Creating an Operating Model to enable a high frequency organization
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The document outlines a cloud operating model (COM) that enhances alignment between business and technology operations, facilitating faster service delivery and improved resilience. It emphasizes the importance of automation, self-service capabilities, and a shift towards business-centric processes while addressing challenges faced by traditional operational models. Additionally, it highlights best practices for cloud transformation and the need for organizational change to successfully adopt the cloud operating model.
Creating an Operating Model to enable a high frequency organization
- 1. © 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved. November 2020 Tom Laszewski, AWS Transformation Advisor Cloud Operating Model for high frequency Prescriptive Guidance
- 2. Introduction Benefits and key attributes
- 3. What is a Cloud Operating Model (COM)? • Describes the relationship between the consumers and suppliers of Cloud Services within an Enterprise • The value a customer obtains from AWS is directly linked to the effectiveness of the COM • The primary purpose of the COM is to meet the needs of the consumers • Remember, very few customers designed their existing operating model to be the way it is…
- 4. The Goal – High Frequency Organization
- 5. The Business and Technology Operations are not typically aligned with respect to their goals. By moving to a Cloud Operations model the Business and Operations can be aligned. Business Issue Traditional Operations Operating Model Approach for the Future State Operating Model It take too long to get new services Enable self-service creation and management of application environments (infrastructure) while ensuring security and operational requirements are met, with a 3+ week lead time. Fully automated self service for launching a new application within minutes / hours. POC’s can be spun up / down quickly to address business needs. Small incremental changes can be released anytime* for speed of delivery and competitive business advantage Technology updates disrupt the business Apply routine and critical updates to operating systems, databases, and middleware Applications utilize immutable infrastructure which eliminates patching reducing risk Too much down time Technology focused, technology centric processes which does not include the business. Large applications use large pieces of infrastructure, failovers / disaster recovery is time consuming Business centric processes, near zero downtime while leveraging microservices Business focused teams do not control the infrastructure Centralized management of Infrastructure resources Central Technology teams making technology focused decisions App DevOps teams manage their own backup and restore activities, employ HA architectures and services (multi-AZ/multi-region), manage storage/archiving based on standard offerings, provision, tune, and manage their own databases (EC2, RDS, and cloud-native databases). Business Benefits of moving to the Cloud Operating Model
- 6. Cloud Operating Model The Journey
- 7. The Great Stall Value Time Future Today Project Foundation THE GREAT STALL Ineffective Operating Model SOA Cost Management Automated procurement, configure, deploy and operate
- 8. Operational Excellence journey App Ops Transitional State “Bimodal Operations” OperationsEngineering PlatformApplications Product Management & Engineering Cloud Platform Engineering Cloud Platform Engineering & Operations Cloud Platform Ops Journey from Traditional Ops to Bimodal Operations 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
- 9. 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"
- 10. Tenets of Cloud Transformation – Changing the Mental Model Cloud Platform Engineering Implement Gradual Change “Insist on High Standards” Reducing the Organizational Silos “Think Big, Learn & Be Curious” Accepting Change as Normal “Ownership, Earn Trust” Measure Everything “Deliver Results” Leverage Tooling & Automation “Invent & Simplify, Frugality” Delivering for the Customer “Customer Obsession, Working Backwards” Journey from Traditional Operations to Bimodal Operations “Hire and Develop the Best”
- 12. What caused move to COM to accelerate 2 CCoE § Is an enabler and not a blocker § Experiment More, Learn More and deliver practical tools and results § Communities of practice participation § Certification rewarded § Professional Level certification § Bringing in AWS SMEs and partners that have participated in successful transformations 1 Skills 3 Organizational Change § Placing change agents and cloud advocates in key roles § Changing KPIs of CTO, Head of Infrastructure, CISO, Head of Operations – data driven decisions § Removing people blockers from the core team § Change in hiring practices (culture)
- 13. COM Best Practices From AWS Customers
- 14. Global Bank
- 15. Guiding Principles • Don’t boil the ocean • Everything Fails all the time • Centralized monitoring & management is fundamental • Automation is not a phase • Continually look for horizontal concepts • - Implement “Elasticity” • Stay true to SOA principals • Leverage different storage options • Leverage different database options • Autonomy is fundamental to long-term success • Innovation and Agility is a fundamental goal
- 16. Application Resiliency ‘white paper’ • Failure detection - Canary testing and synthetic transactions • Operations Automation - Central repository • Continuous Improvement • Root Cause Analysis • Validation – Game Days and Chaos Engineering • Platform – Well-architected
- 18. Lesson Learned • The CCoE is the governance body • Select a north star and execute design to deployment phases – uncover and remediate blockers and unknowns • Establish Cloud Platform Engineering to centralize Cloud security, engineering and operations • From cross-functional DevSecOps teams early; removed external dependencies / consolidating full phase deliveries into single full stack teams • Implement automated controls early; push continuous improvements as cloud adoption scales • Push financials down to account owners for financial ownership and accountability • Encourage controlled risk taking – fail fast and learn from failures. Provide a safety net for failures. • Require cloud training – build knowledge and hand on experience with cloud • Leverage collective experience from AWS, internal SMEs, and other customers
- 19. Best Practices • Implement FinOps early • Implement clear cross-enterprise service prioritization (service catalog) and security review process – communicate • Automate cloud security governance through detective controls and proactive monitoring • Access key on-premises tools for cloud visibility – replace with cloud native tools as needed • Focus on integrating development and operations – empower teams through decision making with clear accountability for these decisions • Highlight cloud struggles/failures demonstrating anti-patterns • Reward sharing/collaboration • Get CI/CD and infrastructure as code right on one cloud first
- 20. COM Patterns and Anti-patterns What to do and what not to do
- 21. Positive Patterns – Actions to take • Cloud Steering Committee active participation • Product (aka program) Management Office (PMO) • Pragmatic, practical governance (aka guardrails) • Mandate Well Architected Reviews (WARs) • Practice Operations (aka GameDays) • Community of practice (aka guilds)
- 22. Anti-Patterns – Actions to avoid • Under-estimate the power of middle management • Organizational and culture change • Mismatched guardrails • Lack of or incomplete upskilling strategy • Staffing the CEE with Enterprise Architects • Keep the same processes and tools
- 23. Typical One Year Roadmap
- 24. One year roadmap Alignment • Identify the executive sponsors • Document why need for Cloud Operating Model • Determine if cloud first or cloud optional organization • Communicate the plan • Leadership embraces iterative change, expeditious decision making, blameless culture, failure • Discovery and review of operations processes • Understand and define roles and responsibilities for cloud and on-premises • Define Operational Readiness processes • Automate where possible, make self- service when automation not possible • Create automation pipeline (aka CI/CD toolchain and process) Operations People Transformation • Codify what the organization should look like in 2 years – PR/FAQ • Assess and improve upskilling initiatives • Ensure rewards, compensation, promotions and hiring are based upon the new culture • Continue to measure, refine, and improve across products, people, processes, and organizational change • Utilize the expertise of AWS and partners First Month 6+ monthsMonths 2-3 Product Thinking • Identity rebels that will define, execute, and continuously improve org and product change • Define and document product thinking • Identify pilot applications to transformation to products – including AWS • All new applications should utilize product ‘mindset’ and processes Months 4-5