Creating the Cloud Culture with Leslie Wilcocks

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来自 The University of Melbourne 的课程

Moving to the Cloud

90 个评分

The University of Melbourne

Moving to the Cloud

90 个评分

The cloud is taking business by storm. In fact, due to the extraordinary growth of the cloud, it has been described as a tornado, not a fluffy white floating object! Commercial research analysts consider cloud as one of the most significant trends with a potential to change the whole global IT industry. Governments, including those in the US, Britain, and Australia, have cloud-first policies now in place which mandate cloud over non-cloud services in ICT procurement. But CIOs and other senior executives, while it's on the majority of their agendas, aren't sure what it really means for their organisations - how to leverage the benefits, control the commercials, manage the business risk, and adapt their organisations. While it is important to set requirements, negotiate commercials (terms, service level agreements, and pricing), and sign the contract - it is also critical that we develop a clear plan for ‘Moving to the Cloud’ which realigns our business architecture, organization and most importantly our people. This course provides the answers that management must know to be successful and realise the benefits: • Where should I go cloud? • What are the commercials? • Where is my leverage? • How do I realign my business practices and architecture? • How do I gear up my people and structure my organisation? View the MOOC promotional video here: http://tinyurl.com/hvtz2ph

从本节课中

Module 6: Arriving in the Cloud

Welcome to the final week! We have had such an exciting journey learning about all things cloud! We have explored the adoption and commercial issues and redesigned the way we think about the challenges from different points of view. In this module we learn the journey is far from over and we consider how we can consolidate new ways of working into a cloud culture. We explore the importance of ongoing communication, building awareness, as well as barriers, enablers, tips and traps for making sure the cloud journey becomes fully institutionalized. Additionally, we have two student presentations and finish with an interview with Anthony Wong, President of the Australian Computer Society.

Week 6 Overview: Arriving in the Cloud1:27

Consolidation5:55

Creating the Cloud Culture with Leslie Wilcocks5:40

Building Awareness5:34

The Importance of Communication7:52

Preparing the Individual10:19

Information Security Needs and Controls: Student Presentation3:41

与讲师见面

Rod Dilnutt
Dr
Computing and Information Systems, University of Melbourne
Sara Cullen
Dr
Computing and Information Systems, University of Melbourne

It's very important to understand that to exploit the cloud computing,

you do need to change your organization considerably.

It has massive implications for the shape of your organizational form,

but also the capabilities you have.

One of the key areas of new skills and capabilities has to be the IT function,

the people who look after the technology.

And where before you used to build, operate and

run technology, we think it's moving to a completely different model,

which we would call broker, integrate and exploit.

And it involves a lot more outsourcing, and

it also involves a lot more renting services over the Internet,

and it involves this move to digital.

So we've done a lot of work on this, and on our book,

Moving to the Cloud Corporation, in particular.

We redeveloped a model of core capabilities for

a high performing technology and back office functions.

Which concerning that said that, basically,

the IT function had four major missions, if you like.

One was to elicit and deliver our business requirements,

one was to look after the technology blueprint, the technology platform.

A third was to manage external supply, and the fourth was to

run the coordination of the delivery of those three tasks through leadership, and

governance, and informed buying.

So in this model, basically, the cloud implication,

if you apply this model to cloud computing,

is that the IT function has to be a business innovator.

It has to be business savvy, it really has to understand what business

requirements are so that you can apply the new cloud computing to that.

It has to be an architect,

making sure that the technology platform is wholly consistent and cloud fits with

all sorts of technologies which you will be operating.

And it has to be a sourcing specialist, if you like,

managing the external supply, which is no mean feat with cloud computing.

So we suggest that there are nine key capabilities you need to develop

specifically for cloud there.

Let me just quickly run through them.

There's leadership, the manager role of making sure you're looking

after cloud staffing, cloud business strategy.

The redesign of the technology function, oversight of the cloud project.

There's business systems thinking, which is fitting cloud

adoption and timing with business requirements.

Making sure that cloud projects are business facing, and

relating to other business executives in the organization.

There's the relationship builder,

which is a business systems thinker at an operational level.

So it's getting business leverage through cloud on a day to day basis and

educating the business in cloud.

Then, more technically, you have the architecture of planning and

designing capability, looking after cloud strategy.

Achieving technology business alignment,

systems integration, cloud project planning, and

insuring the vital area of security and data privacy integrity.

The technical fixer was, at the operational level, looking after

the fit of technology with the business and the existing technologies.

Making sure you had technical skills available in house,

as well as out of house, to look after non-routine problems that come up.

Sort of it's a technical fixer role in cloud projects and

ongoing cloud operations, really.

Then managing external supply,

you have the informed buyer who has cloud market knowledge,

matches business demand with cloud supply, and looks after supplier management.

You have the contract facilitator, makes sure that the daily cloud service

is up and running and

manages the relationship between the business units and the service providers.

Basically a cloud product manager ensuring service delivery.

You have the contract monitor that looks after the cloud service level agreements,

manages regulatory implications, cloud security issues.

Then you have the vendor developer that sees whether we can do more with

our cloud computing suppliers and with the Internet.

Looks after maturing the cloud relationships that you have with service

providers and secures future innovation and value add from cloud deployment.

So those are the major ones, and hopefully these work as a high performance team.

It implies a much smaller grouping of people within the IT function,

within the organization, but you can see a very vital one.

Therefore, we call these core capabilities for cloud

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