Contenu connexe Similaire à Holistic approach to cloud adoption (20) Plus de Thoughtworks (20) Holistic approach to cloud adoption1. HOLISTIC APPROACH TO CLOUD ADOPTION
Tiago Griffo (presented in Brisbane) &
Scott Shaw (presented in Sydney)
2. The world is at an inflection point with public cloud adoption where many of the barriers have been
removed, even in regulated industries. We now have a range of vendors to choose from and ample
technical advice on how to design around each vendor’s offering. However, we still see customers
struggling to get real business value from their cloud adoption efforts. Skyrocketing costs, schedule
delays and skills shortage are pain points that we hear repeatedly. We have found that the most
successful moves to public cloud are those that take a holistic approach. A shift to cloud requires more
than a simple change of infrastructure. Few businesses realise that their move to cloud is actually a
major software investment and that their cloud resources need to be managed as software assets. In
this talk we’ll discuss some of the organisational, operational and technical changes that need to be
made in order to broaden software delivery to encompass defining, creating and operating virtual
hosting environments in the cloud.
2
Abstract
3. 3© ThoughtWorks 2019
AGENDA
● What is the current status of cloud adoption?
● Drivers and pain points
● The well-trodden road to cloud and why it so
often fails to deliver
● An alternative, holistic approach
4. CLOUD
WHY NOW?
We’re at an inflection point
4© ThoughtWorks 2019
2019
Which path will you take?
Business
benefits of
cloud
5. What is driving businesses to move workloads to the public cloud?
Why Cloud?
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6. 6© ThoughtWorks 2019
Cost • Agility • Efficiency • Assurance
Business Case
“Because I say so”
Edict
Data Centre EOL • M&A • Digital Change • Assurance
Triggering Events
https://plow.net/thought-leadership/cloud-adoption-drivers/
https://cloud.google.com/blog/products/storage-data-transfer/8-common-reasons-why-enterprises-migrate-to-the-cloud
7. 7© ThoughtWorks 2019
We set out to do some research of our own in Australia...
7
Agility/productivity
Drive cultural- and
mindset change
Cost reduction or
avoidance
Utilising a specific PAAS
service
Large scale compute
intensive workloads
Experimentation &
innovation
Data centre elimination
Avoid vendor lock-in
Digital transformation
Speed to market
Business model under
threat
Ability to attract talent
To be perceived as
industry leader
Major strategic asset (i.e.
SAP) being replatformed
in the cloud
Desire to better leverage
SaaS solutions
Build a modern digital
business
CAPEX vs OPEX
considerations
Ability to scale without
having to predict capacity
Focus on core business Geographic distribution
8. 8© ThoughtWorks 2019
And these are the most common
8
Agility/productivity
Drive cultural- and mindset
change
Cost reduction or avoidance
Utilising a specific PAAS
service
Large scale compute
intensive workloads
Experimentation &
innovation
Data centre elimination
Avoid vendor lock-in
Digital transformation
Speed to market
Business model under
threat
Ability to attract talent
To be perceived as
industry leader
Major strategic asset (i.e.
SAP) being replatformed in
the cloud
Desire to better leverage
SaaS solutions
Build a modern digital
business
CAPEX vs OPEX
considerations
Ability to scale without
having to predict capacity
Focus on core business Geographic distribution
9. Actually, it’s really hard to know—nobody talks about failures
Are the benefits materialising?
9© ThoughtWorks 2019
10. 10© ThoughtWorks 2019
“Information-technology departments need to resist the
pressure to chalk up short-term gains and convince the
business that moving to the cloud is a journey, not flipping a
switch”
- Bill Murphy, CTO, Blackstone Group
https://www.wsj.com/articles/cloud-adoption-is-slowed-by-people-as-much-as-technology-11569014450
11. "We thought it was Capex versus Opex. We thought
we could save a lot of money and get rid of
managing infrastructure [...] But we were wrong [...]
We kept throwing compute resources and storage
resources at it [...] and that drove up costs.”
11© ThoughtWorks 2019
https://searchcio.techtarget.com/feature/Cloud-migration-failures-and-how-to-prevent-them
12. 12© ThoughtWorks 2019
We asked why success was difficult to achieve...
12
We've been migrating for a
while but we haven't
turned anything off yet
We can't get access to
experienced security and
infrastructure people
Our Ways of Working are
holding us back
Lack of breadth and depth
of knowledge in cloud
migration
We've promised cost
savings and it just keeps
getting more expensive
Finding the right level of
governance is challenging
Security fear heightened
risk (we’re increasing our
attack surface)
We're not actually going
any faster in the cloud
We haven't managed to get
many services into
production
Some cloud services are a
lot more immature than
we thought
There is a team building a
cloud platform in isolation
It's hard to measure how
successful cloud adoption
is
Team autonomy leads to a
fractured technology
landscape
We lack the experience to
build and run services in
the cloud effectively
We’re completely locked in
with a single cloud
provider
Everyone keeps
complaining about Shadow
IT
We can’t make our
business case stack up
We’re spending at least
50% of our time on
keeping the lights on
We’re actually splitting Dev
& Ops again
Attracting talent is difficult
13. 13© ThoughtWorks 2019
And these are the most common
13
We've been migrating for a
while but we haven't turned
anything off yet
We can't get access to
experienced security and
infrastructure people
Our Ways of Working are
holding us back
Lack of breadth and depth
of knowledge in cloud
migration
We've promised cost savings
and it just keeps getting
more expensive
Finding the right level of
governance is challenging
Security fear heightened risk
(we’re increasing our attack
surface)
We're not actually going any
faster in the cloud
We haven't managed to get
many services into
production
Some cloud services are a lot
more immature than we
thought
There is a team building a
cloud platform in isolation
It's hard to measure how
successful cloud adoption is
Team autonomy leads to a
fractured technology
landscape
We lack the experience to
build and run services in
the cloud effectively
We’re completely locked in
with a single cloud provider
Everyone keeps complaining
about Shadow IT
We can’t make our business
case stack up
We’re spending at least
50% of our time on
keeping the lights on
We’re actually splitting Dev &
Ops again
Attracting talent is difficult
14. The conventional approach isn’t delivering on the promised benefits
The paved road to cloud adoption
14© ThoughtWorks 2019
16. Success requires more than a change in infrastructure
How can they avoid these pitfalls?
16© ThoughtWorks 2019
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1. Realistic infrastructure checklist (24
Months!)
2. Open-source, vendor-independent,
code-friendly tools
3. Small, composable, modular units
4. Automated tests!
5. Releases as Git version tags
https://www.ybrikman.com/
20. Building infrastructure in anticipation of
customer requirements only leads to
waste and miscommunication.
Productive teams deliver thin slices
across the new full stack and industrialise
as they go.
DELIVER IN THIN SLICES
THE NEW FULL STACK
Harvest reusable components as you go
20© ThoughtWorks 2019
UI
BFF
API
Microservices
Service Mesh
Containers
Container Orchestration
It’s all software.
Build only what you
need to support the
customer experience
Thin Slice
22. Putting your business in the cloud is not enough; operating model and culture need to evolve
ORGANISATIONAL CHANGE
22© ThoughtWorks 2019
23. “DevOps is a re-org, not a team.
You get to DevOps by merging
the development and operations
processes into a single team
that runs both.”
- Adrian Cockcroft, 2014
23© ThoughtWorks 2019 https://www.iamondemand.com/blog/my-interview-with-adrian-cockcroft-netflix-cloud-pioneer/
25. IF YOU HAVE A DEVOPS
TEAM
YOU AREN’T DOING
DEVOPS
DevOps is a cultural change
© ThoughtWorks 2019
The whole point of the DevOps movement
was to break down the barriers and
integrate development and operations’
responsibilities into unified teams, not to
create a new set of specialized skills that is
concentrated into yet another team and
handover point in the process of creating
business value.
Dev DevOps
DevOps
27. Build compliance into the pipeline,
treating it as code and automating your
checks, guaranteeing it is run with every
commit. Everything is traceable, auditable,
identifiable and non-repudiable.
HANDS-OFF
COMPLIANCE AS CODE
Cryptographically-verified software supply
chain
© ThoughtWorks 2019
28. 28
Area of concern Traditional Organisation Cloud-first Organisation
Assurance ● Signoff
● Human inspection
● Automation
● Tools
● Cryptographic verification
Provisioning ● File a support ticket
● Wait for environments
● Infrastructure as code
● CI/CD Pipelines
Architecture
governance
● Review
● Signoff
● Tools
● Platforms
● Guardrails
Service management ● Separate team ● You build it you run it
Cost management ● Upfront
● CAPEX
● Hidden
● Metered
● Tagged
● Detailed reporting
Observability ● Logs
● Dashboards
● Alerts
● Event streams
● Analytics
● Visualisation
30. CLOUD IS ONLY A
MEANS TO CREATE
HIGH-PERFORMING
ORGANISATIONS
“Cloud continues to be a differentiator for
elite performers and drives high
performance. “
Product teams need a complete self-service
toolbox
30© ThoughtWorks 2019
32. 32
© ThoughtWorks 2019
Building successful Digital Platforms
Delivery
Infrastructure
Deliver Faster
Build Ecosystems
Customer
Touch Points
APIs
Self-service
Data
Experimentation
Capability
Gain Insights
Increase Confidence
Provide consistent
Experiences
https://www.thoughtworks.com/perspectives/edition4-platform-strategy
33. The right mix of cloud vendors needs to be a risk-based decision
VENDOR CHOICE
33© ThoughtWorks 2019
38. VENDOR LOCK-IN
HOW MUCH IS
APPROPRIATE?
Vendor entanglement may be OK but it
should be a deliberate decision
© ThoughtWorks 2019
Entanglement
Portability ($$$)
Criticality
Long-lived,
core systems
Internal or
temporary
assets
too
expensive
too risky
Justright
39. “...if avoiding lock-in gives you options, then the cost
of making the switch is the option's strike price: it's
how much you pay to execute the option. The lower
the switching cost you want to achieve, the higher is
the option's value and therefore the price.”
- Gregor Hohpe
39© ThoughtWorks 2019 https://martinfowler.com/articles/oss-lockin.html
41. Conclusion
Replacing on-premise infrastructure with public cloud is only the first step. You also need...
41© ThoughtWorks 2019
Cloud-native engineering
needs to
generate business value
Technical Excellence
Putting your business in
the cloud is not enough;
operating model and
culture need to evolve
Organisational
Change
Digital platforms need to
be built to support
customer-centric
products or they’re not
worth the investment
Self-service Platforms
The right mix of cloud
vendors needs to be a
risk-based decision
Vendor Choice