Jeffrey Blake - Web+Cloud+Strategy

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Posted via email from Jeffrey Blake - The Enterprise Architect | Comment »

Cloud Decisions

Sat, 05 Nov 2011 18:46:00 -0700

• Evolution rather than replacement.

The private cloud can evolve from existing virtualized infrastructure, enabling the transition to cloud computing without a complete and disruptive infrastructure overhaul.

• Security and compliance.

With a private cloud, data is retained within the enterprise, behind the corporate firewall, where IT can exercise full control over security, privacy, and regulatory compliance. With public clouds, enterprise data is housed in external data centers—and may move from location to location, without IT’s knowledge or consent. The dynamic movement of data in a public cloud may also present compliance challenges with local regulations.

• Service level agreements (SLAs).

Keeping applications in-house can help IT continue to meet SLAs deining performance, availability, and other critical business requirements. Some external providers may not be able to furnish the same level of service.

• Cost.

A large enterprise private cloud can provide economies of scale, resulting in total cost of ownership (TCO) that is competitive with or lower than public clouds. Intel IT, for example, found that services can be hosted internally at equal or lower TCO than hosting them externally.

• Building expertise.

Architecting a private cloud enables IT organizations to develop a knowledge base that can be applied to public clouds in the future. When creating the private cloud, IT will need to develop detailed application and data inventories, and gain key skills such as managing cloud SLAs. This experience will help build effective relationships with public cloud providers, enabling IT organizations to assess whether they meet enterprise requirements

(excerpt from http://www.readwriteweb.com/cloud/cio-agenda-paper-vmware.pdf)

Business Technology Strategy
What You Know	What You Do	What You Are
Your organization’s business and technology strategy and rationale Your competition (products, strategies and Processes) Your company’s business practices Your Technology Portfolio	Influence business strategy Translate business strategy into technical vision and strategy Understand customer and market trends Capture customer, organizational and business requirements of architecture Prepare architectural documents and presentations	Visionary Entrepreneurial

Organizational Politics
What You Know	What You Do	What You Are
Who the key players are in the organization What they want, both business and personal	Communicate, Communicate, Communicate Listen, network and influence Sell the Vision, keep the vision alive Take and retake the pulse of all critical influencers of the architecture project	Able to see from and sell to multiple viewpoints Confident and articulate Ambitious and driven Patient and not Resilient Sensitive to where the power is and how it flows in your organization

Consulting
What You Know	What You Do	What You Are
Elicitation techniques Consulting frameworks Soft Skill techniques	Build “trusted advisor” relationships Understand what the business people want and need from the architecture Understand what the developers want and need from the architecture Help developers see the value of the enterprise architecture and understand how to use the technology successfully	Committed to others’ success Empathetic and approachable An effective change agent and process savvy A good mentor and teacher

Leadership
What You Know	What You Do	What You Are
Yourself	Set team context and vision Make decisions stickp> Build teams Motivate	You and others see you as a leader Charismatic and credible You believe it can an should be done and that you can lead the effort Committed, dedicated, passionate You see the entire effort in a broader business and personal context

Technology
What You Know	What You Do	What You Are
In-depth understanding of the domain and pertinent technologies Understand what technical issues are key to success Development of methods and modeling techniques	Modeling Trade-off Analysis Prototype, Experiment, and Simulate Prepare architectural documents and presentations Technology trend analysis/roadmaps< Take a systems viewpoint	Creative Investigative, Practical, Pragmatic, and Insightful Tolerant of ambiguity, willing to backtrack, seek multiple solutions Good a working at an abstract level

Risks and Rewards
Risks	Rewards
Responsibility without corresponding control A lot of resistance and disappointments along the way Often encounter others that believe they have a better idea or solution	Focus on interesting and complex issues Opportunity to advance to very high levels in the organization with business and technical focus (rather than personal and fiscal) Opportunity to make an enormous difference to the company and clients

Jeffrey Blake - Web+Cloud+Strategy

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