�ݺ�ߣ

Editor's Notes

1. Each individual area was their own snowflake – unique and unlike any other area – and each area had their own set of snowflakes Of course, when you have the right set conditions, all the snowflakes combined together into a blizzard IT then setup a set of process to recover from the blizzard and this became the normal operations Convincing people they did not need to have a snowflake became a challenge
2. Leadership buy in Education about cloud – reading Cloudonomics – gap between CIO and leadership in thinking Operational Silos – lack of current configuration and process documentation – communications issues
3. Lack of skill sets in DevOps, Collaboration, Vendor Management, Remote Work Getting staff through their periods of “grief” over the change -
4. Determine what cloud offerings you are going after – IaaS, SaaS, hosted servers/storage, etc. Hiring a broker – 3 reasons – a) to help you navigate the market b) to help identify best/lowest cost entry points, c) act as a “futures” agent - to help you secure lower price points of future service(s) use Something brilliant here Competitive bids from the market – helps establish “sole source” needs
5. Service catalog – redrafting – found the IT team did not understand the service delivered or how service components are bundled – service offerings currently based on hierarchal structure – identifying new opportunities to bundle service components Service Levels – doing analysis of our current targets and how cloud vendor standard agreement may change the target Free vs freemium vs premium offerings Changes to Incident and Request models
6. 1 Our current state roadmaps not well documented – made it difficult to think about transition to a future state a. documentation of process and technical components b. lots of assumptions on “how things worked” c. exposed “silo thinking” 2. Communication a. Using templates help “standardize” the messaging/marketing b. Consistency in messaging took good planning c. The new terms need immediate definitions – not defining contributed to confusion and frustration d. No matter how well we planned and communicated, some team members converted the message into something it was not intended to be 3. Reaction – Fear, Anger, Not Impressed, ambivalent – planned for each reaction, made sure to have talking points on how to handle these emotions 4. Training – Had to define the new skills needed and who should be pursuing obtaining the skills – balance expectations (not everyone could move forward to the future state) – Work with line managers to ensure skills development incorporated into learning plans – Reading Cloudonomics – understanding what the cloud really is and the ecosystem around the cloud Reading “The Goal” and “The Phoenix Project” to build understanding of theory of constrains and devops 5. Talking about “the future” with line staff is very difficult without plan – did not deal well with ambiguity