users in a proactive fashion.
Integrated IT Resources Management: IT Leadership must implement a framework in which it can manage all IT
services as integrated capabilities, acquired and deployed, managed and provisioned, accessed and consumed,
and versioned and maintained using an integrated resources management model. This approach includes Cloud
governance lifecycle processes, technical capabilities, and a new approach to managing IT resources.
A Cloud-Centric Leadership Vision for IT
Based on the model above, IT Leadership can achieve this vision of the IT organization of the future. If IT
leadership chooses to pursue this model, the following vision statements might become reality.
Cloud-Centric Leadership Organizations will redefine the role of the CIO and the IT organization based
on a model of integrated resource management, Cloud-centric governance lifecycle principles, and the
relationship management/resource broker model. This model is the future, and it is closer to reality
than many would care to admit.
Cloud-Centric Leadership Organizations will achieve better optimization of their IT spending on all IT
resources and services, from internal providers, external/3rd party providers, and trusted managed
services and solution partners. This will enable competition and price comparisons, which will create a
consumer-friendly environment while encouraging a cost-optimized environment.
Cloud-Centric Leadership Organizations will establish internal benchmarks for Cloud services to
compare with those of internal and third party public Cloud service providers, which will create a
transparent model by which it can manage IT spending. IT resource providers in this equation will
include any internal or external entity that provides IT resources.
Cloud-Centric Leadership Organizations will deploy hybrid or private-hybrid Clouds that will establish
the technical resource delivery framework for such a model, essentially becoming an internal
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10. relationship manager and integrated services broker for internal, 3rd party and all IT services. While the
Cloud implementation is critical to enabling this integrated resource management and governance
model via the Cloud Governance Lifecycle, you must remember that implementation of the supporting
Cloud management and governance framework is equally critical to the aggregation and integrated
management and provisioning of all IT and Cloud resources.
Cloud-Centric Leadership Organizations can manage and provision highly differentiated business and
IT services and provide them to external consumers, essentially creating new revenue opportunities
and new pathways to innovation. Cloud computing will introduce a new innovation engine by lowering
the threshold and eliminating barriers to IT capabilities. Internal innovation and rapid time to market
will be the result when IT resources are unshackled from outdated IT governance processes that
emphasized “slow” and “no” over “Why not?” and “How fast would you like it?” Cloud-Centric
Leadership Organizations will become enablers to internal innovation by unleashing its IT capacity from
legacy constraints.
Cloud-Centric Leadership Organizations will proactively define and implement the Cloud Governance
Lifecycle framework for integrated services management, procurement, provisioning, cost
allocation/chargeback, resource management and brokering, and in doing so will leap ahead of its
competitors and peers with the vision, processes and capabilities to realize the benefits of a Cloud-
centric enterprise.
This Cloud-Centric vision of the future can be amplified and expanded, but the key points have been made. Your
IT future is here, and you can embrace the opportunity or stand pat with a status quo approach. Again, fortune
favors the bold.
A Cloud-Centric Leadership Action Plan
Should your organization choose to act on these concepts, the following activities might be considered as a high-
level action plan that will transition you to a Cloud-Centric Leadership Organization:
First, you must define the Cloud management and governance strategy, architecture and business case
(Cloud focus, metrics, savings and synergies) quickly to understand the investments, savings, and
operating model of this approach.
Next, you must define your Cloud Management and Governance (CMaG) Lifecycle processes, by
adapting the Cloud Governance Lifecycle above to your needs and requirements, and integrating it into
current Enterprise and IT governance processes.
Third, you must select and deploy a Cloud Management platform to integrate, manage, broker and
provision Integrated Cloud Resources per the model above. This will require vendor evaluation,
selection, pilots/proof of concepts, and the normal due diligence to ensure fit to the vision we have
described above.
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11. Fourth, you should implement an appropriate Cloud computing platform to enable integrated
management and provisioning of internal and external resources. Whether you choose a hybrid
Cloud, or a private-hybrid Cloud, depending on your security requirement and business objectives, keep
in mind that the Cloud is an enabler, while the Cloud Management and Governance model is the secret
sauce. Integrated Cloud management and governance will enable the transition to the Cloud-Centric
Leadership Organization we have described above.
Next, you must integrate the Cloud Governance Lifecycle into your Acquisition, IT Governance and
Program Management Processes, which will enable the proactive, IT resources brokering construct to
become reality.
Finally, you must gather empirical data and metrics to validate the business model for integrated
Cloud management and governance according to your version of the Cloud Governance Lifecycle. You
must have the data and metrics to enable transparent comparison of products/IT capabilities, prices,
SLAs, availability, performance metrics for all internal and external IT resources. This will create a Cloud
resource marketplace that ensures your business customers have choices and transparent pricing to
make the best decisions, all within a model proactively created by the Cloud-Centric Leadership
Organization of the future.
Summary
This whitepaper establishes the foundation of a Cloud Governance Lifecycle, which is the basis for not only
managing and governing your current or future Cloud, but for transitioning into a Cloud-Centric Leadership
Organization. The Cloud Governance Lifecycle must be adapted to your enterprise, and integrated into existing
IT governance processes. However, do not hamstring your future Cloud governance requirements by anchoring
them to an outdated and inefficient legacy IT governance model. Remember, Cloud is an agility-enabling
capability, and should not be bolted onto an inherently cumbersome and slow legacy IT governance model. To
accelerate the transition to a Cloud-Centric Leadership Organization, leverage the action plan above and make it
work for your enterprise. In parallel with planning your Cloud, plan the Cloud Governance Lifecycle that you
need to manage and govern your Cloud. Remember, Cloud computing is the enabler, while Cloud management
and governance is the secret sauce!
For more information please contact:
Sandra G. Callahan
scallahan@agile-path.com
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