AWS Initiate Berlin - Cloud Transformation und der Faktor Mensch
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Eine erfolgreiche Cloud-Transformation beruht auf drei Säulen: dem Prozess, der Technologie und den Menschen. Viel zu häufig konzentrieren sich Organisationen primär auf die Implementierung der Technologie und vernachlässigen dabei den menschlichen Aspekt und die Adaption der Prozesse. In diesem Vortrag werden die besten Methoden erörtert, die Kunden mit dem auszustatten, was sie zur Bewältigung dieser Herausforderung brauchen. Sie lernen Rollen und Verantwortlichkeiten kennen, die beim Übergang zur Cloud und auch danach von Belang sind. So können Sie beurteilen, wo es in Ihrer Organisation noch Nachholbedarf beim Ausbau von Fähigkeiten und Kompetenzen gibt. Richten Sie wirkungsvolle Schulungsmodelle ein und prägen Sie damit eine effektive DevOps-Kultur. Sprecher: Ralph Winzinger, Solutions Architect - AWS
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AWS Initiate Berlin - Cloud Transformation und der Faktor Mensch
- 2. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Ralph Winzinger, Solutions Architect, PS DACH Berlin, 13.3.2018 The Third Pillar: Empowering People to Effectively Adapt to the Cloud
- 3. Cloud Transformation Challenges When it comes to cloud adoption, the biggest challenge isn’t technology — it’s the people and processes that must change and adapt.” People and Processes “ 13 Biggest Challenges When Moving Your Business To The Cloud - June 2017 article
- 5. Challenges High cost, low productivity Inflexible Service 6 months per release Time-to-Market Months to procure/provision Technical Debt 60-80% of effort Collaboration Unplanned Work Outages, bugs, compliance Customer Experience Integrating with other business units is technically difficult Performances & outages
- 6. Think Big, Start Small, Go Fast 1. Act like a start-up (that is funded and has domain expertise) 2. Cultivate DevOps 3. Use the right tool for each requirement 4. Use out-of-box functionality whenever possible 5. Create a microservices architecture 6. Enforce YAGNI (You Aren’t Going to Need It) 7. Embrace cloud computing 8. “You build it, you own it!” New Principles
- 7. New Principles Think Big, Start Small, Go Fast 1. Act like a start-up (that is funded and has domain expertise) 2.Cultivate DevOps 3. Use the right tool for each requirement 4. Use out-of-box functionality whenever possible 5. Create a microservices architecture 6. Enforce YAGNI (You Aren’t Going to Need It) 7.Embrace cloud computing 8. “You build it, you own it!”
- 8. New Principles Think Big, Start Small, Go Fast 1. Act like a start-up (that is funded and has domain expertise) 2.Cultivate DevOps (Org & Process) 3. Use the right tool for each requirement 4. Use out-of-box functionality whenever possible 5. Create a microservices architecture 6. Enforce YAGNI (You Aren’t Going to Need It) 7.Embrace cloud computing (People) 8. “You build it, you own it!”
- 10. Conway’s Law: “Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.” Melvyn Conway, 1967 http://www.melconway.com/Home/Conways_Law.html
- 11. Typical Project Development Environment Product Development QA DBA/DBE Architecture Ops Design NOC Concept Development Production
- 12. Product Development QA DBA/DBE Architecture Ops Design NOC Concept Development Production Typical Project Development Environment
- 13. One of the key pivots when transforming from traditional IT to a “Cloud-Native Operating Model” is to adopt a customer-obsessed, product-oriented delivery model across the organization. This means organizing around outcomes, not activities. This includes not only your application teams, but Infrastructure, Operations, and Security as well. Product vs. Project: Aligning for Outcomes vs. Activities
- 14. http://www.melconway.com/Home/Conways_Law.html Inverse Conway Maneuver: “breaking down silos that constrain the team’s ability to collaborate effectively” Jonny Leroy/Matt Simons, 2010 http://jonnyleroy.com/2011/02/03/dealing-with-creaky-legacy-platforms/ Conway’s Law: “Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.” Melvyn Conway, 1967
- 15. People for DevOps People Process DevOps § Cultural paradigm shift § The question everyone should ask is “Is my application driving business value based on the state it is in now?” § Short-lived and interim DevOps Enablement Team can be created in organizations § Collaboration and involvement of teams across all aspects, from designing through monitoring of application § Cross-training of skills Technology
- 16. People
- 18. AWS Cloud Transformation How to structure cloud programs? Strategy for quality delivery and operations? Customers are asking us for the high-level, enterprise-wide organizing logic for mapping their business needs to IT capabilities, reflecting the agility, integration, and standardization changes that cloud computing brought to the IT industry. How to design foundations? How to migrate workloads? Business Impact? What to measure? How to measure? Will risk increase? Can we run a cloud that is secure and compliant? What skills and capabilities are required? How to compose adoption team? Why? How? What? Who? Where? When? What tooling do we need? What is the new ITSM cycle?
- 19. AWS Cloud Adoption Framework Planning, creation, management, and support for your cloud environment Guidance for establishing, developing, and running AWS Cloud- enabled environments Structure where business and IT can work together toward a common strategy and vision Governance Perspective Platform Perspective People Perspective Security Perspective Business Perspective Operations Perspective
- 20. Cloud Adoption Maturity Model Stage 1 Stage 4Stage 3Stage 2 Exploration ImplementationAlignment LevelofMaturity • Proofs of Concept • Quick Wins • Scattered Accounts • Little Structure • Cloud Operating Model • Business Innovation From IT • Cost Optimization • Major Migrations • Cloud Native Workloads • Full Business Alignment • Cloud Strategy and Process • People Model • Application Assessment • Formalized Agreements Optimization
- 21. The People Model Role and Skills Assessment1 Execution 4 3 Training Plan2 Staffing & CCoE
- 22. Skills and Competencies Organizational Goals Capabilities Activities Skills Manage Cost of IT Deliver Quality IT Services Improve IT Capabilities Empower and Support End Users Job Descriptions Roles Accountabilities Assignments Role and Skills Assessment1
- 23. Roles and Job Descriptions–Sample RACI R – Responsible A – Accountable C – Consulted I – Informed Role and Skills Assessment1
- 24. You already have talent Ingenium: creative talent; innovativeness; a person with exceptionally inspired and creative capabilities. Training Plan2
- 25. Training Effect 1st Training Delivered 1400 students trained 11 months Production Applications Time Jan 2015 Sept 2016 0 ~100 Training Plan2
- 28. Cloud Center of Excellence (CCoE) • Establish a core “cloud team” • Membership based on enthusiasm over role diversity • Use CCoE to seed remaining internal teams • Build internal competencies and develop cloud standards Staffing & CCoE3
- 29. Best Practice: Cloud Center of Excellence Cloud Services or Cloud Center of Excellence Business Application Services OperationsInfrastructure Security Cloud Engineering Enterprise Architecture Governance Training and Engagement Cloud Business office Organizational Change Management Finance Staffing & CCoE3
- 30. Skilled People, Agile & Cloud Technology Execute4 § Cloud technology provides instant access to infrastructure § Undifferentiated heavy lifting is offloaded to AWS § Changes can be implemented immediately
- 31. Skilled People, Agile & Cloud Technology Execute4 § Agile processes focus on the “what” (i.e., product) instead of the “how” § Minimum Viable Products and quick feedback loops § Experiments Process
- 32. People Skilled People, Agile & Cloud Technology Execute4 § Multifunctional teams will leverage agility and cloud technology to drive customer centric product development § Close-to-zero friction since teams are mostly self-contained § Not a project, but a product … team remains responsible in all stages until end-of-life Process
- 33. People Skilled People, Agile & Cloud Technology Execute4 Process DevOps DevOps
- 34. People Skilled People, Agile & Cloud Technology Execute4 § Security has to be part of the product from the very beginning § Go fast & stay safe! Process Dev Sec Ops DevOps DevSecOps
- 35. People Skilled People, Agile & Cloud Technology Execute4 § Security has to be part of the product from the very beginning § Go fast & stay safe! Process Dev Sec Ops DevOps DevSecOps All of this can be implemented independently, but if you want to unleash their full potential, combine them
- 36. 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 “Culture eats strategy for breakfast” Peter Drucker Execute4 It’s not only a change in strategy, you have to drive a cultural change
- 37. Amazon Achieves Speed and Agility with Two-Pizza Teams Small, decentralized teams are nimble Own/run what you build
- 38. Takeaways • Cloud transformation is as much about people and process as it is about technology. • Make appropriate changes across the organization to enable the agility cloud computing offers. • Determine the gaps in skills that exist in your organization. • Create smaller, cross-discipline teams that include members of the IT and development team as well as other disciplines • Go FAST!!
- 40. Thank you