How I Deliver AWS-based ITaaS Capabilities: The Magic of The Complete ITaaS Delivery Model™

lulu_buy_now_buttonThe Complete ITaaS Delivery Model: The Art of Integrating AWS, DevOps, and ITIL Into ITaaS Delivery Models


Who said technology change was the primary determinant of successful cloud migrations? It is wrong. What’s the meaning of a technology marvel, a technical prodigy that returns nothing business-wise?
I learned from my long experience leading IT transformation projects using the Complete ITaaS Delivery Model that the business benefits of any Amazon Web Services (AWS) Platform are consolidated in these 4 Key words: PlanDesign, Facilitate and Communicate.

What I Will Deliver? Certainly Not A Technology Marvel that Triggers Chuckles on The Business Side But The Innovative Business Platform That Boots Lines of Business Revenue 

What you’ll get is a comprehensive AWS-based ITaaS Delivery Capability that will cut your IT cost by at least 50%, reduce your overall application delivery lead time by at least 50%, and increase the rate of deployed applications or changes in application by at least 50 %:

AWS-based ITaaS Delivery Model
AWS-based ITaaS Delivery Model

The AWS-based ITaaS Delivery Capability is an integrated platform of people, processes, best practices and IT services structured around 3 components:

  • The AWS-based Cloud Platform
  • The Cloud Services
  • The IT Operating Model

The AWS-based Cloud Platform it relies on a variety of AWS services e.g., VPC, EC2, and ELB to provide a secure reliable, secure and scalable environments to host the migrated applications and operate the AWS platform. It guarantees costs savings and simplification and acceleration of the resource provisioning processes.

The Cloud Services build on IT Service Management (ITSM) best pracitces to provide stakeholders with authentic IT services including SaaS, PaaS, and IaaS. It simplifies and makes effective the interactions between the business and IT and within IT.

The IT Operating Model takes advantage of DevOps to establish a governance structure, clarifies the roles and responsibilities, the key processes to focus on as well as the Continuous Delivery Pipeline infrastructure. It accelerates applications delivery and establish a lean and agile IT organization.

How Will I Go About It? Simple, Courtney ITaaS™ An Agile ITaaS Transformation Framework That Takes Into Account The IT Operating Model, The Cloud Services and The AWS Platform

Given the complexity and the risks of such project, no room for improvisation,  I will take advantage of the Courtney ITaaS framework to build your transformation project team, plan the overall effort, and facilitate and orchestrate the end-to-end delivery of your ITaaS Delivery Capability.

Courtney ITaaS™ Transformation Framework
Courtney ITaaS™ Framework

Acting as the ITaaS Tranformation Leader across the transformation journey, I will lead through series of workshops, a team of Cloud Solution Architects, Application Developers, Security Experts, System and Database Administrators to:

  • Capture and understand your existing infrastructure, leverage the securiy and reliability standards to translate it into the corresponding AWS-based infrastructure and then migrate your applications
  • Identify the use cases of your future ITaaS Delivery Capability, convert them and implement them into the appropriate SaaS, PaaS and IaaS services
  • Capture and understand the principles, people, processes, best practices, and tools of your existing IT operating model and appropriately convert them into a lean and agile DevOps environment

How I Work With Client Organizations? How I Work With Consulting Firms and IT Providers?

If you’re a client organization e.g., JP Morgan Chase and Staple Inc,  we will work together on a 1099 basis.  The consulting regular policies apply.

If you’re a consulting company and an IT provider engaged with a client, we will work together either on a W-2 or 1099 basis. The consulting regular policies apply.

To Discuss Your Cloud Project Call Now 646 688 2228

The Problem With VMware ITaaS Delivery Model and How The Complete ITaaS Delivery Model™ Can Help

1. The Undebated Troubles with IT | 2. The Changing Business Expectations | 3. Why VMware SDDC missses the point | 4. How The Complete ITaaS Model Helps

Author: Philippe A. Abdoulaye


Now Available! Read It Now!
Click N’ Read!

Cloud Computing and the various operational models it generates including IT as a Service (ITaaS) is fantastic, the business world is increasingly aware of that. The problem is, it is getting shackled in the false and simplistic logic that “the more sophisticated technology, the higher business revenue” where lines of business within mid to large-size corporations are in fact the fall guys.

I came to that conclusion after reading the findings of a report by Phil Fersht and Barbra Sheridan McGann cited in a recent Joe Mckendrick’s article “Cloud Computing is Popular, But Not Ready For Prime Time” and most importantly after reading an extraordinary, unprecedented and insightful  survey by IDC Research Services sponsored by EMC and VMware; it involved more than 350 IT and business directors at enterprises of 1,000 employees or more. I strongly recommend it, you can find at “Your Journey To IT as a Service: Prioritize Your ITaaS Next Steps With An EMC Workshop.” 

A clever analysis of these reports unveals the unprecedented fact that there are severe disconnects between IT vendors, IT departments and business lines about how cloud computing and ITaaS could help businesses achieve their goals.
All these disconnects are actually the tree that hides the forest; the reality is IT has reached an inflection point, the notion that sophisticated IT solutions and infrastructure by themselves would drive business growth is now outdated.
Cloud computing and the concept of ITaaS will NEVER deliver 100% of the promised business benefits as long as CIOs and IT vendors will refuse to shift to a more appropriate IT paradigm.
Phil Fersht and Barbra Sheridan McGann confirm in their report the IT world’s resistance to any new paradigm when they state, “Another 47% blame their vendors, agreeing with the statement that “lack of willingness from our service provider(s) to cannibalize their existing revenue models” is holding back progress” and “Lack of support from service provider(s) to share risks/gains is cited by 44% as an obstacle to As-a-Service adoption.
You have here the reason why the vast majority of cloud migration and ITaaS transformation projects are highly successful from the technical and technology perspectives but are disasters from the pure business benefits perspective.

What is actually that new IT paradigm? How does it relate to so-called new style of IT? Why are today’s CIOs and cloud vendors resisting it? What does it take to implement it? How helpful is the Complete ITaaS Delivery Model  to implement it? are some of the key questions answered in this article. They are detailed in my recent books, “The Complete ITaaS Delivery Model: The Art of Integrating AWS, DevOps, and ITIL Into ITaaS Delivery Models

In this article, I chose to illustrate my point by bringing out the weaknesses of VMware ITaaS offering and by showing how implementing VMware Software Defined Data Center (SDDC) from the perspective of the Complete ITaaS Delivery Model™ would help businesses extract subtantantial and tangible business benefits from these extraordinary technology.

In order to make easy the understanding of such a complex topic, I have arranged the article in the following order:

  • The never debated troubles with IT departments and with IT in general, they slow down the adoption of the concept of ITaaS
  • The changing competitive environment and business line new expectations and requirements
  • Why VMware ITaaS offering aren’t likely to meet business line expectations and requirements
  • How the Complete ITaaS Delivery Model™ supplements VMware Software Defined Data Center (SDDC) platform
  • Lessons learned about the Complete ITaaS Delivery Model™ and where to go from here

The Never Debated Troubles With IT Departments And With IT In General. They Slow Down The Adoption of ITaaS

One thing unprecedented with this report is, it puts on the table several deficient practices and attitudes of IT departments and vendors that look minor but have devastating effects; they favor the use of shadow IT, increase investments in sophisticated and expensive software and infrastructure businesses do not necessarily need, and most importantly they are  perverting the concepts of cloud and ITaaS and depriving businesses of the benefits they can get from them.

The overall findings of this IDC survey are substantiated by a growing number of observers of the IT industry including Patrick Phillips, CIO at Disaster Kleenup International; in a remarkable article, IT Must Adapt or Die – A Story Brought to You by the Third Party Providers Trying to Make You Irrelevant he argues, “Five years ago, less than 25% of business leaders rated their organization’s IT function effective at delivering the capabilities they needed. Today the number hasn’t changed. IT functions have strived tirelessly to understand demand, set priorities, deliver effectively, and capture value, yet the results still disappoint. Business and IT leaders alike feel they should be getting more—more efficiency, more innovation, more value—from technology. Unasked Questions Among all the talk of engagement, alignment, and “being part of the business,” one assumption is never challenged—that for information technology to grow in strategic importance, so must the IT function. But what if this is not the case? What if a dedicated, standalone IT function is no longer the best option and the function’s resources and responsibilities were better located elsewhere?

Let’s talk about some of them as they highlight the gaps between what IT delivers and what the business needs.

IT Thinks It Understands The Business, The Business Sees More Room For Improvement For IT

According to the IDC survey, “IT executives are more likely than those in business to indicate that IT does a good job of understanding what the business wants, improving time to market, communicating a clear vision, gaining the trust of business stakeholders, informing the business of new services, articulating business value, enabling innovation and collaboration, and supporting mobility. Business executives are more likely to see significant room for improvement.” The areas for improvement include:

  • Making IT services easier to package and deliver — What do you have that can help me? (76% say needs some to significant improvement)
  • Demonstrating an accurate understanding of the services the business needs/wants — Give me the tools/services to help me do my job better — in a timely manner. (74% say needs some to significant improvement)
  • Communicating a clear vision for future services — How can IT help me achieve my business goals? (73% say needs some to significant improvement)

For IT, ITaaS is Primarily a Matter of Lower Costs While For the Business It’s About Aligning Priorities

According to the IDC survey, “Business and IT executives are not in full agreement regarding the business benefits of ITaaS. Business executives view ITaaS as enabling alignment, promoting efficiency, and improving customer satisfaction. IT executives cite cost savings as the No. 1 IT benefit of ITaaS.

As to the Obstacles to ITaaS Adoption, the Disconnect Tells a Great Deal About the Troubles With IT Today

According to the IDC survey, “IT and business leaders are definitely not in sync regarding the potential roadblocks to deploying ITaaS. The primary concerns of IT leaders are developing a pricing model, security and compliance issues, and resistance to change. Business executives focus on poor communication, challenges in streamlining business processes, and a lack of confidence in the expertise of their own IT organizations. However, they do agree on one area — IT’s skill set. 33% of business managers point to a lack of trust or confidence in IT’s technical expertise; and 29% of IT folks agree, saying Insufficient skills and experience are a roadblock.

The Changing Competitive Environment Has Taken IT to an Inflection Point, Responsiveness to Market Opportunities Achieved Through Cross-Functional Collaboration and Organizational Agility is What the Business Wants. IT Must Change!

Let me say this, the various blames of the business are just the the tree that hides the forest; they reveal the unprecedented fact that IT practices have reached an inflection point where IT by itself cannot anymore support businesses’ growth; as illustrated by the IDC survey, IT must take into account additional value drivers such as cross-functional collaboration, organizational agility, fast problem solving and decision-making, alike. That’s what business lines have been calling for.

In fact as showed by the survey, business folks are right; a conjunction of factors including the globalization of the economy, the endless IT innovations, the repeated financial crises, the massive unemployment and the startup boom that goes with it as well as the acceleration of the adoption of cloud are stepping up competition and expanding market opportunities at a global scale.
To meet these challenges, radical changes are needed in how the business and IT work together, lean and agile environments putting together the business and IT supported by flexible and integrated processes and practices is what is highly desired and expected on the business side.
This integrated vision involving the business and IT in a shared platform of people, processes, practices, cloud services and infrastructure is actually what is meant by the new IT style.

The thing to keep in mind at this point is, lines of business consider responsiveness to market opportunities achieved through cross-functional collaboration involving the business and IT, organizational agility, and fast problem solving and decision-making as the additional competitive advantage they need to compete in today’s business environment.

Now, let’s see how well VMware is doing as to the business expectations and requirements, why it is missing the point…

Why VMware ITaaS Offerings Isn’t Likely to Meet Business Line Expectations and Requirements

As surprising as it might sound, given the reputation and the value its brand, VMware brands,  ITaaS offerings isn’t likely to meet business line requirements and expectations as defined earlier because they build on erroneous and outdated assumptions.

The fact of the matter is, VMware ITaaS value propositions is based on its extremely innovative and sophisticated Software Defined Data Center (SDDC) platform, a rare technological marvel!
The idea behind the SDDC is, by virtualizing and automating resource provisioning processes across the application development lifecycle, more time is devoted to IT to provision business users with new capabilities and less time spent on infrastructure.

The problem is, the notion that virtualization, automation, and elasticity generate organizational agility is a myth; in reality they free up latitudes which are wrongly called agility in the IT world.
The question is not whether there are latitudes but how well these latitutdes are handled to meet business line objectives.

Thinking that cross-functional collaboration, organizational agility, and fast problem solving and decision-making will miraculously result from the deployment of sophisticated cloud solutions and infrastructure does not make sense at all. Technology whatever its degree of sophistication and innovation will never enable them but the leadership, proven management practices, smart organizational design decision, effective coordination, good governance, alike will.
Creating cross-functional collaboration, organizational agility and fast problem solving and decision-making demands proactive organizational transformations that transcend the traditional zealous deployment of technology.

Here is where an innovative model like the Complete ITaaS Delivery Model™ comes into play …

How the Complete ITaaS Delivery Model™ Supplements VMware Software Defined Data Center (SDDC) Platform

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Click and Read Now!

The ITaaS Delivery Model™ is an organizational framework I popularized in my book The Complete ITaaS Delivery Model: The Art of Integrating AWS, DevOps, and ITIL Into Complete ITaaS Delivery Models; it is based on the verified notion that cloud solutions cannot deliver the benefits expected by the lines of business unless they’re supplemented with concrete organizational transformation and authentic service approaches to IT delivery.
The Complete ITaaS Delivery Model™ sees ITaaS from three dimensions including the IT Operating Model, the Cloud Services, and the Cloud Platform referred to as the Virtual Computing Capability (VCC). The exhibit below illustrates how the Complete ITaaS Delivery Model™ is leveraged to deliver business benefits in an SDDC context:

Complete ITaaS Delivery Model and VMware SDDC
VMware vSuite Platform Supplemented with The Complete ITaaS Delivery Model

The Virtual Computing Capability, As The Enabler of The Expected Business Benefits

The VCC represents the cloud infrastructure which is implemented with cloud solutions like VMware vSuite, Amazon AWS, or Microsoft Azure. It sees the SDDC platform as the enabler of the expected business benefits; Virtualization by creating in record times virtual versions of physical servers, network switches, Storage Access Network  (SAN) and Network Attached Storage  (NAS) hardware not only allows substantial Capex savings to meet the cost aspect expectations but also  frees up time which is further purposely exploited to meet the accelerated speed-to-market requirements. Automation and Elasticity  by  taking over human tasks such as hardware provisioning,  server configuration and application deployment not only enables significant Opex savings but also like virtualization frees up time that is further purposely exploited to meet the accelerated speed-to-market requirements.

The IT Operating Model, Where The Expected Benefits are Exploited and Implemented

The IT Operating Model is a system of people, processes, best practices, and tools supporting IT activities from application development, testing, deployment and operations.
In the context of the Complete ITaaS Delivery Model™, it takes advantage of DevOps to identify the stakeholders, clarify their roles and responsibilities across the application development lifecycle, bring out the key processes and practices to focus on as well as the governance structure and the application delivery pipeline to rely on.

Totally ignored in the vast majority  of cloud migration and ITaaS transformation projects, the IT Operating Model is where the organizational transformations are concretely addressed,   where collaboration and coordination mechanisms are used to address the cross-functional expectations,  and where change management capabilities are leveraged to establish the governance structure that enables greater focus of IT on business priorities and meets the fast problem solving and decision-making expectations.

Make no mistake, without it the only benefits you get are the cost savings and the latitudes generated by the SDDC platform.

The Cloud Services As The Foundation of Organizational Agility

The Cloud Services are the set of Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) made available to users from business lines, application development, quality assurance  (QA, and IT operations to support their activities.
In the context of the Complete ITaaS Delivery Model implementing authentic IT services  is vital as the notion of service is the cornerstone of what is meant by organizational agility.
IT services like any basic service assumes a Consumer of the service and a Provider of the service and that creating IT agility is primarily about implementing Consumer-Provider Relationships across the organization such that both parties focused on their core competency

Keep in mind that the Complete ITaaS Delivery Model addresses vital areas of ITaaS which are totally ignored by VMware ITaaS Model and ITaaS transformation practices, it clearly demonstrates the incompleteness of the tool-focused cloud and ITaaS implementation approaches of the vast majority of the cloud vendors. 

Lessons Learned About The Complete ITaaS Delivery Model™ and Where To Go From Here

Cloud and ITaaS are fantastic, they are changing the competitive environment and the way IT services are delivered.  However, a degree of moderation is required when the benefits of cloud solutions are discussed because by themselves they aren’t likely to deliver all the benefits expected by business lines, they must completed by concrete organizational transformations. Where should you go from here?  I suggest one or two of the following options:

Click and Read Now!
Click and Read Now!

Option #1, Read Now My Recent Best Selling, The Complete ITaaS Delivery Model™; it brushes aside the numerous misconceptions and myths surrounding the concept of ITaaS. Praised by various experts from Cisco and Amazon Web Services as “One of the best and greatest book about Cloud Computing” and “Excellent material on ITaaS“, it underscores the gaps of today’s cloud approaches and highlights the reasons increasingly businesses doubt the pure business benefits of cloud. “Except cost reduction and accelerated processes what else does the cloud offer?” Structured around a real-world case study, using the Complete ITaaS Delivery Model™, the book takes you to a step-by-step ITaaS transformation journey to define ITaaS business case and transformation roadmap, design authentic SaaS, PaaS and IaaS services, transform IT operating model, migrating infrastructure to public cloud capability. It is the practical Cloud and ITaaS guide businesses and Cloud transformation architect have been expecting to help them truly transform businesses to cloud and ITaaS.
onlinemeetingOption #2, Attend The Next ITaaS Transformation Workshop.This innovative online ITaaS Transformation workshop, designed and led by Philippe A. Abdoulaye originator of the Complete ITaaS Delivery Model™, takes participants into a step-by-step authentic ITaaS transformation journey.
Transcending the usual solution and infrastructure technical implementations and aggregating business and IT people, processes, practices, solutions and infrastructure into a common and shared business environment, the  Complete ITaaS Delivery Model™ represents the lean and agile platform business lines within mid to large-size corportations have been insistently calling for to address their competitive challenges.

Picture1Option #3, Hire My Consulting Services. I will lead your end-to-end infrastructure migration to Amazon Web Services (AWS), Transform your IT operating model to DevOps and your IT to IT as a Service (ITaaS)

 

Thanks for trusting my work.

Copyright © Philippe Abdoulaye 2015. All rights reserved.

 

 

Workshops On The Complete ITaaS Delivery Model™ Throughout September and October, Sign Up Now!

Sign Up Now:  Call 646 688 2228 or Email at philippe.abdoulaye@yahoo.com


onlinemeetingThis innovative online ITaaS Transformation workshop, designed and led by Philippe A. Abdoulaye originator of the Complete ITaaS Delivery Model™, takes participants into a step-by-step authentic ITaaS transformation journey.
Transcending the usual solution and infrastructure technical implementations and aggregating business and IT people, processes, practices, solutions and infrastructure into a common and shared business environment, the  Complete ITaaS Delivery Model™ represents the lean and agile platform business lines within mid to large-size corportations have been insistently calling for to address their competitive challenges.

BENEFITS YOU CAN EXPECT

Click and Read Now!
Click and Read Now!

CIOs and IT executives will get the key insights and practical information that will make them pivotal to their organization’s transition to ITaaS and give them the right to sit at the business table.
They will discover how to use ITaaS strategically to get their IT organization focused on business priorities and ensure their delivery in a cost-effective and timely manner. In this workshop, they’ll explore the Complete ITaaS Delivery Model™ and learn how to take advantage of it to develop accurate visions of ITaaS Delivery capabilities that guarantee tangible cost savings, cross-functional collaboration, organizational agility, and accelerated speed-to-market.

Enterprise architects, Cloud solution architects and experts will learn how to use the Courtney ITaaS™ (short of Cloud Transformation Methodology) framework to drive the end-to-end implementation of Complete ITaaS Delivery Model™.
They’ll explore ignored facets of DevOps, cloud services, and IT transformation that’ll make them pivotal to their organization’s transformation to ITaaS.


THE THREE-DAY AGENDA

In three days, this workshop focuses on how business lines and IT departments within mid to large-size corporations can collaborate to implement Complete ITaaS Delivery Model™ in ways that guarantee the cross-functional collaboration, organizational agility and accelerated speed-to-market needed to responsively tackle unpredicted and unpredictable market opportunities.

  • Day #1 – Discussion around the notion of ITaaS as a business growth driver,  presentation of the Complete ITaaS Delivery Model™, and case studies
  • Day #2 – Discussion around today’s Cloud and ITaaS transformation approaches, presentation of the Courtney ITaaS™ framework, and case studies
  • Day #3 – Discussion around the Weight Loss & Diet (WL&D) Inc. case and step-by-step WL&D migration to the Complete ITaaS Delivery Model™

PARTICIPANTS

This three-day workshop is designed for business and IT executives engaged in Cloud  and ITaaS transformations or willing to know more about how to leverage ITaaS capabilities as the drivers of their business growth.

It also specifically designed and strongly recommended to enterprise architects, cloud solution architects, and consultants who are interested in developing business-oriented DevOps, Cloud Services and Cloud architecture qualifications.


SPEAKER AND FACILITATOR
Philippe Abdoulaye, Managing DirectorThis workshop was thought and developed by and will be taught by Philippe A. Abdoulaye, the originator of the Complete ITaaS Delivery Model™ and the Courtney ITaaS™ framework.

One of the most-cited bloggers and authors in Cloud Computing, Philippe Abdoulaye has authored 2 books and has written several articles around cloud computing and ITaaS.

He has a Master in Computer Science from ESI SUPINFO Paris, France, has served global consulting firms such as Cognizant and Accenture, has advised businesses as prestigious as Ralph Lauren Polo, Credit Suisse, American Express and hedge fund Coatue Management on Cloud Migration strategy and the global consulting firm McKinsey & Company to ITaaS implementation approach.


SUBSCRIPTION

Please submit your application with your preferred dates for september at least one week before the workshop in at Workshop Subscription and we will get back to you or call 646-688-2228. Since places are limited, early applications are encouraged.

The promotional fee is $300 per session per participant:

  • $300 for one session and per participant
  • $600 for two of the three sessions and per participant
  • $900 for the three sessions and per per participant

 

Why The Complete ITaaS Delivery Model™ is The Next Evolution Beyond Today’s Cloud Implementation?

1. The Ignored Business Lines Expectations | 2. IT Must Take Into Account Business Benefits Expectations | 3. ITaaS is Primarily an IT Service Delivery Model | 4. Why the ITaaS Delivery Model™ is the Next Evolution to Today’s Cloud Implementation

Author: Philippe A. Abdoulaye


Available in June 15, 2015 Click Read Free Excerpts
Buy it now!

As businesses around the globe seek desperately to transform their business models and get them focused on increasing customer value, they need to rely on IT organizations, systems and infrastructure that are specifically thought to deliver the tangible business benefits they desperately expect.
Last year to support IT practitioners help businesses achieve pure business benefits with the cloud I introduced in my book, “Cloud Computing: Advanced Business and IT Strategies to Extract Tangible Value“, the foundations of how businesses can adjust their IT operating model to take advantage of the cloud and derive pure business benefits.

In this article published in several languages including English and French, I introduce for the very first time to the IT marketplace the Complete ITaaS Delivery Model™. It supplements today’s solution-focused cloud implementation approaches with IT Organization Design and IT Service Management (ITSM) practices as well as the DevOps principles that are needed to establish the Lean and Agile IT Organization required to unlock the benefits lines of business have been desperately expecting.

In order to make the difficult topic of ITaaS transformation understandable and provide you with the insights you expect, this article follows a logical order:

  • What do Lines of Business (LoB) expect from IT is a greater focus on their critical needs and priorities
  • The zealous deployment of cloud solutions and infrastructure does not make sense, what matters is meeting business expectations
  • ITaaS is misunderstood, it is primarily an operating model and not a technical solution as some of the major cloud vendors suggest
  • The value brought in by the Complete ITaaS Delivery Model™
  • Why the Complete ITaaS Delivery Model™ makes Courtney ITaaS™ unique in the marketplace

For Lines of Business (LoB) The Digital Age is About Increasing Customer Value, What They Primarily Expect from IT is a Greater Focus On Their Critical Needs and Priorities

As I observed it on the ground, caught up in the merry-go-round of the promises of cloud computing and the massive IT innovations, IT vendors and CIOs seem to have forgotten that business benefits is what matters.
In fact, through massive marketing campaigns and buzzwords the major brands of the IT industry without exception have been preaching the benefits of their innovative cloud solutions supposed to bring massive benefits.
From my discussions with a number of business folks from several industries, I understand that they’re aware of the cloud benefits but what they desperately and primarily expect from their IT department is a greater focus on critical business needs and priorities. In other words, their question is straight, “Where are the pure business benefits of your cloud solutions? We don’t see them!”
Patrick Phillips, a remarkable operational efficiency expert, substantiates my point in a remarkable article IT Must Adapt or Die: This Story Brought to You by the Third Party Providers Trying to Make You Irrelevant (…)” when he says “Less than 25% of business leaders rated their organization’s IT function effective at delivering the capabilities they needed. Today the number hasn’t changed. IT functions have strived tirelessly to understand demand, set priorities, deliver effectively, and capture value, yet the results still disappoint.

Do Cloud and ITaaS Practitioners Really Take Into Account LoBs Expectations? The Zealous Deployment of Cloud Solutions and Infrastructure Does Not Make Sense 

Cloud and ITaaS practitioners must constantly make sure they understand the fundamental needs and expectations of LoBs and that they do not confuse them with the massive hypes surrounding cloud and ITaaS.
The general feeling is, encouraged by their IT providers and consulting firms, CIOs tend to sell their lines of business the idea that cloud and ITaaS are the miraculous solutions to their competitive issues.
They’re right, shifting to cloud and in general to ITaaS is the way to go. But a close look at what they mean by Cloud Migration and ITaaS Transformation shows the surprising fact that they don’t understand the whys and wherefores of ITaaS and most importantly, it clearly demonstrate a severe disconnect between LoBs’ expectations and the cloud vendors’ vision and approach.

What is striking, funny and deserves to be mentioned is the IT industry’s response to the LoBs expectations; while a greater focus on critical business needs and priorities is expected, highly sophisticated cloud solutions are recommended as if virtualization, automation, resource pooling and elasticity will miraculously result in effective selection and prioritization of critical business needs, in a greater focus of IT on business priorities, and in greater business benefits.
Michael B. Head of a LoB at Credit Suisse in New York had that wonderful remark, “The benefits to be generated by your so-called innovative software represent less than 3% of what we gain from increasing our existing customers’ value through basic techniques like cross-selling …” Point blank. Certain CIOs and cloud vendors should seriously meditate that remark.

Everybody Talks About Cloud and ITaaS, But Very Few Including the Major Brands of the Cloud Industry Understand Their Whys and Wherefores Businesswise

The good news for CIOs and LoBs is, the ITaaS concept provides all the mechanisms to get them agree and focus on the critical business needs and priorities but the bad one is, cloud vendors and consulting firms either do not understand what ITaaS is or mis-sell their ITaaS consulting services and solutions.
Wikipedia gives the best definition of what ITaaS is “IT as a service (ITaaS) is an operational model where the IT organization of an enterprise is run much like business, acting and operating as a distinct business entity creating Products (including services) for the other Line of Business (LOB) organizations within the enterprise. At its core, ITaaS is a competitive business model where an enterprise IT organization views the LOBs as having many options for IT services and the IT organization has to compete against those other options in order to be the provider to the needs of the LOBs. (…)“.
In other words, migrating to ITaaS is a complex and authentic IT transformation effort whose objective is to aggregate business and IT practices into a common platform of people, processes, best practices, and cloud services specifically thought to deliver critical business needs and priorities in a cost-effective and timely manner. Cloud vendors and consulting firms does not understand ITaaS transformation that way; they erroneously / purposely think that ITaaS transformation is primarily a matter of technology change. You have here the reason why increasingly businesses get frustrated with their cloud capabilities.

Let’s say things straight, the cloud vendors and consulting firms perspective about ITaaS is incomplete and in a certain way irrelevant.

Why Do Cloud Vendors, Consulting Firms and CIOs Need The Complete ITaaS Delivery Model™?

Available Next Week June 15, 2015 at Amazon, Lulu Store, iBookstore, ... !
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The definition of ITaaS mentioned above points out the key notions needed to implement comprehensive ITaaS capabilities that keep IT focused on delivering critical business needs and priorities; these notions include IT Service, Operating Model, and Competitive Business Model. The fact of the matter is, these notions are misunderstood in the IT world, they’ve been diverted from their very meaning, they are part of the IT marketing lexicon and are primarily used to facilitate the sales of expensive software and infrastructure businesses do not necessarily need.
Let’s take the notion of IT service which is mistakenly confused with the modules of ITSM software (e.g., BMC ITSM); how many of these Big Four understand and tell CIOs that IT services like any basic service assumes a Consumer of the service and a Provider of the service and that creating IT agility is primarily about implementing Consumer-Provider Relationships across the organization such that both parties focused on their core competency. This is what creating IT agility is about.

All these authentic IT transformation practices are overlooked and ignored for several reasons ranging from the lack of authentic IT transformation qualifications and background  to the decline of consulting practices where the trend is to tell clients what they want to hear and not what they must hear, Jason Bloomberg substantiates that fact  in a bombshell, “Beware the Dangers of Bimodal IT” where he argues that “The brilliant minds at Gartner – and any other consultant towing the Bimodal IT line, for that matter – are telling their clients what they want to hear, not what they need to hear. Bimodal IT is simply an excuse to keep doing IT poorly.

In my current ITaaS consulting activities at PMPragmatic Consulting I’ve been using Courtney ITaaS™, a powerful ITaaS Transformation framework that makes easy the end-to-end transformation effort. It has helped global corporations like France Telecom derive value from their strategic transformation initiatives and most importantly it was adopted several times by prestigious consulting firms like McKinsey & Company to support some of their strategic transformation projects.

Courtney ITaaS™ Transformation Framework
Courtney ITaaS™ Transformation Framework

Courtney ITaaS™ is the foundation of my cloud migration, ITaaS transformation and DevOps implementation practices. It is based on the verified idea that cloud-based benefits result primarily from the transformation of three dimensions of the organization including the IT Operating Model, the Cloud Services and the Cloud Platform referred to as the Virtual Computing Capability (VCC).

With Courtney ITaaS the transformation effort is approached as a five-stage journey starting with the Analysis of the Business Drivers underlying the transformation initiative through the implementation of a ProofofConcept  (PoC) of the targeted ITaaS Delivery Model involving a panel of relevant users from the business and IT and ending with the Deployment of the Organizational Changes at the scale of the business.

Why the Complete ITaaS Delivery Model™ Makes Courtney ITaaS™ Unique in the Cloud Marketplace

What makes Courtney ITaaS™ unique in the cloud marketplace is definitely its Complete ITaaS Delivery Model™; it debunks the myth that vendor cloud solutions is all LoBs need to get the business benefits they expect from the cloud and offers in an integrated manner three mechanisms to keep IT focused on critical business needs and priorities including the IT Operating Model, the Cloud Services Catalog, and the Cloud Platform.

The Complete ITaaS Delivery Model™
The Complete ITaaS Delivery Model™

The IT Operating Model is definitely what makes the ITaaS Delivery Model™ the very next evolution beyond today’s solution-focused cloud implementation approaches; it provides the foundations for the collaborative, lean and agile environment several qualified IT transformation experts have been advocating. Tranformation of the IT Operating Model is not included in either today’s cloud migration or ITaaS transformation consulting offerings.
The IT Operating Model as suggested by the Complete ITaaS Delivery Model is based on DevOps. Unlike the vast majority of today’s experts it sees DevOps as the foundation of lean and agile application development environments needed not only to accelerate applications delivery but most importantly to keep IT focused on critical business needs and priorities.
To achieve that, a number of proven business reengineering and organizational changes tools as well as a number of IT standards e.g., ITIL and Agile Scrum are used to adust the IT operating model to DevOps principles, processes, best practices and people roles and responsibilities. It contrasts with today’s practices where the emphasis is narrowed to automating continuous testing and deployment using Chef, Jenkins, uDeploy, alike.

The Cloud Services Catalog is another area that’s not included in either today’s cloud migration or ITaaS transformation consulting offerings.  All cloud vendors and CIOs who migrated to cloud talk about their cloud services but there is no trace of them.
As a matter of fact, the notion of IT service including the concept of cloud service is misunderstood and used willy-nilly to sell LoBs benefits that will never happen. It is so misunderstood that the vast majority of ITIL and cloud experts do not see the correlation between the implementation of authentic IT (or cloud) services and the promised organizational agility LoBs have been expecting. They don’t see that the notion of IT service implies a consumer and a provider of the service that creating IT agility is primarily about implementing Consumer-Provider Relationships across the organization such that both parties focused on their core competency.
The Complete ITaaS Delivery Model™ offers methodologies to design cloud services e.g., SaaS, PaaS and IaaS and tools to deploy Cloud Consumer-Provider Relationships Model across the organization.

The Virtual Computing Capability (VCC) represents the cloud platform in the context of the Complete ITaaS Delivery Model™. It abstracts the complexity of cloud platform architectures e.g., Amazon Web Services (AWS) and VMware Virtual Cloud Automation Center (vCAC).
Through several tools, it  facilitates the design, optimization and the deployment of highly complex cloud architectures; examples of tools include the AWS-based Architecture Transformation Matrix, AWS-based VCC Architecture Reference, as well as several AWS Architecture Design Patterns including the Extended VPC-based Hosting Environment and Extended EC2-based Computing Capability.

Wrapping Up

Available in June 15, 2015 Click Read Free Excerpts
Buy it now!

The Courtney ITaaS™ and its Complete ITaaS Delivery Model™ are detailed in my book The Complete ITaaS Delivery Model™: The Art of Integrating AWS, DevOps, and ITIL into ITaaS Delivery Models.” I honestly and sincerely encourage you to buy it, a 500% return on investment is guaranteed.

The important message to keep in mind, debate and share as widely as you can is, it is vital for businesses willing to embrace ITaaS to debunk the myths that have been proliferating in the cloud industry:

Public Cloud Myth  – Today’s public cloud implementation approaches are just enhanced versions of traditional outsourcing based on cloud vendor solutions.
As long as the IT Operating Model and IT /cloud services aren’t proactively and explicitly addressed it cannot be called either cloud computing or ITaaS. No business benefits can be expected.

Private Cloud Myth  – Today’s private cloud implementation approaches are just enhanced versions of traditional virtualization based on cloud vendor solutions.
As long as the IT Operating Model and IT /cloud services aren’t proactively and explicitly addressed it cannot be called either cloud computing or ITaaS. No business benefits can be expected.

Transformation Myth  – The notion of IT and cloud transformation as used by the major brands of the IT industry is erroneous and confusing; it gives the feeling that what matters is the technology change.
As long as it does not proactively and explicitly address in integrated manner the three dimensions of businesses including the IT Operating Model, The Services Catalog and Technology  it cannot be called either  IT transformation or ITaaS transformation. No business benefits can be expected.

The Complete ITaaS Delivery Modelis the unique approach to implementing Authentic Cloud Computing and IT as a Service. Learn more about how we do it (…)

Thanks for Your Attention

Copyright © Philippe Abdoulaye 2015. All rights reserved.

How DevOps Can Tranform Your IT Organization to the ITaaS Paradigm

DevOpsLogoCIOs, CTOs and other IT executives are increasingly concerned about the adaptation of their IT organization to the brand new ITaaS paradigm brought in by the cloud. If they want to enjoy the competitive benefits of cloud – Cost Savings and Accelerated Applications Delivery – they won’t have choice but to urgently adjust their IT operating model. The problem is the leading firms of the cloud industry – solution vendors and consulting businesses – are struggling and vying to reinvent the wheel in an effort to help them achieve that goal. They lack a systemic perspectice of cloud and fail to see that the IT organizational framework for the cloud already exists and has a name: DevOps.

Contrary to the widespread belief, DevOps is not confined to the software world; it is actually a complete system of people, processes, and tools supported by a set of principles mostly inherited from iterative and incremental software development methodologies which are coherently put together to ensure collaborative work, problem solving, and decision-making so as to accelerate applications delivery.

iCCTM (integrated Cloud Computing Transformation Methodology), the central topic of the book CLOUD COMPUTING: ADVANCED BUSINESS AND IT STRATEGIES is the Organizational Design Framework for implementing DevOps-Oriented IT Operating Model.

iCCTM draws on DevOps principles to offer the structure and coordination and decision-making mechanisms of an agile and lean IT organization; roles and responsibilities are clarified in areas as key as:

  • IT Governance
  • Line of Business
  • Enterprise Architecture
  • Project Management Office (PMO)
  • Application Development
  • IT Operations and Production

The DevOps Delivery Pipeline is implemented in the form of a lean project project portfolio while all DevOps recommended processes including Plan and Measure, Develop and Test, Release and Deploy as well as Monitor and Optimize are associaded with purposely selected best practices ranging from New Product Development (NPD) Voice of the Customer (VoC), Scrum Product and Sprint Backlogs to ITIL Change Management and Release and Deployment Management.

iCCTM is a flexible DevOps-Oriented IT Organization framework thought to adjust your IT operating model in a record time easily and manage resulting organizational and operational changes. iCCTM has helped several businesses migrate their IT to cloud in the Telecom and Consumer Service industries in technical environments as varies as Amazon AWS and VMware vCloud / vSphere.

Start 2015 with a Bang, Adopt iCCTM Now Buy Cloud Now: Computing: Advanced Business and IT Strategies.

Authentic Case Studies in the Telecommunication and Healthcare Industries


CLOUD COMPUTING: ADVANCED BUSINESS AND IT STRATEGIES
Part III – The Integrated Cloud Computing Transition Methodology (iCCTM)

  • Chapter 5 – The iCCTM Framework
  • Chapter 6 – The Cloud Strategy Definition
  • Chapter 7 – Definition of the IT Operating Model
  • Chapter 8 – Defining the Service-Oriented Organization
  • Chapter 9 – The Cloud-Enabled IT Capability Architecture Definition
  • Chapter 10 – The Organizational Changes Deployment

Part IV – The Fundamental Case Study – Illustration of the iCCTM through a real-life case study

  • Chapter 11 – The Apple Business Services (ABS) Case
  • Chapter 12 – Defining ABS Cloud Strategy
  • Chapter 13 – Restructuring ABS IT Operating Model
  • Chapter 14 – Defining ABS Service-Oriented Organization
  • Chapter 15 – Defining ABS Cloud Platform Architecture
  • Chapter 16 – Deploying ABS Cloud and Organizational Changes

Merry Christmas and Happy New Year to All

Copyright © Philippe Abdoulaye 2014. All rights reserved.

Transform Your Data Center to the New IT – Part I

The adoption of cloud infrastructure is accelerating; businesses are increasingly taking their IT infrastructure (data centers) to cloud, private and public. When properly implemented substantial cost savings, infrastructure rationalization, accelerated application deployment, rapid IT resources provisioning and IT operations agility are demonstrated.

However, contrary to what some of the greatest consulting brands pretend, the approaches to implement it remain ad hoc, incomplete, and sometimes misleading to client organizations; their primary objective is to deploy vendors’ cloud solutions (they call it cloud implementation) and train users to these cloud solutions (they call it change management). Let me say it straight, this simplistic approach to cloud infrastructure implementation does not allow businesses to enjoy the promised benefits to the fullest.

The fact of the matter is, cloud computing is neither a technology nor a software, it is primarily a service delivery model and to enjoy its benefits, cloud infrastructure must be implemented as an IaaS Service Delivery Model. The interesting conversation I had couple of weeks ago with a Top VMware IT Transformation Executive confirms that fact, there is no doubt that, the ITaaS strategy she has developed will provide VMware in the near future with a truly durable competitive advantage (Click the link to know more about VMware IT Transformation approach). It is honest, difficult to challenge and on top of that it guarantees tangible benefits.

Distancing itself from the massive marketing hypes surrounding cloud, the idea behind that cloud infrastructure implementation approach is simple: the benefits of cloud infrastructure result from the implementation of IaaS Service Delivery Models and NOT from the discrete deployment of cloud solutions and infrastructures.

Written for CIOs, CTOs, seasoned IT professionals willing to embrace a Cloud career and those looking for greater insights into cloud infrastructure, this article discusses traditional IT infrastructures e.g., data center transformation into high return Infrastructure-as-a-Service (IaaS) Service Deliver Models through three key recommendations of the integrated Cloud Computing Transformation Methodology (iCCTM). iCCTM is a DevOps approach to cloud transformation I l largely developed in my last book Cloud Computing: Advanced Business and IT Strategies. These key recommendations are:

  1. IT Executive Vision
  2. IaaS Service Delivery Model
  3. Organizational Changes Deployment

Recommendation #1 – Capture Business and Operational Concerns and Expectations and Derive from Them the IT Leadership Vision about Your IT Operations Operating Model and Virtual Infrastructure

Ignoring or overlooking the business drivers underlying IT infrastructure migrations to cloud is definitely one of the practices to avoid; in ninety-nine of cases they not only result in none of the expected benefits but also in useless cloud capabilities. In reality, the bottom line with understanding business drivers is to capture executive concerns and expectations examples reduction of IT expenses, acceleration of applications delivery and IT operations, the services and virtual resources likely to enable achievement of the objectives and translate all these elements into a high level IaaS Service Delivery model that reflects the executive vision.

Plan a series of workshops involving executive representatives from the business, application development, and IT operations around the following topics :

  • Clarification of business and operational concerns
  • Definition of primary and support services catalog
  • Definition of the high level picture of the target IaaS service delivery model

To make these workshops as productive as possible use collaborative tools; they facilitate the definition of cloud strategy. The first one of these tools is the Cloud Strategy Map,the figure below (Source: Cloud Computing: Advanced Business and IT Strategies) illustrates a simplified version of the cloud strategy map as defined by the iCCTM methodology:

The Cloud Strategy Map offers a questionnaire that helps to clarify objectives, expected services as well as the virtual resources required to achieve objectives. It helps to get in a record time a complete picture of the executive vision. The strategy map in the above picture helped to collaborativeley articulate one of my client’s cloud strategy as follows :
[Executive Concerns and Expectations] In order to fix the financial issues, 15% of CAPEX and OPEX each year since 2011, migrating our IT infrastructure to cloud will definitely help.
[Value Propositions and Objectives] Providing IT operations personel with four cloud services i.e., Application Deployment, Virtual Machine Self-Provisioning, Resources Auto-Scaling, and Automation will definitely help to substantially reduce infrastructure costs.
[Target Workload and and Expected Virtual Capacities] A cloud infrastructure supporting up to 5 times today’s workload (2,500 virtual machines) will do.
[Expected Organizational Capability] An agile and lean IT operations organization will help us not only accelerate our workflows but also improve our overall Time-to-Market. A DevOps pilot experiment will be set up for three months to identify the impacts, the gains, losses and risks versus IT operations services are delivered today.”

The second tool is the IaaS Service Delivery Model, it offers a never-before-seen perspective of cloud computing which sees it from three dimensions including the Operating Model, the Data Center, and the Cloud Platform within Virtual Computing Capacity (VCC). It is illustrated in exhibit below:

The core purpose of the IaaS Delivery Model is to offer a high level and comprehensive picture of the future cloud capability that covers not only infrastructure issues but also organizational and operational matters. It is intended to support all subsequent cloud architecture works ranging from assessment and design to implementation, testing and deployment.

IT Operations Operating Model Defined

The IT operations operating model expresses the idea that the cloud infrastructure by itself will never deliver expected benefits; it represents your IT operations department in the cloud setting including the users involved, the IaaS services they use to accelerate applications delivery, and the work flows between them.

In the figure above, the operating model details one of my client’s vision about the expected agile and lean organization, it says:
[The IT Operations Organizational Structure] DevOps will help to adjust the operating model with the cloud service delivery policy.
[The IT Operations Players] AgreDevOps will help to put together five categories of users of our cloud services including the customer, the business owner, application developer, quality assurance, and IT operations and production folks.
[The Selected Best Practices and Associated Processes] The IT operations activities overall will be structured around four main processes i.e., Plan and Measure, Develop and Test, Release and Deploy, and Monitor and Optimize.

The Virtual Computing Capacity (VCC) Explained

The VCC is a high level picture of your virtual infrastructure architecture; it highlights the virtual resources required to meet your businesses objectives including computing resources (virtual machines and associated CPU and memory), storage expressed in terms of capacity, IOPS, and storage bandwidth, and Network resources expressed in terms of total network bandwidth.

What the the VCC in figure about says about my client’s vision is, “The virtual infrastructure will be primarily composed of composed of set of virtual machines (VM) built upon a resource pool built upon Data Center Fabric specifically designed to meet jjthe cloud’s architecture requirements and support the target workload of 3,500 VMs.”

My message at this point is, capturing executive concerns and expectations, taking advantage of collaborative tools such the Strategy Map and Service Delivery Model to translate them into a comprehensive executive vision is vital for building a cloud infrastructure that concretely helps to save cost durably, make your IT work flows flexible, and accelerate your IT operations processes.

Recommendation #2 – Architect Your IaaS Delivery Model Not Only from the VCC Perspective But from The VCC and IT Operations Operating Model Standpoints

Capturing the executive concerns and expectations and translating them into a high level IaaS Delivery Model is the first step of the cloud architecting effort; the high level IaaS Service Delivery Model has to be detailed to become the actionable deliverable that will support the IT Operations Operating Model and the Cloud Platform.

Contrary to what one can read and hear in several forums and webinars, architecting your cloud platform should not be limited to selecting the best cloud software, installing it, configuring it, and training IT operations users to using it. This incomplete perspective, sometimes backed by some of the biggest consulting brand fails to consider that cloud computing is primarily a three-dimension IT service delivery model including IT Operating Model, the Cloud Platform and in the case of private and hybrid cloud options the Data Center dimension.

The fact of the matter is, architecting the cloud isn’t only a matter of installing and configuring your cloud software, it is also about setting up operating models whereby IT operations users effectively take advantage of well-thought IaaS services to achieve expectations and more importantly, it is about making sure your data center is properly sized and designed to support the performance requirements of the cloud. Let’s address these issues one by one.

Adjusting the Data Center Architecture

If you have opted for a private or hybrid cloud option chances are you need to transform your data center because today’s fragmented, siloed and oversubscribed data center architectures are incompatible with the performance requirements of the cloud; the side effects of virtualization create network bottlenecks, they add traffic load density and increase networking links utilization to ultimately affect the overall data center network bandwidth. You will not have the choice but to take advantage of some of the Unified Data Center Fabrics e.g., Cisco Unified Computing System (UCS), Brocade Data Center Fabric Reference Architecture and Juniper Cloud-Ready Data Center Reference Architecture to simplify your data center architecture.

As you can imagine, transforming a data center is not easy; at its simplest this process takes:

  1. Estimating the target workload in terms of required number of Virtual Machines (VMs), CPU Cores per VM, amount of RAM per VM, amount disk storage per VM as well as storage and network bandwidths
  2. Identifying gaps and misconceptions versus projected workloads and versus the Unified Data Center Fabric requirements through a comprehensive assessment of current data center
  3. Clarifying simplification and consolidation areas from the computing, storage, networking, service, and management perspectives
  4. Designing the future Unified Data Center Architecture from the computing, storage, networking, services, and management perspectives.

At this point in the Data Center Transformation into IaaS Service Deliery Model process we definitely need a break. Part II of this article will be about:

  • Leveraging the iCCTM Data Center Transformation Matrix to Estimate Cloud Target workload, Assessing Traditional Data Center against the Cloud Performance Requirements and more importantly against Unified Data Center Fabric Architecture requirements and Selecting the Industry’s top Data Center Fabrics
  • Taking advantage of the DevOps as an Organizational Design Framework to implement IT Operations Operating Models in terms of Organizational Structure, Stakeholders, IT Operations / Production Services, Coordination and Decision-Making Mechanisms
  • Designing a Cloud Platform architecture in Private, Hybrid and Public contexts

The information provided in this article are available and detailed in my recent book Cloud Computing: Advanced Business and IT Strategies. I honestly and sincerely recommend it; Parts III and IV of the book detail matters as key as:

  • Taking advantage of iCCTM as a DevOps approach to Cloud Transformation projects
  • IT Operating Models assessment, design, and deployment in a private, public, and hybrid cloud contexts
  • Data Center assessment, design, and implementation for private and hybrid clouds
  • Cloud platform architecture design, implementation and deployment in private and hybrid contexts
  • Deployment of Organizational Changes

YOU KNOW WHAT? START 2015 WITH A BANG … BUY NOW CLOUD COMPUTING: ADVANCED BUSINESS AND IT STRATEGIES.
It is also available at Amazon, Barnes & Noble, iBookstore and in many other online channels.

Part III – The Integrated Cloud Computing Transition Methodology (iCCTM)

  • Chapter 5 – The iCCTM Framework
  • Chapter 6 – The Cloud Strategy Definition
  • Chapter 7 – Definition of the IT Operating Model
  • Chapter 8 – Defining the Service-Oriented Organization
  • Chapter 9 – The Cloud-Enabled IT Capability Architecture Definition
  • Chapter 10 – The Organizational Changes Deployment

Part IV – The Fundamental Case Study – Illustration of the iCCTM through a real-life case study

  • Chapter 11 – The Apple Business Services (ABS) Case
  • Chapter 12 – Defining ABS Cloud Strategy
  • Chapter 13 – Restructuring ABS IT Operating Model
  • Chapter 14 – Defining ABS Service-Oriented Organization
  • Chapter 15 – Defining ABS Cloud Platform Architecture
  • Chapter 16 – Deploying ABS Cloud and Organizational Changes

Merry Christmas and Happy New Year to All

Copyright © Philippe Abdoulaye 2014. All rights reserved.