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The People Pillar of Cloud Adoption: Developing Your Workforce & Building Digital Talent

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A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organisations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organisation’s gaps among the requisite skills and competencies, build effective training models, and shape an effective DevOps culture.

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The People Pillar of Cloud Adoption: Developing Your Workforce & Building Digital Talent

  1. 1. P U B L I C S E C T O R S U M M I T B RUSSE LS
  2. 2. © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T The People Pillar of Cloud Adoption: Developing your Workforce & Building Digital Talent Thomas Blood Enterprise Strategist AWS S e s s i o n I D Jan-Willem Arnold Head of Information and Processes KNMI
  3. 3. When it comes to cloud adoption, the biggest challenge isn’t technology — it’s the people and processes that must change and adapt.” People and Processes “ 13 Biggest Challenges When Moving Your Business To The Cloud - June 2017 article
  4. 4. What is Culture? Culture Is “the Way We Do Things Around Here.” • Culture is the “software of the mind.” It is the core logic that organizes people’s behavior • The culture reflects the lessons learned that are important enough to pass on to the next generation • Values, beliefs, and practices that have been developed and reinforced over time
  5. 5. Cultural Trends We Are Seeing Moving from  Failure is not an option  Command-and-control  Silos “throw it over the wall”  Build/deploy in place  Long due diligence  Standardization  Talent outsourcing Moving toward Learning (start small, experiment, and iterate) Decentralized ownership (guardrails via cloud CoE) DevOps and cross-functional teams Automate: Infra-as-code, redeploy every time Adopt early and often Reference architecture, no religion, few standards Talent insourcing/niche partnering
  6. 6. Automate your bureaucracy Delivering value using DevOps 44% More time spent on new features and code 440x faster from commit to deploy 46x more frequent deployments 5x Lower failure rate Source: Puppet Labs State of DevOps Report
  7. 7. 46 TIMES MORE frequent code deployments 2,555 TIMES FASTER lead time from commit to deploy 7 TIMES LOWER change failure rate 2,604 TIMES FASTER time to recover from incidents *Accelerate: State of DevOps 2018: Strategies for a New Economy 7% Elite Teams that adopt essential cloud characteristics are 23 times more likely to be elite performers.
  8. 8. Be clear on your business goal Choose a predominant public cloud partner  Agree on your security objectives The team you have is the team you need You build it, you support it Trust, but verify …unless you have better ones Establish your principles
  9. 9. Agile by Default Unless There is a Good Reason Not to • Individuals and interactions over process and tools • Working software over documentation • Customer collaboration over contract negotiation • Responding to change over following a plan Agile Principles
  10. 10. All of these reduce cycle time and allow builders to focus on product, quickly deploying and collecting feedback DevOps Promote and Enable Fast Feedback DevOps Principles Automate all things Eliminate handoffs Establish guardrails
  11. 11. ActivityOutcome Current Organization Models are Activity-Based Business Analyst Product Manager Project Managers Designers Developers Testers Implementers Operations & Support Business Analyst Developers Testers Project Managers Designers Operations & Support Implementers Product Manager
  12. 12. Small, decentralized teams are nimble Own/run what you build Amazon Achieves Speed and Agility withTwo-PizzaTeams
  13. 13. Product Ownership Activity ownership Product Ownership WORK WORK Improved focus on value Quick decisions Improved efficiency Improved performance Easier to fund Predictability Strengthen trust between the Business and IT to identify and deliver value together
  14. 14. AI/ML Algorithms Insights Data Storage Analyze Alert Store S3 New Architectures
  15. 15. KNMI Royal Netherlands Meteorological Institute ‘A data driven company since 1854’ }
  16. 16. Weather forecasts, ensembles
  17. 17. 1950s - 1977
  18. 18. operationsscientific ICT – processes and data RD Sat Obs RD Obs Data RD Climate models Weather services Observations KNMI: research and operations Research Enterprise IT Organizational structure
  19. 19. The bigchallenge: - Organizingthe IT - Can we find the people Formerly: - Can we build it? -Will it perform?
  20. 20. provide the business a digital platform that will allow for a new style of architecting, one that drives continuous transformation rather than requirements-driven, step- by-step change The art of the possible
  21. 21. https://blog.opengroup.org/2016/06/07/enterprise-architects-know-nothing-a-conversation-with-ron-tolido/ …organizations must begin to look to “I don’t know” architectures if they are to survive in the digital economy. Traditional IT methods and architectural practices that were established during the 1980s and 1990s are no longer relevant in the digital age. …customer and business needs are constantly changing there really is no way to know what IT landscapes will look like in the future or what type of solutions organizations will need “I don’t know”IT must instead provide users an architected platform of services that can be mixed and matched to meet a variety needs, enabling business customers to go in any direction they want …today Enterprise Architects effectively know nothing because businesses have no idea what the future will hold, whether two days or ten years from now stop trying to make predictions
  22. 22. Renew infra Build new landscape redesign/ EWC/ international cooperation Multiple challenges Cloud native, lift and shift or…?
  23. 23. migrate (lift and shift) i-strategy redesign/ EWC Three phases
  24. 24. • Cloud sets strong standards • Automated auditing process • Cost assignment to products The cloud helps to organize Containers Standardize by using
  25. 25. plans designs projects systems A B Organizational change process
  26. 26. urgency plans designs projects systems A B let it go not knowing creation the new beginning Organizational change process
  27. 27. urgency plans designs projects systems A B let it go not knowing creation the new beginning Resistance manifests in questions and doubts They don’t know, but are you able to serve them already?
  28. 28. education
  29. 29. Applicatie Informatie 11 oktober 2018 Koninklijk Nederlands Meteorologisch Instituut 1 Algemene Informatie Naam Gladheidmodel Beschrijving Applicatie met status experimenteel, wens om te operationaliseren. Intake moet nog plaatsvinden, maar operationaliseren valt niet binnen de scope van het project. Dit formulier is nog niet ingevuld met de eigenaar maar door de PO. Uitspraak gevraagd van de stuurgroep of dit binnen de scope getrokken moet worden. Vakgroep WKD Eigenaar Sander Tijm Functioneel beheerder Sander Tijm BIR Quickscan Beschikbaarheid L M H Integriteit L M H Vetrouwelijkheid L M H Score RPO RTO Classificatie B, I en V = L 28u 40u (85%) BBN1 B, I en V = L of M 24u 16u BBN2 B of I = > M V = L of M < 1u < 1u BBN2+ V =H < 1u < 1u BBN3Technische Informatie Footprint Draait op zgn weerblades - - structure
  30. 30. credits to grass root initiatives
  31. 31. some teams go faster
  32. 32. Architecture/ cloud competence Business opportunities Cloud Architecture Cloud application development support Architecture Cloud operations Platform maintenance and automation Platform security management Cost & capacity control Continuous monitoring Incident/problem/change support Database management Application security & availability mgt DIGITAL KNMI Product team: Weer en luchtvaart Business analysis Research & Data analytics Life cycle mgt Product team: WIDI Business analysis Research & Data analytics Life cycle mgt. Data science/analytics Data scientist Data visualization Data analist Data engineer Data manager Application maintenance Regular app maintenance (2/ yr) Vulnerability response (ad hoc) Technology updates (2 / yr, ad hoc) App/ code review, intakes Security assesment CI/CD build street development Life cycle mgt Systems development Agile/scrum teamAgile/scrum teamAgile/scrum team Product team: Klimaat 9 Research & Data analytics Life cycle mgt Product tm: seismologie Business analysis Research & Data analytics Life cycle mgt
  33. 33. It’s a great adventure,…. Final thoughts - difficult to plan - on going operations - new paradigms, new concepts - major technical shift - major cultural change and: take care of yourself -You need to be responsive to the changing demands of the organisation during the transition -That often involves starting new or expanding existing activities - More work…. - More people needed… - Span of control, you need assistance too -There is always a lag in organizing all that
  34. 34. KNMI Royal Netherlands Meteorological Institute Thank you!
  35. 35. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved. This is happening!
  36. 36. Organizational Structure Roles and Job Descriptions Skills and Competencies Training and Certification Manage Staffing Org. Change Management The way you manage your people model is the single most important component of the cloud transformation.
  37. 37. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Key Cloud Operational Functions
  38. 38. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. What skills and competencies do you need? Organizational Goals Capabilities Activities Skills Where are the gaps?
  39. 39. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Example Organizational Goals Capabilities Activities Skills Where are the gaps? Cost Management • Reporting • Monitoring • Data Analytics • Cost-efficient Architecture Develop: • Tagging strategy • Automated report • Auto-scaling Architecture Need: • Automation engineering • Cloud architecture • Cost management
  40. 40. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Hiring and Career Maps Partner with HR as early as possible • Cultivate the culture you want and hire accordingly • Hire the right talent – even if it costs more • Outsource things not core to your business • Create a career map for all affected job families
  41. 41. Transformation O l d w o r l d t o n e w w o r l d t i t l e s Technical Program Manager (TPM) AWS Infrastructure Engineer (IE) Software Quality Engineer (SQE) Software Development Engineer (SDE) Security Engineer Engineering Manager E x a m p l e j o b t i t l e s
  42. 42. “There is no compression algorithm for experience” 10% Critical mass: reach 10% certified A c h i e v e t h e h a l o e f f e c t
  43. 43. Scaling the Teams Team “Mitosis”
  44. 44. Cultivate the culture you want
  45. 45. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Educating the Organization Create opportunities for learning • Go to/organize an AWSome Day • Lunch and learn • Internal webinars • Host meetups • Organize hackathons • Demos • Stock a library with relevant books Set up a wiki • Links to video, blog, webinar, etc. • Links to books • Describe design and architecture • Create training material with video, text, graphics, etc. Shout it from the roof top • Webcast with executives and practitioners • Organize town hall meetings • Become a guest speaker at meetings • Have an open door policy • Talk to people • Speak at conferences Seek inspiration • Attend re:Invent • Attend summits, transformation days, etc. • Send people to conferences • Invite outside speakers
  46. 46. How to Influence Cultural Change? Identify desired attitudes and behaviors for successful cloud adoption Communicate attitudes and behaviors Align explicit and implicit reward systems Align hiring, training, and incentive practices
  47. 47. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. KeyTakeaways Think Big, Start Small, Go Fast! • Have the courage to change • Know where you are going • Get help from partners and allies • Cultivate the culture you want • Challenge assumptions • Encourage experimentation
  48. 48. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Recommended Books
  49. 49. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. BooksWritten by AWS StrategyTeam
  50. 50. Thank you! © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T Thomas Blood https://www.linkedin.com/in/thomasblood/ @groberstiefel aws.amazon.com/blogs/enterprise-strategy/
  51. 51. © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T

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