Dynamics Day 2016: enabling your cloud - principles and pitfalls
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The document discusses the principles and pitfalls of cloud adoption, emphasizing the importance of understanding business drivers, financial contexts, and targeted benefits while navigating the transition to cloud solutions. It presents common strategies, challenges, and frameworks to aid organizations in successfully adopting cloud technologies. Key topics include the significance of governance, risk assessment, and learning from both successes and failures during the cloud journey.
Dynamics Day 2016: enabling your cloud - principles and pitfalls
- 2. ENABLING YOUR CLOUD – Principles and Pitfalls
- 3. Agenda • Context • Principles • Mythology • Pitfalls • Frameworks
- 4. Dynamics Day 2016 Context • Journey to cloud • Industry guidance? • Blogs, think pieces • Common experience
- 5. Dynamics Day 2016 Polls • Cloud continuum • Targeted cloud benefits • Your best and worst experiences
- 6. Dynamics Day 2016 • Where are you on the cloud adoption continuum? Context Poll 1 2 3 4 5 6 7 No way, this doesn’t work for my business Thinking about it in the odd lunchtime Dabbling Got a strategy, starting Making progress, seeing results Well down the track, achieving measureable benefits We’re floating baby
- 7. Dynamics Day 2016 Anecdotal strategies “Let’s dip our toe in and see what sticks.” “Let’s think about this, take our time, know all we can and then take action.” “Our IT model is unique, our cloud solution needs to be designed to perfectly match those needs.” “We need to get from here to the cloud asap.” “We have to form a big picture view of desirable current and future business outcomes, think of the possibilities, work out what in the cloud works for us, assess our capability to deliver, plan to the degree that gives my organisation comfort, get moving in a fail-fast way. We turn this into a cycle and modify our plan as lessons are learned.”
- 8. Dynamics Day 2016 Anecdotal strategies “Let’s dip our toe in and see what sticks.” “Let’s think about this, take our time, know all we can and then take action.” “Our IT model is unique, our cloud solution needs to be designed to perfectly match those needs.” “We need to get from here to the cloud asap.” “We have to form a big picture view of desirable current and future business outcomes, think of the possibilities, work out what in the cloud works for us, assess our capability to deliver, plan to the degree that gives my organisation comfort, get moving in a fail-fast way. We turn this into a cycle and modify our plan as lessons are learned.” Dipstick Deluded From a sap Sounds about right Think, take no action
- 9. Dynamics Day 2016 • What do we mean by cloud? • Is it the right thing for my organisation? • What is the degree of cloud that is right for us? • How do we get there, is there best practice? • What should I be doing, what should I be watching out for? Questions for today
- 10. Dynamics Day 2016 NIST* example • Consumer view • Ecosystem view • Types of cloud • Characteristics of cloud Key concepts * US National Institute of Standards and Technology, Information Technology Laboratory Cloud Computing Reference Architecture
- 13. Dynamics Day 2016 Other elements Theme: This all needs to be applied to your business, what’s the plan? Types of cloud • Public • Private • Community • Hybrid Essential characteristics • On-demand, self service • Broad network access • Resource pooling • Rapid elasticity • Measured service
- 14. Dynamics Day 2016 Principles • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle
- 15. Dynamics Day 2016 • Targeted business problem/advantage/model • Transformation • User enablement/engagement/empowerment • Cost • Risk • Workload assessment Factors • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle
- 16. Dynamics Day 2016 • Financial model – opex/capex • Investment cycle complexities • Key business reporting metrics • Assets/Leases/Depreciation • Hidden costs – positive and negative • Business case metrics • What can you eliminate as a result • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle Factors
- 17. Dynamics Day 2016 • Both Strategy and Change Management needed • Culture of change, must be led • Business engagement/ownership/readiness • Desire for transformation • Compromise • Comms and training is not a one-off • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle Factors
- 18. Dynamics Day 2016 • 80/20 • Momentum not perfection • Have confidence but do your due diligence • Avoid making it “just so” • Does not eliminate the need for planning! • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle Factors
- 19. Dynamics Day 2016 Poll • Choose 3 top benefits for you • Suggest anything that is missing • Understand key business drivers • Define your financial context • Get used to non-IT factors • Configure not customise • Know your targeted cloud benefits Principle Factors
- 20. Dynamics Day 2016 Cloud Benefits - Poll 1. Key cloud characteristics* 2. Software currency/futureproof 3. No capex 4. Collaboration 5. Mobility 6. Security 7. Competitive advantage 8. Green 9. Cost savings/cost effective 10. Ease of use 11. Free up IT staff 12. DR * = Flexibility, Agility, Scalability, Capacity • Choose 3 top benefits for you • Suggest anything that is missing
- 21. Dynamics Day 2016 Common Perception Principles vs Myths • Cloud = simplification • Cloud = cost savings • Cloud = product • Cloud = cookie cutter • Cloud = massive communications cost Experience • No, it’s just different • Maybe, but single focus limits value • No, cloud = model • Maybe, but not for an individual business • Maybe, can also be viewed as an enabler
- 22. Dynamics Day 2016 Pitfalls • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall
- 23. Dynamics Day 2016 • Making it an IT thing • Shadow-IT • Guerilla-IT • Information islands • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall Factors
- 24. Dynamics Day 2016 • Governance: Executive commitment to & Board understanding of change • Risk Assessment & Mitigations: security; ability to deliver; business ability to accept; reality of 80/20 • Future Mode of Operation, staff capability • Licencing and consumption translation • Networking/Identity/Security/Management • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall Factors
- 25. Dynamics Day 2016 • Transfer existing issues to the new place • Ignore potential for improvement • Perpetuates operational practices • Prevents spring-clean • Missed opportunity • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall Factors
- 26. Dynamics Day 2016 • Learn the capabilities • Seek out industry peers and support • Don’t rule out what has always been really hard • What’s the business wishlist that has previously been off the table • Challenge your business to make leaps of change • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall Factors
- 27. Dynamics Day 2016 • Cost management/optimisation eg. wind up and down with calendar • Prevent proliferation • Decommission • Review traditional management practices • Being too slow or resistant • Going straight for your achievers before your enablers • Lift & shift • Ignoring the possibilities • Just let it run Pitfall Factors
- 28. Dynamics Day 2016 Insights Reminder of final poll 1. What is the single best thing you or your organisation has done in relation to cloud? 2. What is the single biggest lesson you or your organisation has had in relation to cloud?
- 29. Dynamics Day 2016 Intergen Practical example • Several key workloads in the cloud that align with some core benefits: • We don’t run and manage the software or the platform • We pay a monthly fee • We get software updates some of which are useful some not • We retain strong knowledge and expertise about the application of the systems • There will be more in time
- 30. Dynamics Day 2016 Relatively early days Frameworks (1) • Traditional ones don’t really fit • “Just enough” concept • What can help? ITIL TOGAF PMI SOA Prince2 SDLC OSS Waterfall Agile SCRUM …
- 31. Dynamics Day 2016 Frameworks (2) • NIST – US National Institute of Standards and Technology, Information Technology Laboratory Cloud Computing Reference Architecture Now with ISO update • To paraphrase Microsoft: AIANISM Applications and Integration AFTER Network, Identity, Security, Management
- 32. Dynamics Day 2016 Future Frameworks (1) Workload assessment Hybrid design Active capability alignment Transformational goals Enablement of users Vigorous financial control Engagement of business Risk mitigation WHATEVER
- 33. Dynamics Day 2016 Future Frameworks (2) Risk assessment Operational change Framework & Plan Leadership Management design Active business commitment Optimisation
- 34. Dynamics Day 2016 Future Frameworks (3) Workload assessment Transformational goals Financial model
- 35. Dynamics Day 2016 Where to from here? “We have to form a big picture view of desirable current and future business outcomes, think of the possibilities, work out what in the cloud works for us, assess our capability to deliver, plan to the degree that gives my organisation comfort, get moving in a fail-fast way. We turn this into a cycle and modify our plan as lessons are learned.”