AWS Cloud Center Excellence Quick Start Prescriptive Guidance
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The document outlines the framework and benefits of establishing a Cloud Centre of Excellence (CCOE) to enhance cloud adoption and governance within an organization. It emphasizes the importance of a structured approach for managing cloud services, improving operational efficiency, and achieving business value through effective cloud transformation strategies. Key aspects discussed include organizational roles, operational models, and best practices for optimizing cloud delivery and collaboration among teams.
AWS Cloud Center Excellence Quick Start Prescriptive Guidance
- 1. © 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved. October 2020 Tom Laszewski, AWS Transformation Advisor Cloud competency center in a box
- 2. Introduction Benefits and roadmap for success
- 3. What is a Cloud Centre of Excellence (CCoE) A Cloud Centre of Excellence (CCoE) is a corporate group or team that leads other employees and the organization as a whole in cloud adoption, migration and operation. Realm of CCoE: Research Evangelize Apply Lead Mentor Known by many names: • Cloud Enablement Engine • Cloud Adoption Office • Cloud Competency Centre • Cloud Capability Centre • Cloud Knowledge Centre • Cloud Tiger Team
- 4. CCoE – Value Realization • Architectural best practices • Operational best practices • Better governance and effective program management • Quicker deployment cycles • Increased collaboration within teams • Faster adoption and migration • Lower cost of IT • Better business value
- 5. The Goal – High Frequency Organization
- 6. Cloud Transformation Maturity Model https://d0.awsstatic.com/whitepapers/AWS-Cloud-Transformation-Maturity-Model.pdf
- 7. Align (3-4 weeks) Launch (3-6 months) Scale (6 months+) Cloud Foundation Team Accelerator Operating Model Workshop Operating Model Blueprint CEE @ Scale Organizational Change Management Program Roadmap for success
- 8. • Prescriptive OR • Advisory • Mission Charter • Key Responsibilities • Key Performance Indicators Execute the actionsEstablish the tenetsChoose the approach1 3 Establish and Align - Details 2 • Build the Team • Identify initial ‘services’ • Assign Pilot Projects • Define Arch Standards • Define Ops Standards • Share Knowledge • Operate & Optimize Plan Design Build & Operate
- 9. CCoE enables success in Cloud Services Adoption Bimodal IT = Marathon Runners and Sprinters Mode 1 - Traditional Mode 2 - DevOps Reliability Goal Agility Price for performance Value Revenue, brand, customer experience Waterfall, V-Model, high- ceremony IID Approach Agile, Kanban, low-ceremony IID Plan-driven, approval- based Governance Empirical, continuous, process-based Enterprise suppliers, long-term deals Sourcing Small, new vendors, short- term deals Good at conventional process, projects Talent Good at new and uncertain projects IT-centric, removed from customer Culture Business-centric, close to customer Long (months) Cycle Times Short (days, weeks) Think Marathon Runner Think Sprinter Source: Gartner Provided Under NDA
- 10. Optimizes your organization to deliver business value, programmatically mitigates risk and enables self-service CCoE Target State in Detail Cloud Leadership Applications Software Development Teams Differentiate Software Development Teams Partners with the Cloud Adoption Office. Consumes its capabilities while shaping and prioritizing the roadmap and user experience; provides continuous feedback. Optimize My Dining Sustain Canteen Grow Supply Chain Platform,Governance,&People PeopleGovernance 10 Cloud Platform Engineering Platform Operations Security OptimizeandScale Architecture Management Common Infrastructure Build, Test, & Deploy Operate & Manage Define & Enforce Detect & Respond Product Management Program Management Customer On-Boarding Financial Management Codified Assets Platform Engineering Codifies enterprise standards as self-service capabilities. Enables development teams to meet governance requirements, thus accelerating adoption. Cloud Business Office Aligns Customer (Business & Development) and Stakeholder (Finance, HR, Infra, Operations, and Security) desired outcomes to cloud adoption strategy. Ensures desired capabilities are provided by the Cloud Business Office. Org Change Management Training & Applied Learning Cloud Business Office Cloud Operations Security Operations Cloud Leadership Establishes Cloud governance. Reports to the Group Leadership.
- 11. Cloud Platform Engineering Platform Operations Security Cloud Business Office Product Architecture On-Boarding OCM Financial Delivery Training Cloud Leader Product Owner Financial Analyst OCM/Training Specialist Cloud Architect Platform Engineers Cloud Business Office Architecture Alignment Product Management On-Boarding Financial Management Training Org Change Management Delivery Management Initial Cloud Enablement Engine (6-12 months) Cloud Platform Engineering Platform Operations Security Cloud Foundation Team (0-6 months) Cloud Enablement Engine @ Scale (12+ months) How do I build and scale a Cloud Enablement Engine?
- 12. Cloud Operating Model CCoE is the engine for your COM
- 13. Operational Maturity Model Traditional Operations Model Early Cloud Operating Model Rationalized Cloud Operating Model Optimized Cloud Operating Model § Automation for Ops is being explored § Most Operational processes documented § ITIL based processes § Infra, App, Eng & Ops teams are in separate organizations § Manual procurement of resources § Automation established for manual processes § ITIL processes are being optimized & automated § Infra & App teams being to work towards the same goals (Service based model) § Self Service Provisioning of AWS Resources § FinOps Reporting § Runbook automation est. as Operational best practice drive improvement § Consistent measurement of the organization to § Inefficiency is removed from systems and culture § Self Service Provisioning of AWS Accounts § Automated FinOps § AI Ops is established as the primary Ops function § Release, Change & Security mgmt. governed by DevSecOps pipeline § Single teams owns end to end management of the service § Self Service optimized across AWS platform Level 1 Level 2 Level 3 Level 4 Journey from Traditional Ops to "Cloud Ops"
- 14. 3 Organize teams around products. FROMTO 4 Bring the work to the teams.2 Re-envision the world as products. 6 Own your entire lifecycle5 Reduce risk through iteration. Systems amazon.com Jan Dec DeliveryCycleFundingCycle Risk Risk LargeBatch FundingCycle M V P M V P M V P SmallBatch DeliveryCycle Jan May Sept $ $$ $ Risk Risk Product mindset Activity-BasedTeams Business Design Mgmt PMO Dev Ops Six key changes are required. Product-BasedTeams Full Stack. Two Pizzas. BringWorktotheTeam Work Work BringTeamtotheWork amazon.com Promos Cart Products Item Digital Assets Ads Search Account Home Page ImaginingKnowing 1 Work backwards from the customer. Full-LifecycleAccountability Item OperationsEngineering PlatformApplications DevOps Platform Teams DevOps Application Teams DistributedAccountability Item Ads OperationsEngineering PlatformApplications Platform Eng App Eng App Ops Platform Ops Reduce Time to ValueCustomer Obsession Adoption FeedbackExperimentsDecouple Empower To build an outcome based, cloud-enabled organization six key changes are required.
- 15. Product Management Product Design Product Eng. & Test Product Operations Viability Desirability Feasibility Operability IT | Engineering Manager Career Development Accountable for team execution, delivery quality, team-member performance and development, and overall HR responsibilities IT | Engineers Feasibility & Operability Accountable for product technical feasibility and delivery across platform, operations, and security; engineering, testing and operations IT | Scrum Master Productivity Facilitates Agile process and ensures forward progress towards business outcomes by the product team IT | Product Owners Singularly accountable for platform vision and its viability from a business perspective Viability Fin | Financial Analysts Financial budgeting, tracking and reporting; show-back/charge-backs and cost optimization Workforce preparedness, communications, training, resource and career management plans HR | OCM Specialists Translates business objectives and governance requirements to platform architecture IT | Cloud Architects Desirability End-to-end accountability is established by creating a dedicated team of Business, Design, Engineering, and Operations disciplines The “Cloud Foundation Team” is your first “product team”
- 16. Operational Excellence journey App Ops Transitional State “Bimodal Operations” OperationsEngineering PlatformApplications Product Management & Engineering Cloud Platform Engineering Cloud Platform Engineering & Operations Cloud Platform Ops Application Operations Sustain – Current State “Traditional Operations” OperationsEngineering PlatformApplications Application Engineering Cloud Platform Engineering Cloud Platform Engineering Cloud Platform Operations ITSM Customer I T S M Target State “Operations” OperationsEngineering PlatformApplications Product Management & Engineering Cloud Platform Engineering Cloud Platform Engineering & Operations Customer I T S M Progression towards Target State
- 17. CCoE models Prescriptive to Advisory
- 18. Prescriptive Approach • Good starting point for most enterprises adopting cloud. • Creates standards and policies, grants approvals, exemptions for architecture • Controls the gates of cloud adoption and acts as mandatory stakeholder • Responsible for gradual, maturing cloud adoption and phased migration with adequate governance Prescriptive vs Advisory CCoE Advisory Approach • Suits well for highly matured & cloud capable enterprises • Suggests best practices, resolves conflicts and checks compliance for cloud architecture • Acts as SMEs when needed by independent application teams • Helps to accelerate cloud implementation based on application roadmaps, with minimal governance
- 19. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Organizational decision-making falls into three models Understand which model your customer is looking at Centralised Decentralised Distributed Centralized Decentralized Distributed
- 20. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Over time, a customer may evolve their model IT Driven - 3M, Siemens, NAB, Barclays Central IT Sponsored Individual Business Units develop capabilities for their needs Corporate IT Corporate IT Business Units Move from command and control to decentralized decision making Future Fully Decentralized?
- 21. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Over time, a customer may evolve their model Line of Business/Market driven – Dow Jones, Philips, Amazon.com Organic adoption of cloud to support market needs Collaboration and light governance across BUs Business Units Decentralized decision making to adding layer of light governance Future???? Central Governance Added Business Units Corporate IT Business Units
- 22. CCoE MVP Step One Establish KPIs 1
- 23. Business Goals Mapped to Cloud Capabilities in CEE/CAO Supporting Cloud Capabilities 2 Increase AUM / Revenue § Acquire and Engage Customers Digitally § Experiment More, Learn More and Improve Market Fit § Create Innovative Products for Institutions and Individuals § Respond to Market Opportunities and Challenges Faster § Deliver Delightful Customer Experience to Retain Customers § Improve Effectiveness of App Teams § Improve Ability to Innovate § Improve Business Agility § Deliver Business Value Deliver Value § Improve Investment Research with Analytics and AI § Enhance Portfolio Performance with Rigorous Modeling § Optimize Trade Execution with High Performance Computing § Improve Risk Management with Risk Analytics & Modeling § Enhance Market Responsiveness with Fast Experiment & Learn § Align with Needs of Customers § Improve Cloud Literacy & Fluency § Build Effective Reusable Solutions § Accelerate Customer On-boarding 1 Improve Fund Performance Build The Right Cloud 3 Reduce Non-Interest Expenses § Reduce Infrastructure Cost by Adopting Consumption Model § Reduce Operation Cost by Automating Operations Functions § Reduce Governance, Risk & Compliance Cost with Automation § Improve Employee Productivity with Agile and DevOps § Improve Process Efficiency with Automation and Analytics § Improve Security & Compliance § Improve Financial Effectiveness § Improve Operations § Improve Governance Transform Functions CAO Goals
- 24. Cloud Adoption Office Objectives Build The Right Cloud Deliver Value Transform Functions 1 3 2 Align with Needs of Customers Improve Cloud Literacy & Fluency Improve App Team Effectiveness Improve Business Agility Improve Security & Compliance Improve Financial Effectiveness Build Effective Reusable SolutionsAccelerate Customer Onboarding Improve Ability to InnovateDeliver Business Value Improve OperationsImprove Governance
- 25. How to measure & improve CCoE Performance • Set KPIs / metrics to measure progress • Number of projects CCoE is influencing • Number of releases per day/week/month • Number of Service Catalog items CCoE has added • Number of Architecture Patterns & Use Case CCoE has developed • Number of Training Sessions CCoE has held with staff • % Operations Activities Automated • # of Architecture Optimization • % of Security Controls Automated • Average Cost of Innovation • Average Cost of Failure • Average Time to Recover from Failures • Number of Applications Migrated to Cloud • Number of Cloud Native Applications Developed
- 26. CCoE MVP Step Two Initial Offerings 2
- 27. Offering Options Operations Network Cloud Governance Security DevOps Engineering Migrations CI/CD Site Reliability Engineering PilotsProcess and Organizational Change Management Program Management Platform Configuration and Optimization FinsOps Product Management Training Modernization Service Catalog Hybrid Cloud Cloud Management Platform
- 28. Core Offerings - MVP Technical • FinOps • Migrations • Platform Configuration and Optimization • Operations Business • Cloud governance • Process and Organizational Change Management CEE Quickstart Guide:https://twitter.com/migrating2cloud/status/1298279264169721856
- 29. CCoE MVP Step Three Staff roles and responsibilities 3
- 30. How do I staff a Cloud Center of Excellence? Assumptions CCOE is a net-new, added function Customer must form and sustain the “core” AWS and 3rd parties may staff the balance Resources will ramp in phases, with a transition to Customer in the future Will also need to account for up-skilling existing teams/capabilities: Operations, Support, Help Desk, BizOps, Training, etc… Asks of Customer Dedicated Resources Decision Authority Physically Co-Located Cross Functional
- 31. CCOE Role Detail Role Description FT/PT Product Owner “Swiss Army Knife” initially taking on all functions of the Cloud Business Office (CBO). Works directly with business and/or development teams to generate and prioritize backlog of what cloud services need to be delivered to support first-mover applications. Full-time Scrum Master Accountable for ensuring forward progress towards business outcomes by the product team; Facilitates Agile/product management ceremonies and practices; Coaches and develops the team while removing impediments to progress. Full-time Lead Cloud Architect Accountable for overall cloud technical architecture; partners with Product Manager to translate customer requirements into technical deliverables; establishes technical direction; does technical delivery as well. Full-time Cloud Financial Analyst Accountable for tagging strategy to support financial tracking and reporting. Responsible for show-back/charge-backs and cost optimization. Defines strategy and modeling around use of reserved instances, on-demand, and spot usage of EC2 (virtual servers). Part-time Org Change Management Include resources to form the Organization Change Management team as early in the process as possible to focus on workforce preparedness, communications, training, resource management hiring/staff plans, and career management designs. Full time Cloud Infrastructure Architect Accountable for overall hybrid-cloud infrastructure architecture: WAN network architecture (VPN/DX), VPC network architecture, DNS integration, account strategy, IAM integration (SSO), standardizing infrastructure primitives, configurations, and stacks with corporate standards. Full-time Cloud Infrastructure Engineer Provide integrations with corporate datacenters, shared cloud infrastructure services. Works on engineering and continuous improvement of infrastructure stacks, templates, images, and other artifacts. Full-time Cloud Operations Architect Accountable for identifying cloud platform operations requirements and compliance with risk management control objectives. Full-time Cloud Operations Engineer Provide outcomes to facilitate the successful deployment of infrastructure artifacts and stacks, as well as applications: CI/CD pipelines and platform, config management platform, artifact/code repositories, upgrades, patching. Also responsible for operational health: metrics, logging, alerting, inventory, capacity, and billing/tag management. Full-time Cloud Security Architect Accountable for identifying cloud platform security requirements and compliance with risk management control objectives. Full-time Cloud Security Engineer Provide standardized offerings to facilitate ongoing security and compliance within application stacks and the cloud environment overall; Integrates security standards and controls products and offerings. Full-time v AWS can provide a document with detailed job descriptions
- 32. Members of the core team An Executive Sponsor also needs to be assigned • Cloud COE Lead • Cloud Infrastructure Engineer • Principal Cloud Operations Architect Virtual team members • Security Specialist • Network Specialist • Migration and modernization SMEs
- 33. CCoE best practices What to do and what not to do
- 34. Positive Patterns – Actions to take • Executive leadership • Cloud Steering Committee • Product (aka program) Management Office (PMO) • Training • Core CEE team dynamics • Pragmatic, practical governance (aka guardrails) • Provide early value • Mandate Well Architected Reviews (WARs) • Practice Operations (aka GameDays) • Community of practice (aka guilds)
- 35. Anti-Patterns – Actions to avoid • Believe in build it and they will come • Under-estimate the power of middle management • Organizational and culture change • Mismatched guardrails • Lack of or incomplete upskilling strategy • Build an ivory tower • Staffing the CEE with Enterprise Architects • Personal credit card usage • Keep the same processes and tools • Let the CEE become a blocker to cloud adoption
- 36. Action Items Potential Next Steps
- 37. Immediate Next Steps First 12 weeks: • AWS focuses on Vision Kickoff, Maturity assessment and Identify key stakeholders • AWS and Customer conduct Long Range Planning - Customer Strategy, Product Definition & Strategy, Program Roadmap and Backlog Prioritization • AWS focus on roadmap for transition to Product centric outcomes – Identify support team, Decouple teams & implement the Process delivery mechanisms – Establish Cloud Operating Model • AWS and customer define CCoE KPIs • AWS and customer define roles & responsibilities • AWS and customer define the in initial (MVP) offerings • Customer to focus on the Operational assessment, prioritize operational domains and begin building runbooks
- 38. Experience Based Accelerator – People Worshop The People Party is a 2-day interactive workshop focused on accelerating an enterprise’s ability to create, sustain and govern the change that occurs to enable cloud adoption. Objectives include: • Develop well defined team structures with roles and responsibilities clearly defined • Adapting a Clout Team ecosystem (engagement model) with respect to business-units, application teams and IT stakeholders. Goals • The new operating model is articulated, based on customer portfolio and governance structure • A defined “internal customer” is established - with their ideal user experience elaborated (understanding what value proposition is offered to these internal customers using cloud) • Utilizing a product-team methodology for the internal cloud program (managing the cloud offering to internal customers like a product). • Ratifying an operability model with accountability between IT and Application Owners (including organization structure, accountabilities, defined engagement model for business and IT functions). • Level setting on cloud adoption obstacles and sharing a roadmap of work that has to be done and identifying key performance indicators to measure progress. • Crafting a communication template to be used to (1) Recruit critical Cloud Team resources; (2) Identify application candidates for first move migration; and (3) Identify innovation use cases. Operating Models Ecosystem interactions Organization
- 39. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Operating Model Blueprint Align Scope Assess customer’s organizations current state across multiple domains and provide gap/impact analysis, recommendations and a blueprint to implement CEE/Operating Model Key Activities Introduce and educate customers on Operating Model best practices and its benefits Discover the customer’s current state across various Op Model domains (strategy, product management, platform architecture, core IT processes, security management, etc.) Interviews and working sessions with key stakeholder and deep dive current state Analyze current state and gaps from AWS best practices Document current state, gap/impact analysis, recommendations, and blueprint Provide detailed Blueprint executive summary with assessment results and a roadmap to implement the CEE and Operating Model Outcome Customer current state assessment, gap/Impact analysis, recommendations, and a blueprint to implement CEE/Operating Model
- 40. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Cloud Foundation Team (CFT) Launch Scope Assist in establishing a Cloud Foundation Team (CFT). The CFT is a working cross-functional Platform Product Team that with other Product Teams (Software/Applications teams), implements the Cloud Operating Model. The CFT enables other Product Teams to start consuming Cloud services and Scales Key Activities Introduce best-practice of ‘Product Operating Model’ that aligns IT organizations with business outcomes, including Product Teams delivering “products” to business customers, and Platform Teams delivering Cloud “products” to Software Teams Share AWS best practices regarding a CFT structure, roles, and organization considerations Facilitate customized CFT charter, structure, roles, KPIs, etc., in alignment with Enterprise HR policies Design and build CFT selection process and transition requirements in compliance with Enterprise HR policies Document roadmap to scale the CFT into robust ‘Cloud Enablement Engine’ as more Product Teams are onboarded Outcomes A Cloud Foundation Team (CFT) established to onboard early- adopter Product Teams (Software/Application teams) Roadmap and next steps to Scale CEE
- 41. Appendix
- 42. LeadershipInfrastructure Security Operations Applications CCoE initial ‘two pizza team’
- 43. On-Boarding Finance Enterprise Architecture Change Mgmt Communications Governance LeadershipInfrastructure SecurityOperationsApplications Engineering teams will specialize in an area, but will have a common set of skills shared across all product teams Operations Engineering Infrastructure Engineering Security Engineering Cloud Business Office (Leader) Cloud Engineering (Leader) Scale beyond a “two-pizza” team
- 44. Cloud Architect First 120 days focus: • Translate organizational level business requirements and use cases into infrastructure capabilities • Verify capabilities meet identified business requirements. • Synchronize with Enterprise Architecture • Participate in <APP> deployment planning and execution • Participate in optimizing solution architectures to manage costs and identify cost control mechanisms. • Maintain technical vendor relationship • Deliverables: (jointly own) • Cloud architecture requirements and solution design • Cloud infrastructure testing plan and execution • Integration with Enterprise Architecture standards and processes Role Responsibilities
- 45. Cloud Security Architect First 120 days focus: • Translate organizational security & compliance requirements and use cases into infrastructure capabilities • Verify capabilities meet security & compliance requirements. • Synchronize with Enterprise Security & Compliance teams • Participate in <APP> deployment planning and execution • Maintain technical vendor relationship • Deliverables: (jointly own) • Cloud infrastructure security requirements and design • Security testing plan and execution • Integration with Enterprise Security & Compliance Role Responsibilities
- 46. Cloud Operations Lead First 120 days focus: • Translate organizational operations requirements and use cases to cloud operational requirements for <APP> application. • Design and build ServiceNow operations integration capabilities • Verify capabilities meet operations requirements. • Synchronize with Enterprise IT Operations on requirements, processes, integration points • Participate in <APP> deployment planning and execution • Maintain technical vendor relationship • Deliverables: (<CUSTOMER> leads; AWS Advisory) • <APP> operations requirements • ServiceNow/enterprise tools integration requirements and design • Operations testing plan and execution • Operations Readiness Review process and documentation • Integration with L1 and Enterprise Operations Role Responsibilities
- 47. Cloud Infrastructure/Ops Engineers First 120 days activities: • Verify requirements for service models (templates) and/or workflows for automatic provisioning. • Verify that cloud service model meet appropriate compliance/governance requirements. • Review requirements/design/implementation of security controls, governance processes, and compliance validation • Develop ServiceNow and other tools integration capabilities • Deliverables: (<CUSTOMER> leads; AWS Advisory) • Develops orchestration workflows, templates or scripts to deploy, configure or update cloud services and related components including OS, utilities, agents or other software used within the cloud infrastructure. • Develops additional self-service provisioning capability • Develops monitoring scripts or templates to gather metrics or look for patterns and events and to generate alarms • Develops event or incident remediation workflows or actions to resolve issues • Develops automated configuration and compliance controls and related remediation tasks • Develops integration with ServiceNow or other Enterprise systems • Testing plan and test execution for cloud infrastructure • Documentation of playbooks and runbooks Role Responsibilities
- 48. Financial Analyst First 120 days focus: • Define requirements for cost management and reporting • Define tagging guidelines to ensure appropriate categorization of costs • Define initial guardrails IAM policy, self provisioning catalog, compliance verification • Develop and test tagging and guardrail implementation • Develop reporting and tracking system of cost related activities • Report on project costs and service cost Role Responsibilities
- 49. Cloud Foundation Team Leader • Responsible for oversight and leadership of all of the functions associated with the Cloud Center of Excellence • Responsible for working with the Cloud Leadership Team to ensure alignment to Cloud Strategy • Ensure compliance with disciplined approaches, patterns and exceptions when deemed appropriate. • Responsible for development and validation of cloud policies. • Provide oversite and leadership for the iterative cloud capabilities roadmap • Accountable for achievement of Cloud Adoption KPI targets • Responsible for evangelizing to the organization the ‘art of the possible’ enabled by cloud products/services. • Responsible for the adoption of a Product Operating Model best practices within the CCoE • Masters degree in computer science or engineering related field or equivalent work experience • Minimum of 15 years IT experience • Minimum 2 years Cloud Adoption leadership experience • Experience in coding • Experience managing data center operations, including data assurance, monitoring, alerting and notifications • A keen interest in new technologies and open source • Willingness to research and self-study to keep skills relevant in a highly complex environment Skills and Competencies Role Responsibilities • Innovative and ability to think outside the box for creative problem solving • Mentors and coaches colleagues and seeks opportunities for continuous improvement • Comfortable working in cross functional and multidisciplinary teams • Ability to work independently and as part of a team • Ability to multi-task and prioritize deadlines • Excellent verbal and written communication skills with great attention to detail and accuracy • Experience working in an Agile/Scrum environment
- 50. Help Customer with a comprehensive approach to education and training 100 = Foundational 200 = Intermediate 300 = Advanced (Cloud 100-101) AWS Cloud 101 Basic Education (Cloud 100-20x) Role Based Foundational Cloud Education (Cloud 200-20x) Role-Based Hands-On Ramp-Up Training (Cloud 300-100) Product Team DevOps Training (Cloud 300-30x) Area of Depth Specialty Training Target Audience All stakeholders impacted by cloud adoption Stakeholders who will make decisions related to AWS cloud adoption AWS Cloud Platform Team, Software Development Teams, Operations Teams Cloud Platform Team, DevOps Teams Resources that need an in- depth understanding of security, advanced networking, or big data Options for Mode of Delivery • AWS Immersion Day • AWSome Day • AWS Essentials Courses • On-Line Training from 3rd party provider • Hybrid curriculum facilitated by a SME/mentor • On-Line Training from 3rd party provider • Hybrid curriculum with AWS mentor • Hybrid curriculum with in-house mentor • On-Line Training from 3rd party provider • DevOps Immersion Centers • Hybrid curriculum with AWS mentor • Hybrid curriculum with in-house mentor • On-Line Training from 3rd party provider • Hybrid curriculum • On-Line Training from 3rd party provider Hybrid curriculum is a combination of instructor lead training, white papers, videos, and on-line learning from AWS and 3rd party vendors AWS Certification • Cloud Practitioner • SA – Associate • SysOps Administrator • Developer • SA – Professional • DevOps Engineer • Security • Advanced Network • Big Data
- 51. § For the customer, this has been a 2 year journey. And still evolving… § Expect for 12-18 months to have an effective CCOE (maturity at Phase 3) § Leadership is key – with the right people and skills in the right leadership roles: Engineering Lead + CBO Lead § Dedicated resources. Cross-functional resource. § BU App Teams as early as possible – to provide feedback on what is being engineered § Key learning – Strategy: “For the Company” + “vertical” workloads, risk accepted, drive value… § Establishing the Cloud Business Office is a game changer § SDM as the Trusted Advisor to the Head of the CBO – Earns Trust, Have Backbone… § Leverage the Customer Success Matrix as a key mechanism and “play book” for forming and evolving the CCOE § SA in positioning AWS services into Technology Domains, with clear narrative e.g. OSE vs ECS vs EKS Phase 1: Core Cloud Team Phase 2: Evolve and Mature, form the CBO Phase 3: From Foundation to Adoption Phase 4: Federate from Group CCOE to BUs May – Dec 2016 Nov 2017 Dev-Test approval Dev-Test approval, Confidential artefacts Prod GA, Confidential Data, ResCat 1 Oct 2018 Now Customer Journey - Summary & Learnings
- 52. Project v. Product How is a ”product” different from a projects?
- 53. BusinessStrategy Governance&Prioritization Design&Architecture SoftwareEngineering QA&Testing Infrastructure&Operations Security Traditional Enterprises activity-based teams BusinessStrategy Governance&Prioritization Design&Architecture SoftwareEngineering QA&Testing Infrastructure&Operations Security High-performing organizations operate and organize to deliver outcomes Two-Pizza Team Acceleration | Activities to Outcomes Modern Enterprises outcome-based teams Product Team
- 54. Product Thinking at the core of the transformed IT organization Everything can be a product § A product is a tangible (good) or intangible (service, information, technology) item that closely meets the demands of a particular market and yields enough value to justify its continued existence. § It is characterized by its benefits, features, functions and uses that to satisfy the needs of the consumer. Core Tenets from IT Capabilities (development, service management, IT life cycle management) Traditional Business Driven Capabilities (R&D, product management, product marketing) A new technology product capability within IT
- 55. ● Adaptive Home Page Experiences Two kinds of products: Services ● Search ● Cart ● Account ● Item ● Advertising ● Promotions ● Digital Asset ● Others... Navigation Promotions Customer Profile Promotion Content Cartridge Recommendations AdaptiveHomePage Search Cart Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Cart Account Account Search Promotions Advertising Item Item Item Item Item Item Promo Promo Promo Promo Promo Item Item Item Item Item Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset How do you re-envision the world as products?
- 56. Navigation Promotions Customer Profile Promotion Content Cartridge Recommendations AdaptiveHomePage Search Cart Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Cart Account Account Search Promotions Advertising Item Item Item Item Item Item Promo Promo Promo Promo Promo Item Item Item Item Item Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset Adaptive Home Page Search Account Cart Item Digital Asset Advertising Promotions Products are delivered by stable “product teams”
- 57. Ideas backlog Transforming Development and Operating Model with Product-Centricity Strategic Vision Ideas UsersDevelopersProduct Team Dev Backlog Value Delivered Not Feasible? Not Valuable? Strategic Vision Ideas Users Delivery Team Discovery Team Dev Backlog ValueDelivered Not Feasible? Not Valuable? Ideas backlog Validation User needs & ideas Product Discovery Product Delivery PMUX Company cultures can change what the role of product management is and can dictate the power dynamic between product and engineering in amazing ways.
- 58. Mindset Alignment § Product Managers are focused on what users are feeling. § Product Engineering is motivated by users in pain § Aligned together they become focused on outcomes Keys to Success § Shared leadership and credit § Product Engineering is included in product decisions § Roles are clarified and reinforced with mutual respect § Inefficiencies are cleared and better teammates succeed § Never Commit in Silo
- 59. A Thriving Product Culture § The entire organization understands customer needs § Cross functional teams understand how they contribute to product success § Everyone rallies around both the product strategy and roadmap
- 60. Apply a Structured Change Management Approach to Accelerate Your Cloud Transformation Source: Based on the work from our OCM consulting partner 1. Mobilize Team 2. Align Leaders 3. Envision the Future 4. Engage the Organization 5. Enable Capacity 6. Make It Stick TAG LINES This change is critical and will succeed! We are all leaders of this change! This is the vision, where we are going! This is how we get there together! This is how we make it happen! Are we where we want to be? OBJECTIVES • Confirm sponsorship • Secure resources, expertise • Form strong coalition of leaders • Build momentum • Articulate vision and roadmap for transition to Cloud • Mobilize organization, build commitment, create change urgency • Establish communication channels to gain and maintain buy-in, support and participation throughout entire transition • Ensure successful transition to Cloud • Align IT org structure, roles, processes with AWS Cloud platform • Ensure all IT staff/key stakeholders can operate in new environment • Ensure Cloud benefits and objectives are achieved KEY ACTIONS • Form team to lead change – executive sponsors, stakeholders, line leaders, PMO, change management, communication, training, etc. • Establish program charter, roles, milestones • Build guiding coalition, mobilize leadership • Shape program governance structure • Assess and align change leadership roles • Leaders communicate future Cloud vision (via comprehensive messaging plan) • Impacted business leaders reinforce new op model (process/tech/org) • Identify/assess impacted stakeholders • Enlist and mobilize Change Champion Network • Drive ongoing communication, feedback – two-way conversations • Address “How does this impact me?” • Celebrate progress and control issues • Identify change impacts to IT roles, policy, org structure, process, etc. • Modify IT roles, org structure, job descriptions and processes (if needed) to support AWS Cloud • Align IT staff to new operating model • Develop and implement targeted training • Setup measurement structures • Measure and evaluate outcomes • Course correct where needed
- 62. What Is Culture? § Culture is the “software of the mind.” It is the core logic that organizes people’s behavior § The culture reflects the lessons learned that are important enough to pass on to the next generation § Values, beliefs, and practices that have been developed and reinforced over time Culture Is “the Way We Do Things Around Here.”
- 63. Cultural Trends We Are Seeing Moving from § Failure is not an option § Command-and-control § Silos “throw it over the wall” § Build/deploy in place § Long due diligence § Standardization § Talent outsourcing Moving toward Learning (start small, experiment, and iterate) Decentralized ownership (guardrails via cloud team) DevOps and cross-functional teams Automate: Infra-as-code, redeploy every time Adopt early and often Reference architecture, no religion, few standards Talent insourcing/niche partnering
- 64. Identify desired attitudes and behaviors for successful cloud adoption Communicate attitudes and behaviors Align explicit and implicit reward systems Align hiring, training, and incentive practices How to Influence Cultural Change?