A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cloud and Bimodal IT Era

A Tale of Two IT Departments, or How Governance is
Essential in the Hybrid Cloud and Bimodal IT Era
Transcript of a BriefingsDirect discussion on the role of cloud governance and enterprise
architecture and how they work together in the era of increasingly fragmented IT.
Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android.
Sponsor: The Open Group
Dana Gardner: Hello, and welcome to a special BriefingsDirect Thought Leadership Panel
Discussion, coming to you in conjunction with The Open Group's upcoming
conference on July 20, 2015 in Baltimore.
I'm Dana Gardner, Principal Analyst at Interarbor Solutions, and I'll be your host
and moderator as we examine the role that cloud governance and enterprise
architecture play in an era of increasingly fragmented IT.
Not only are IT organizations dealing with so-called shadow IT and myriad proof-
of-concept affairs, there is now a strong rationale for fostering what Gartner calls
Bimodal IT. There's a strong case to be made for exploiting the strengths of several different
flavors of IT, except that -- at the same time -- businesses are asking IT in total to be faster,
better, and cheaper.
The topic before us today is how to allow for the benefits of Bimodal IT or even Multimodal IT,
but without IT fragmentation leading to a fractured and even broken business.
Attend The Open Group Baltimore 2015
July 20-23, 2015
Register Here
Here to update us on the work of The Open Group Cloud Governance initiatives and working
groups and to further explore the ways that companies can better manage and thrive with hybrid
IT are our guests. We're here today with Dr. Chris Harding, Director for Interoperability and
Cloud Computing Forum Director at The Open Group. Welcome, Chris.
Dr. Chris Harding: Thank you, Dana. It’s great to be here.
Gardner: We're also here with David Janson, Executive IT Architect and Business Solutions
Professional with the IBM Industry Solutions Team for Central and Eastern Europe and a leading
contributor to The Open Group Cloud Governance Project. Welcome, David.
David Janson: Thank you. Glad to be here.
Gardner

Gardner: Lastly, we here with Nadhan, HP Distinguished Technologist and Cloud Advisor and
Co-Chairman of The Open Group Cloud Governance Project. Welcome, Nadhan.
Nadhan: Thank you, Dana. It’s a pleasure to be here.
IT trends
Gardner: Before we get into an update on The Open Group Cloud Governance Initiatives, in
many ways over the past decades IT has always been somewhat fragmented. Very few companies
have been able to keep all their IT oars rowing in the same direction, if you will. But today things
seem to be changing so rapidly that we seem to acknowledge that some degree of disparate IT
methods are necessary. We might even think of old IT and new IT, and this may even be
desirable.
But what are the trends that are driving this need for a Multimodal IT? What's accelerating the
need for different types of IT, and how can we think about retaining a common governance, and
even a frameworks-driven enterprise architecture umbrella, over these IT elements?
Nadhan: Basically, the change that we're going through is really driven by the business.
Business today has much more rapid access to the services that IT has
traditionally provided. Business has a need to react to its own customers in a
much more agile manner than they were traditionally used to.
We now have to react to demands where we're talking days and weeks instead of
months and years. Businesses today have a choice. Business units are no longer
dependent on the traditional IT to avail themselves of the services provided.
Instead, they can go out and use the services that are available external to the
enterprise.
To a great extent, the advent of social media has also resulted in direct customer feedback on the
sentiment from the external customer that businesses need to react to. That is actually changing
the timelines. It is requiring IT to be delivered at the pace of business. And the very definition of
IT is undergoing a change, where we need to have the right paradigm, the right technology, and
the right solution for the right business function and therefore the right application.
Since the choices have increased with the new style of IT, the manner in which you pair them up,
the solutions with the problems, also has significantly changed. With more choices, come more
such pairs on which solution is right for which problem. That's really what has caused the change
that we're going through.
A change of this magnitude requires governance that goes across building up on the traditional
governance that was always in play, requiring elements like cloud to have governance that is
more specific to solutions that are in the cloud across the whole lifecycle of cloud solutions
deployment.
Nadhan

Gardner: David, do you agree that this seems to be a natural evolution, based on business
requirements, that we basically spin out different types of IT within the same organization to
address some of these issues around agility? Or is this perhaps a bad thing, something that’s
unnatural and should be avoided?
Janson: In many ways, this follows a repeating pattern we've seen with other kinds of
transformations in business and IT. Not to diminish the specifics about what we're looking at
today, but I think there are some repeating patterns here.
There are new disruptive events that compete with the status quo.
Those things that have been optimized, proven, and settled into sort of
a consistent groove can compete with each other. Excitement about the
new value that can be produced by new approaches generates momentum, and so far this actually
sounds like a healthy state of vitality.
Good governance
However, one of the challenges is that the excitement potentially can lead to overlooking other
important factors, and that’s where I think good governance practices can help.
For example, governance helps remind people about important durable principles that should be
guiding their decisions, important considerations that we don’t want to forget or under-appreciate
as we roll through stages of change and transformation.
At the same time, governance practices need to evolve so that it can adapt to new things that fit
into the governance framework. What are those things and how do we govern those? So
governance needs to evolve at the same time.
There is a pattern here with some specific things that are new today, but there is a repeating
pattern as well, something we can learn from.
Gardner: Chris Harding, is there a built-in capability with cloud governance that anticipates
some of these issues around different styles or flavors or even velocity of IT innovation that can
then allow for that innovation and experimentation, but then keep it all under the same umbrella
with a common management and visibility?
Harding: There are a number of forces at play here, and there are three separate trends that
we've seen, or at least that I have observed, in discussions with members within The Open Group
that relate to this.
The first is one that Nadhan mentioned, the possibility of outsourcing IT. I remember a member’s
meeting a few years ago, when one of our members who worked for a company that was starting
a cloud brokerage activity happened to mention that two major clients were going to do away

with their IT departments completely and just go for cloud brokerage. You could see the jaws
drop around the table, particularly with the representatives who were from company corporate
IT departments.
Of course, cloud brokers haven’t taken over from corporate IT, but there has been
that trend towards things moving out of the enterprise to bring in IT services from
elsewhere.
That’s all very well to do that, but from a governance perspective, you may have
an easy life if you outsource all of your IT to a broker somewhere, but if you fail
to comply with regulations, the broker won’t go to jail; you will go to jail.
So you need to make sure that you retain control at the governance level over what is happening
from the point of view of compliance. You probably also want to make sure that your
architecture principles are followed and retain governance control to enable that to happen.
That’s the ﬁrst trend and the governance implication of it.
In response to that, a second trend that we see is that IT departments have reacted often by
becoming quite like brokers themselves -- providing services, maybe providing hybrid cloud
services or private cloud services within the enterprise, or maybe sourcing cloud services from
outside. So that’s a way that IT has moved in the past and maybe still is moving.
Third trend
The third trend that we're seeing in some cases is that multi-discipline teams within line of
business divisions, including both business people and technical people, address the business
problems. This is the way that some companies are addressing the need to be on top of the
technology in order to innovate at a business level. That is an interesting and, I think, a very
healthy development.
So maybe, yes, we are seeing a bimodal splitting in IT between the traditional IT and the more
ﬂexible and agile IT, but maybe you could say that that second part belongs really in the line of
business departments, rather than in the IT departments. That's at least how I see it.
Nadhan: I'd like to build on a point that David made earlier about repeating patterns. I can relate
to that very well within The Open Group, speaking about the Cloud Governance Project. Truth
be told, as we continue to evolve the content in cloud governance, some of the seeding content
actually came from the SOA Governance Project that The Open Group worked on a few years
back. So the point David made about the repeating patterns resonates very well with that
particular case in mind.
Gardner: So we've been through this before. When there is change and disruption, sometimes
it’s required for a new version of methodologies and best practices to emerge, perhaps even
Harding

associated with specific technologies. Then, over time, we see that folded back in to IT in
general, or maybe it’s pushed back out into the business, as Chris alluded to.
My question, though, is how we make sure that these don’t become disruptive and negative
influences over time. Maybe governance and enterprise architecture principles can prevent that.
So is there something about the cloud governance, which I think really anticipates a hybrid
model, particularly a cloud hybrid model, that would be germane and appropriate for a hybrid IT
environment?
David Janson, is there a cloud governance benefit in managing hybrid IT?
Janson: There most definitely is. I tend to think that hybrid IT is probably where we're headed. I
don’t think this is avoidable. My editorial comment upon that is that’s an
unavoidable direction we're going in. Part of the reason I say that is I think there's
a repeating pattern here of new approaches, new ways of doing things, coming into
the picture.
And then some balancing acts goes on, where people look at more traditional ways
versus the new approaches people are talking about, and eventually they look at
the strengths and weaknesses of both.
There's going to be some disruption, but that’s not necessarily bad. That’s how we drive change
and transformation. What we're really talking about is making sure the amount of disruption is
not so counterproductive that it actually moves things backward instead of forward.
I don’t mind a little bit of disruption. The governance processes that we're talking about, good
governance practices, have an overall life cycle that things move through. If there is a way to
apply governance, as you work through that life cycle, at each point, you're looking at the
particular decision points and actions that are going to happen, and make sure that those
decisions and actions are well-informed.
We sometimes say that governance helps us do the right things right. So governance helps people
know what the right things are, and then the right way to do those things..
Bimodal IT
Also, we can measure how well people are actually adapting to those “right things” to do.
What’s “right” can vary over time, because we have disruptive change. Things like we are
talking about with Bimodal IT is one example.
Within a narrower time frame in the process lifecycle,, there are points that evolve across that
time frame that have particular decisions and actions. Governance makes sure that people are
well informed as they're rolling through that about important things they shouldn’t forget. It’s
Janson

very easy to forget key things and optimize for only one factor, and governance helps people
remember that.
Also, just check to see whether we're getting the benefits that people expected out of it. Coming
back around and looking afterward to see if we accomplish what we thought we would or did we
get off in the wrong direction. So it’s a bit like a steering mechanism or a feedback mechanism,
in it that helps keep the car on the road, rather than going off in the soft shoulder. Did we
overlook something important? Governance is key to making this all successful.
Gardner: Let’s return to The Open Group’s upcoming conference on July 20 in Baltimore and
also learn a bit more about what the Cloud Governance Project has been up to. I think that will
help us better understand how cloud governance relates to these hybrid IT issues that we've been
discussing.
Nadhan, you are the co-chairman of the Cloud Governance Project. Tell us about what to expect
in Baltimore with the concepts of Boundaryless Information Flow, and then also perhaps an
update on what the Cloud Governance Project has been up to.
July 20-23, 2015
Register Here
Nadhan: Absolutely, Dana. When the Cloud Governance Project started, the first question we
challenged ourselves with was, what is it and why do we need it, especially given that SOA
governance, architecture governance, IT governance, enterprise governance, in general are all out
there with frameworks? We actually detailed out the landscape with different standards and then
identified the niche or the domain that cloud governance addresses.
After that, we went through and identified the top five principles that matter for cloud
governance to be done right. Some of the obvious ones being that cloud is a business decision,
and the governance exercise should keep in mind whether it is the right business decision to go
to the cloud rather than just jumping on the bandwagon. Those are just some examples of the
foundational principles that drive how cloud governance must be established and exercised.
Subsequent to that, we have a lifecycle for cloud governance defined and then we have gone
through the process of detailing it out by identifying and decoupling the governance process and
the process that is actually governed.
So there is this concept of process pairs that we have going, where we've identified key
processes, key process pairs, whether it be the planning, the architecture, reusing cloud service,
subscribing to it, unsubscribing, retiring, and so on. These are some of the defining milestones in
the life cycle.
We've actually put together a template for identifying and detailing these process pairs, and the
template has an outline of the process that is being governed, the key phases that the governance
goes through, the desirable business outcomes that we would expect because of the cloud
governance, as well as the associated metrics and the key roles.

Real-life solution
The Cloud Governance Framework is actually detailing each one. Where we are right now is
looking at a real-life solution. The hypothetical could be an actual business scenario, but the idea
is to help the reader digest the concepts outlined in the context of a scenario where such
governance is exercised. That’s where we are on the Cloud Governance Project.
Let me take the opportunity to invite everyone to be part of the project to continue it by
subscribing to the right mailing list for cloud governance within The Open Group.
Gardner: Thank you. Chris Harding, just for the benefit of our readers and listeners who might
not be that familiar with The Open Group, perhaps you could give us a very quick overview of
The Open Group -- its mission, its charter, what we could expect at the Baltimore conference,
and why people should get involved, either directly by attending, or following it on social media
or the other avenues that The Open Group provides on its website?
Harding: Thank you, Dana. The Open Group is a vendor-neutral consortium whose vision is
Boundaryless Information Flow. That is to say the idea that information should be available to
people within an enterprise, or indeed within an ecosystem of enterprises, as and when needed,
not locked away into silos.
We hold main conferences, quarterly conferences, four times a year and also regional
conferences in various parts of the world in between those, and we discuss a variety of topics.
In fact, the main topics for the conference that we will be holding in July in Baltimore are
enterprise architecture and risk and security. Architecture and security are two of the key things
for which The Open Group is known, Enterprise architecture, particularly with its TOGAF
Framework, is perhaps what The Open Group is best known for.
We've been active in a number of other areas, and risk and security is one. We also have started a
new vertical activity on healthcare, and there will be a track on that at the Baltimore conference.
There will be tracks on other topics too, including four sessions on Open Platform 3.0. Open
Platform 3.0 is The Open Group initiative to address how enterprises can gain value from new
technologies, including cloud computing, social computing, mobile computing, big data analysis,
and the Internet of Things.
We'll have a number of presentations related to that. These will include, in fact, a perspective on
cloud governance, although that will not necessarily reflect what is happening in the Cloud
Governance Project. Until an Open Group standard is published, there is no official Open Group
position on the topic, and members will present their views at conferences. So we're including a
presentation on that.

Lifecycle governance
There is also a presentation on another interesting governance topic, which is on Information
Lifecycle Governance. We have a panel session on the business context for Open Platform 3.0
and a number of other presentations on particular topics, for example, relating to the new
technologies that Open Platform 3.0 will help enterprises to use.
There's always a lot going on at Open Group conferences, and that’s a brief ﬂavor of what will
happen at this one.
Gardner: Thank you. And I'd just add that there is more available at The Open Group website,
opengroup.org.
Going to one thing you mentioned about a standard and publishing that standard -- and I'll throw
this out to any of our guests today -- is there a roadmap that we could look to in order to
anticipate the next steps or milestones in the Cloud Governance Project? When would such a
standard emerge and when might we expect it?
Nadhan: As I said earlier, the next step is to identify the business scenario and apply it. I'm
expecting, with the right level of participation, that it will take another quarter, after which it
would go through the internal review with The Open Group and the company reviews for the
publication of the standard. Assuming we have that in another quarter, Chris, could you please
weigh in on what it usually takes, on average, for those reviews before it gets published.
Harding: You could add on another quarter. It shouldn’t actually take that long, but we do have a
thorough review process. All members of The Open Group are invited to participate. The
document is posted for comment for, I would think, four weeks, after which we review the
comments and decide what actually needs to be taken.
Certainly, it could take only two months to complete the overall publication of the standard from
the draft being completed, but it’s safer to say about a quarter.
Gardner: So a real important working document could be available in the second half of 2015.
Let’s now go back to why a cloud governance document and approach is important when we
consider the implications of Bimodal or Multimodal IT.
One of things that Gartner says is that Bimodal IT projects require new project management
styles. They didn’t say project management products. They didn’t say, downloads or services
from a cloud provider. We're talking about styles.
So it seems to me that, in order to prevent the good aspects of Bimodal IT to be overridden by
negative impacts of chaos and the lack of coordination that we're talking about, not about a
product or a download, we're talking about something that a working group and a standards
approach like the Cloud Governance Project can accommodate.

David, why is it that you can’t buy this in a box or download it as a product? What is it that we
need to look at in terms of governance across Bimodal IT and why is that appropriate for a style?
Maybe the IT people need to think differently about accomplishing this through technology
alone?
First question
Janson: When I think of anything like a tool or a piece of software, the ﬁrst question I tend to
have is what is that helping me do, because the tool itself generally is not the be-all and end-all
of this. What process is this going to help me carry out?
So, before I would think about tools, I want to step back and think about what are the changes to
project-related processes that new approaches require. Then secondly, think about how can tools
help me speed up, automate, or make those a little bit more reliable?
It’s an easy thing to think about a tool that may have some process-related aspects embedded in it
as sort of some kind of a magic wand that's going to automatically make everything work well,
but it’s the processes that the tool could enable that are really the important decision. Then, the
tools simply help to carry that out more effectively, more reliably, and more consistently.
We've always seen an evolution about the processes we use in developing solutions, as well as
tools. Technology requires tools to adapt. As to the processes we use, as they get more agile, we
want to be more incremental, and see rapid turnarounds in how we're developing things. Tools
need to evolve with that.
But I'd really start out from a governance standpoint, thinking about challenging the idea that if
we're going to make a change, how do we know that it's really an appropriate one and asking
some questions about how we differentiate this change from just reinventing the wheel. Is this an
innovation that really makes a difference and isn't just change for the sake of change?
Governance helps people challenge their thinking and make sure that it’s actually a worthwhile
step to take to make those adaptations in project-related processes.
Once you've settled on some decisions about evolving those processes, then we'll start looking
for tools that help you automate, accelerate, and make consistent and more reliable what those
processes are.
I tend to start with the process and think of the technology second, rather than the other way
around. Where governance can help to remind people of principles we want to think about. Are
you putting the cart before the horse? It helps people challenge their thinking a little bit to be
sure they're really going in the right direction.

Gardner: Of course, a lot of what you just mentioned pertains to enterprise architecture
generally as well.
Nadhan, when we think about Bimodal or Multimodal IT, this to me is going to be very variable
from company to company, given their legacy, given their existing style, the rate of adoption of
cloud or other software as a service (SaaS), agile, or DevOps types of methods. So this isn’t
something that’s going to be a cookie-cutter. It really needs to be looked at company by company
and timeline by timeline.
Is this a vehicle for professional services, for management consulting more than IT and product?
What is n the relationship between cloud governance, Bimodal IT, and professional services?
Delineating systems
Nadhan: It’s a great question Dana. Let me characterize Bimodal IT slightly differently, before
answering the question. Another way to look at Bimodal IT, where we are today, is delineating
systems of record and systems of engagement.
In traditional IT, typically, we're looking at the systems of record, and systems of engagement
with the social media and so on are in the live interaction. Those define the continuously
evolving, growing-by-the-second systems of engagement, which results in the need for big data,
security, and definitely the cloud and so on.
The coexistence of both of these paradigms requires the right move to the cloud for the right
reason. So even though they are the systems of record, some, if not most, do need to get
transformed to the cloud, but that doesn’t mean all systems of engagement eventually get
transformed to the cloud.
There are good reasons why you may actually want to leave certain systems of engagement the
way they are. The art really is in combining the historical data that the systems of record have
with the continual influx of data that we get through the live channels of social media, and then,
using the right level of predictive analytics to get information.
I said a lot in there just to characterize the Bimodal IT slightly differently, making the point that
what really is at play, Dana, is a new style of thinking. It's a new style of addressing the problems
that have been around for a while.
But a new way to address the same problems, new solutions, a new way of coming up with the
solution models would address the business problems at hand. That requires an external
perspective. That requires service providers, consulting professionals, who have worked with
multiple customers, perhaps other customers in the same industry, and other industries with a
healthy dose of innovation.

That's where this is a new opportunity for professional services to work with the CxOs, the
enterprise architects, the CIOs to exercise the right business decision with the rights level of
governance.
Because of the challenges with the coexistence of both systems of record and systems of
engagement and harvesting the right information to make the right business decision, there is a
signiﬁcant opportunity for consulting services to be provided to enterprises today.
Drilling down
Gardner: Before we close off I wanted to just drill down on one thing, Nadhan, that you
brought up, which is that ability to measure and know and then analyze and compare.
One of the things that we've seen with IT developing over the past several years as well is that
the big data capabilities have been applied to all the information coming out of IT systems so that
we can develop a steady state and understand those systems of record, how they are performing,
and compare and contrast in ways that we couldn’t have before.
So on our last topic for today, David Janson, how important is it for that measuring capability in
a governance context, and for organizations that want to pursue Bimodal IT, but keep it governed
and keep it from spinning out of control? What should they be thinking about putting in place,
the proper big data and analytics and measurement and visibility apparatus and capabilities?
Janson: That’s a really good question. One aspect of this is that, when I talk with people about
the ideas around governance, it's not unusual that the ﬁrst idea that people have about what
governance is is about the compliance or the policing aspect that governance can play. That
sounds like that’s interference, sand in the gears, but it really should be the other way around.
A governance framework should actually make it very clear how people should be doing things,
what’s expected as the result at the end, and how things are checked and measured across time at
early stages and later stages, so that people are very clear about how things are carried out and
what they are expected to do. So, if someone does use a governance-compliance process to see if
things are working right, there is no surprise, there is no slowdown. They actually know how to
quickly move through that.
Good governance has communicated that well enough, so that people should actually move
faster rather than slower. In other words, there should be no surprises.
Measuring things is very important, because if you haven’t established the objectives that you're
after and some metrics to help you determine whether you're meeting those, then it’s kind of an
empty suit, so to speak, with governance. You express some ideas that you want to achieve, but
you have no way of knowing or answering the question of how we know if this is doing what we
want to do. Metrics are very important around this.

We capture metrics within processes. Then, for the end result, is it actually producing the effects
people want? That’s pretty important.
One of the things that we have built into the Cloud Governance Framework is some idea about
what are the outcomes and the metrics that each of these process pairs should have in mind. It
helps to answer the question, how do we know? How do we know if something is doing what we
expect? That’s very, very essential.
Gardner: I am afraid we'll have to leave it there. We've been examining the role of cloud
governance and enterprise architecture and how they work together in the era of increasingly
fragmented IT. And we've seen how The Open Group Cloud Governance Initiatives and Working
Groups can help allow for the benefits of Bimodal IT, but without necessarily IT fragmentation
leading to a fractured or broken business process around technology and innovation.
July 20-23, 2015
Register Here
This special BriefingsDirect Thought Leadership Panel Discussion comes to you in conjunction
with The Open Group’s upcoming conference on July 20, 2015 in Baltimore. And it’s not too late
to register on The Open Group’s website or to follow the proceedings online and via social media
such as Twitter, LinkedIn and Facebook.
So, thank you to our guests today. We've been joined by Dr. Chris Harding, Director for
Interoperability and Cloud Computing Forum Director at The Open Group; David Janson,
Executive IT Architect and Business Solutions Professional with the IBM Industry Solutions
Team for Central and Eastern Europe and a leading contributor to The Open Group Cloud
Governance Project, and Nadhan, HP Distinguished Technologist and Cloud Advisor and Co-
Chairman of The Open Group Cloud Governance Project.
And a big thank you, too, to our audience for joining this special Open Group-sponsored
discussion. This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and
moderator for this thought leadership panel discussion series. Thanks again for listening, and do
come back next time.
Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android.
Sponsor: The Open Group
Transcript of a BriefingsDirect discussion on the role of cloud governance and enterprise
architecture and how they work together in the era of increasingly fragmented IT. Copyright The
Open Group and Interarbor Solutions, LLC, 2005-2015. All rights reserved.
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