AWS Cloud Center Excellence Quick Start Prescriptive Guidance

© 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
October 2020
Tom Laszewski, AWS Transformation Advisor
Cloud competency center in a box

Introduction
Benefits and roadmap for success

What is a Cloud Centre of Excellence (CCoE)
A Cloud Centre of Excellence (CCoE)
is a corporate group or team
that leads other employees and the organization as a whole
in cloud adoption, migration and operation.
Realm of CCoE:
Research
Evangelize
Apply
Lead
Mentor
Known by many names:
• Cloud Enablement Engine
• Cloud Adoption Office
• Cloud Competency Centre
• Cloud Capability Centre
• Cloud Knowledge Centre
• Cloud Tiger Team

CCoE – Value Realization
• Architectural best practices
• Operational best practices
• Better governance and effective program
management
• Quicker deployment cycles
• Increased collaboration within teams
• Faster adoption and migration
• Lower cost of IT
• Better business value

The Goal – High Frequency Organization

Cloud Transformation Maturity Model
https://d0.awsstatic.com/whitepapers/AWS-Cloud-Transformation-Maturity-Model.pdf

Align (3-4 weeks) Launch (3-6 months) Scale (6 months+)
Cloud Foundation Team
Accelerator
Operating Model
Workshop
Operating Model
Blueprint
CEE @ Scale
Organizational Change Management Program
Roadmap for success

• Prescriptive
OR
• Advisory
• Mission Charter
• Key Responsibilities
• Key Performance Indicators
Execute the actionsEstablish the tenetsChoose the approach1 3
Establish and Align - Details
2
• Build the Team
• Identify initial ‘services’
• Assign Pilot Projects
• Define Arch Standards
• Define Ops Standards
• Share Knowledge
• Operate & Optimize
Plan Design Build & Operate

CCoE enables success in Cloud Services Adoption
Bimodal IT = Marathon Runners and Sprinters
Mode 1 - Traditional Mode 2 - DevOps
Reliability Goal Agility
Price for performance Value
Revenue, brand, customer
experience
Waterfall, V-Model, high-
ceremony IID
Approach
Agile, Kanban,
low-ceremony IID
Plan-driven, approval-
based
Governance
Empirical, continuous,
process-based
Enterprise suppliers,
long-term deals
Sourcing
Small, new vendors, short-
term deals
Good at conventional
process, projects
Talent
Good at new and uncertain
projects
IT-centric, removed from
customer
Culture
Business-centric,
close to customer
Long (months) Cycle Times Short (days, weeks)
Think
Marathon
Runner
Think
Sprinter
Source: Gartner Provided Under NDA

Optimizes your organization to deliver business value, programmatically mitigates risk and enables self-service
CCoE Target State in Detail
Cloud Leadership
Applications
Software Development Teams
Differentiate
Software Development Teams
Partners with the Cloud Adoption Office.
Consumes its capabilities while shaping and
prioritizing the roadmap and user experience;
provides continuous feedback.
Optimize
My Dining
Sustain
Canteen
Grow
Supply Chain
Platform,Governance,&People
PeopleGovernance
10
Cloud Platform Engineering
Platform Operations Security
OptimizeandScale
Architecture
Management
Common
Infrastructure
Build, Test, &
Deploy
Operate
& Manage
Define
& Enforce
Detect
& Respond
Product
Management
Program
Management
Customer
On-Boarding
Financial
Management
Codified
Assets
Platform Engineering
Codifies enterprise standards as self-service
capabilities.
Enables development teams to meet
governance requirements, thus accelerating
adoption.
Cloud Business Office
Aligns Customer (Business & Development)
and Stakeholder (Finance, HR, Infra,
Operations, and Security) desired outcomes
to cloud adoption strategy.
Ensures desired capabilities are provided by
the Cloud Business Office.
Org Change
Management
Training &
Applied Learning
Cloud Operations Security Operations
Cloud Leadership
Establishes Cloud governance.
Reports to the Group Leadership.

Platform
Operations
Security
Product Architecture On-Boarding OCM
Financial Delivery Training
Cloud Leader
Product Owner
Financial Analyst
OCM/Training Specialist
Cloud Architect
Platform Engineers
Architecture
Alignment
Product
Management
On-Boarding
Financial
Management
Training
Org Change
Management
Delivery Management
Initial Cloud Enablement Engine
(6-12 months)
Platform
Operations
Security
Cloud
Foundation
Team
(0-6 months)
Cloud Enablement Engine @ Scale
(12+ months)
How do I build and scale a Cloud Enablement Engine?

Cloud Operating Model
CCoE is the engine for your COM

Operational Maturity Model
Traditional
Operations
Model
Early Cloud
Operating
Model
Rationalized
Cloud Operating
Model
Optimized
Cloud Operating
Model
§ Automation for Ops is
being explored
§ Most Operational
processes documented
§ ITIL based processes
§ Infra, App, Eng & Ops
teams are in separate
organizations
§ Manual procurement of
resources
§ Automation established for
manual processes
§ ITIL processes are being
optimized & automated
§ Infra & App teams being to
work towards the same goals
(Service based model)
§ Self Service Provisioning of
AWS Resources
§ FinOps Reporting
§ Runbook automation est.
as Operational best
practice drive improvement
§ Consistent measurement
of the organization to
§ Inefficiency is removed
from systems and culture
§ Self Service Provisioning
of AWS Accounts
§ Automated FinOps
§ AI Ops is established as
the primary Ops function
§ Release, Change &
Security mgmt. governed
by DevSecOps pipeline
§ Single teams owns end to
end management of the
service
§ Self Service optimized
across AWS platform
Level 1 Level 2 Level 3 Level 4
Journey from Traditional Ops to "Cloud Ops"

3
Organize teams
around products.
FROMTO
4
Bring the work
to the teams.2
Re-envision the
world as products. 6
Own your entire
lifecycle5
Reduce risk
through iteration.
Systems
amazon.com
Jan Dec
DeliveryCycleFundingCycle
Risk
Risk
LargeBatch
FundingCycle
M
V
P
M
V
P
M
V
P
SmallBatch
DeliveryCycle
Jan May Sept
$ $$ $
Risk
Risk
Product mindset
Activity-BasedTeams
Business
Design
Mgmt
PMO
Dev
Ops
Six key changes are required.
Product-BasedTeams
Full Stack. Two Pizzas.
BringWorktotheTeam
Work
Work
BringTeamtotheWork
amazon.com
Promos
Cart
Products
Item
Digital
Assets
Ads Search
Account
Home
Page
ImaginingKnowing
1
Work backwards
from the customer.
Full-LifecycleAccountability
Item
OperationsEngineering
PlatformApplications
DevOps
Platform
Teams
DevOps
Application
Teams
DistributedAccountability
Item
Ads
Platform
Eng
App
Eng
App
Ops
Platform
Ops
Reduce Time to ValueCustomer Obsession Adoption FeedbackExperimentsDecouple Empower
To build an outcome based, cloud-enabled organization six key changes are required.

Product
Management
Product
Design
Product
Eng. & Test
Product
Operations
Viability
Desirability
Feasibility
Operability
IT | Engineering Manager
Career Development
Accountable for team execution,
delivery quality, team-member
performance and development, and
overall HR responsibilities
IT | Engineers
Feasibility & Operability
Accountable for product technical
feasibility and delivery across
platform, operations, and security;
engineering, testing and operations
IT | Scrum Master
Productivity
Facilitates Agile process and ensures
forward progress towards business
outcomes by the product team
IT | Product Owners
Singularly accountable for
platform vision and its
viability from a business
perspective
Viability
Fin | Financial Analysts
Financial budgeting,
tracking and reporting;
show-back/charge-backs
and cost optimization
Workforce preparedness,
communications, training,
resource and career
management plans
HR | OCM Specialists
Translates business
objectives and governance
requirements to platform
architecture
IT | Cloud Architects
Desirability
End-to-end accountability is established by creating a dedicated team of Business, Design,
Engineering, and Operations disciplines
The “Cloud Foundation Team” is your first “product team”

Operational Excellence journey
App
Ops
Transitional State
“Bimodal Operations”
Product Management
& Engineering
Cloud
Platform
Engineering
Cloud
Platform
Engineering
& Operations
Cloud
Platform
Ops
Application
Operations
Sustain – Current State
“Traditional Operations”
Application
Engineering
Cloud
Platform
Engineering
Cloud
Platform
Engineering
Cloud
Platform
Operations
ITSM Customer
I
T
S
M
Target State
“Operations”
Product Management
& Engineering
Cloud
Platform
Engineering
Cloud
Platform
Engineering
& Operations
Customer
I
T
S
M
Progression towards Target State

CCoE models
Prescriptive to Advisory

Prescriptive Approach
• Good starting point for most enterprises
adopting cloud.
• Creates standards and policies, grants
approvals, exemptions for architecture
• Controls the gates of cloud adoption and
acts as mandatory stakeholder
• Responsible for gradual, maturing cloud
adoption and phased migration with
adequate governance
Prescriptive vs Advisory CCoE
Advisory Approach
• Suits well for highly matured & cloud capable
enterprises
• Suggests best practices, resolves conflicts and
checks compliance for cloud architecture
• Acts as SMEs when needed by independent
application teams
• Helps to accelerate cloud implementation based
on application roadmaps, with minimal
governance

Organizational decision-making falls into three models
Understand which model your customer is looking at
Centralised Decentralised Distributed
Centralized Decentralized Distributed

Over time, a customer may evolve their model
IT Driven - 3M, Siemens, NAB, Barclays
Central IT
Sponsored
Individual Business Units
develop capabilities for their needs
Corporate
IT Corporate
IT
Business
Units
Move from command and control to decentralized decision making
Future
Fully
Decentralized?

Over time, a customer may evolve their model
Line of Business/Market driven – Dow Jones, Philips, Amazon.com
Organic adoption
of cloud to support
market needs
Collaboration and light
governance across BUs
Business
Units
Decentralized decision making to adding layer of light governance
Future????
Central Governance
Added
Business
Units
Corporate
IT
Business
Units

CCoE MVP Step One
Establish KPIs
1

Business Goals Mapped to Cloud Capabilities in CEE/CAO
Supporting Cloud Capabilities
2 Increase AUM / Revenue
§ Acquire and Engage Customers Digitally
§ Experiment More, Learn More and Improve Market Fit
§ Create Innovative Products for Institutions and Individuals
§ Respond to Market Opportunities and Challenges Faster
§ Deliver Delightful Customer Experience to Retain Customers
§ Improve Effectiveness of App Teams
§ Improve Ability to Innovate
§ Improve Business Agility
§ Deliver Business Value
Deliver
Value
§ Improve Investment Research with Analytics and AI
§ Enhance Portfolio Performance with Rigorous Modeling
§ Optimize Trade Execution with High Performance Computing
§ Improve Risk Management with Risk Analytics & Modeling
§ Enhance Market Responsiveness with Fast Experiment & Learn
§ Align with Needs of Customers
§ Improve Cloud Literacy & Fluency
§ Build Effective Reusable Solutions
§ Accelerate Customer On-boarding
1 Improve Fund Performance
Build
The Right
Cloud
3 Reduce Non-Interest Expenses
§ Reduce Infrastructure Cost by Adopting Consumption Model
§ Reduce Operation Cost by Automating Operations Functions
§ Reduce Governance, Risk & Compliance Cost with Automation
§ Improve Employee Productivity with Agile and DevOps
§ Improve Process Efficiency with Automation and Analytics
§ Improve Security & Compliance
§ Improve Financial Effectiveness
§ Improve Operations
§ Improve Governance
Transform
Functions
CAO Goals

Cloud Adoption Office Objectives
Build
The Right
Cloud
Deliver
Value
Transform
Functions
1
3
2
Align with Needs of Customers Improve Cloud Literacy & Fluency
Improve App Team Effectiveness Improve Business Agility
Improve Security & Compliance Improve Financial Effectiveness
Build Effective Reusable SolutionsAccelerate Customer Onboarding
Improve Ability to InnovateDeliver Business Value
Improve OperationsImprove Governance

How to measure & improve CCoE Performance
• Set KPIs / metrics to measure progress
• Number of projects CCoE is influencing
• Number of releases per day/week/month
• Number of Service Catalog items CCoE has added
• Number of Architecture Patterns & Use Case CCoE has developed
• Number of Training Sessions CCoE has held with staff
• % Operations Activities Automated
• # of Architecture Optimization
• % of Security Controls Automated
• Average Cost of Innovation
• Average Cost of Failure
• Average Time to Recover from Failures
• Number of Applications Migrated to Cloud
• Number of Cloud Native Applications Developed

CCoE MVP Step Two
Initial Offerings
2

Offering Options
Operations
Network
Cloud Governance
Security
DevOps Engineering
Migrations
CI/CD
Site Reliability Engineering
PilotsProcess and
Organizational Change
Management
Program
Management
Platform
Configuration and
Optimization
FinsOps
Product
Management
Training
Modernization
Service Catalog
Hybrid Cloud
Cloud Management Platform

Core Offerings - MVP
Technical
• FinOps
• Migrations
• Platform Configuration and Optimization
• Operations
Business
• Cloud governance
• Process and Organizational Change Management
CEE Quickstart Guide:https://twitter.com/migrating2cloud/status/1298279264169721856

CCoE MVP Step Three
Staff roles and responsibilities
3

How do I staff a Cloud Center of Excellence?
Assumptions
CCOE is a net-new, added function
Customer must form and sustain the “core”
AWS and 3rd parties may staff the balance
Resources will ramp in phases, with a transition to
Customer in the future
Will also need to account for up-skilling existing
teams/capabilities:
Operations, Support, Help Desk, BizOps, Training, etc…
Asks of Customer
Dedicated
Resources
Decision
Authority
Physically
Co-Located
Cross
Functional

CCOE Role Detail
Role Description FT/PT
Product Owner “Swiss Army Knife” initially taking on all functions of the Cloud Business Office (CBO). Works directly with business and/or development teams to
generate and prioritize backlog of what cloud services need to be delivered to support first-mover applications.
Full-time
Scrum Master Accountable for ensuring forward progress towards business outcomes by the product team; Facilitates Agile/product management ceremonies and
practices; Coaches and develops the team while removing impediments to progress.
Full-time
Lead Cloud
Architect
Accountable for overall cloud technical architecture; partners with Product Manager to translate customer requirements into technical deliverables;
establishes technical direction; does technical delivery as well.
Full-time
Cloud Financial
Analyst
Accountable for tagging strategy to support financial tracking and reporting. Responsible for show-back/charge-backs and cost optimization. Defines
strategy and modeling around use of reserved instances, on-demand, and spot usage of EC2 (virtual servers).
Part-time
Org Change
Management
Include resources to form the Organization Change Management team as early in the process as possible to focus on workforce preparedness,
communications, training, resource management hiring/staff plans, and career management designs.
Full time
Cloud Infrastructure
Architect
Accountable for overall hybrid-cloud infrastructure architecture: WAN network architecture (VPN/DX), VPC network architecture, DNS integration,
account strategy, IAM integration (SSO), standardizing infrastructure primitives, configurations, and stacks with corporate standards.
Full-time
Cloud Infrastructure
Engineer
Provide integrations with corporate datacenters, shared cloud infrastructure services. Works on engineering and continuous improvement of
infrastructure stacks, templates, images, and other artifacts.
Full-time
Cloud Operations
Architect
Accountable for identifying cloud platform operations requirements and compliance with risk management control objectives. Full-time
Cloud Operations
Engineer
Provide outcomes to facilitate the successful deployment of infrastructure artifacts and stacks, as well as applications: CI/CD pipelines and platform,
config management platform, artifact/code repositories, upgrades, patching. Also responsible for operational health: metrics, logging, alerting,
inventory, capacity, and billing/tag management.
Full-time
Cloud Security
Architect
Accountable for identifying cloud platform security requirements and compliance with risk management control objectives. Full-time
Cloud Security
Engineer
Provide standardized offerings to facilitate ongoing security and compliance within application stacks and the cloud environment overall; Integrates
security standards and controls products and offerings.
Full-time
v AWS can provide a document with detailed job descriptions

Members of the core team
An Executive Sponsor also needs to be assigned
• Cloud COE Lead
• Cloud Infrastructure Engineer
• Principal Cloud Operations Architect
Virtual team members
• Security Specialist
• Network Specialist
• Migration and modernization SMEs

CCoE best practices
What to do and what not to do

Positive Patterns – Actions to take
• Executive leadership
• Cloud Steering Committee
• Product (aka program) Management Office (PMO)
• Training
• Core CEE team dynamics
• Pragmatic, practical governance (aka guardrails)
• Provide early value
• Mandate Well Architected Reviews (WARs)
• Practice Operations (aka GameDays)
• Community of practice (aka guilds)

Anti-Patterns – Actions to avoid
• Believe in build it and they will come
• Under-estimate the power of middle management
• Organizational and culture change
• Mismatched guardrails
• Lack of or incomplete upskilling strategy
• Build an ivory tower
• Staffing the CEE with Enterprise Architects
• Personal credit card usage
• Keep the same processes and tools
• Let the CEE become a blocker to cloud adoption

Action Items
Potential Next Steps

Immediate Next Steps
First 12 weeks:
• AWS focuses on Vision Kickoff, Maturity assessment and Identify key stakeholders
• AWS and Customer conduct Long Range Planning - Customer Strategy, Product Definition & Strategy,
Program Roadmap and Backlog Prioritization
• AWS focus on roadmap for transition to Product centric outcomes – Identify support team, Decouple
teams & implement the Process delivery mechanisms – Establish Cloud Operating Model
• AWS and customer define CCoE KPIs
• AWS and customer define roles & responsibilities
• AWS and customer define the in initial (MVP) offerings
• Customer to focus on the Operational assessment, prioritize operational domains and begin building
runbooks

Experience Based Accelerator – People Worshop
The People Party is a 2-day interactive workshop focused on accelerating
an enterprise’s ability to create, sustain and govern the change that occurs
to enable cloud adoption. Objectives include:
• Develop well defined team structures with roles and responsibilities clearly defined
• Adapting a Clout Team ecosystem (engagement model) with respect to business-units,
application teams and IT stakeholders.
Goals
• The new operating model is articulated, based on customer portfolio and governance structure
• A defined “internal customer” is established - with their ideal user experience elaborated (understanding what value
proposition is offered to these internal customers using cloud)
• Utilizing a product-team methodology for the internal cloud program (managing the cloud offering to internal
customers like a product).
• Ratifying an operability model with accountability between IT and Application Owners (including organization
structure, accountabilities, defined engagement model for business and IT functions).
• Level setting on cloud adoption obstacles and sharing a roadmap of work that has to be done and identifying key
performance indicators to measure progress.
• Crafting a communication template to be used to (1) Recruit critical Cloud Team resources; (2) Identify application
candidates for first move migration; and (3) Identify innovation use cases.
Operating Models
Ecosystem
interactions
Organization

Operating Model Blueprint
Align
Scope
Assess customer’s organizations current state across multiple domains and
provide gap/impact analysis, recommendations and a blueprint to
implement CEE/Operating Model
Key Activities
Introduce and educate customers on Operating Model best practices and its
benefits
Discover the customer’s current state across various Op Model domains
(strategy, product management, platform architecture, core IT processes,
security management, etc.)
Interviews and working sessions with key stakeholder and deep dive current
state
Analyze current state and gaps from AWS best practices
Document current state, gap/impact analysis, recommendations, and
blueprint
Provide detailed Blueprint executive summary with assessment results and a
roadmap to implement the CEE and Operating Model
Outcome
Customer current state
assessment, gap/Impact
analysis, recommendations,
and a blueprint to
implement CEE/Operating
Model

Cloud Foundation Team
(CFT)
Launch
Scope
Assist in establishing a Cloud Foundation Team (CFT). The CFT is a working
cross-functional Platform Product Team that with other Product Teams
(Software/Applications teams), implements the Cloud Operating Model. The
CFT enables other Product Teams to start consuming Cloud services and
Scales
Key Activities
Introduce best-practice of ‘Product Operating Model’ that aligns IT
organizations with business outcomes, including Product Teams delivering
“products” to business customers, and Platform Teams delivering Cloud
“products” to Software Teams
Share AWS best practices regarding a CFT structure, roles, and organization
considerations
Facilitate customized CFT charter, structure, roles, KPIs, etc., in alignment
with Enterprise HR policies
Design and build CFT selection process and transition requirements in
compliance with Enterprise HR policies
Document roadmap to scale the CFT into robust ‘Cloud Enablement Engine’
as more Product Teams are onboarded
Outcomes
A Cloud Foundation Team (CFT)
established to onboard early-
adopter Product Teams
(Software/Application teams)
Roadmap and next steps to
Scale CEE

LeadershipInfrastructure Security
Operations
Applications
CCoE initial ‘two pizza team’

On-Boarding
Finance
Enterprise
Architecture
Change Mgmt
Communications
Governance
LeadershipInfrastructure SecurityOperationsApplications
Engineering teams will specialize in an area, but will have a
common set of skills shared across all product teams
Operations
Engineering
Infrastructure
Engineering
Security
Engineering
(Leader)
Cloud Engineering
(Leader)
Scale beyond a “two-pizza” team

Cloud Architect
First 120 days focus:
• Translate organizational level business requirements and use cases into infrastructure capabilities
• Verify capabilities meet identified business requirements.
• Synchronize with Enterprise Architecture
• Participate in <APP> deployment planning and execution
• Participate in optimizing solution architectures to manage costs and identify cost control
mechanisms.
• Maintain technical vendor relationship
• Deliverables: (jointly own)
• Cloud architecture requirements and solution design
• Cloud infrastructure testing plan and execution
• Integration with Enterprise Architecture standards and processes
Role Responsibilities

Cloud Security Architect
• Translate organizational security & compliance requirements and use cases into infrastructure
capabilities
• Verify capabilities meet security & compliance requirements.
• Synchronize with Enterprise Security & Compliance teams
• Deliverables: (jointly own)
• Cloud infrastructure security requirements and design
• Security testing plan and execution
• Integration with Enterprise Security & Compliance

Cloud Operations Lead
• Translate organizational operations requirements and use cases to cloud operational requirements
for <APP> application.
• Design and build ServiceNow operations integration capabilities
• Verify capabilities meet operations requirements.
• Synchronize with Enterprise IT Operations on requirements, processes, integration points
• Deliverables: (<CUSTOMER> leads; AWS Advisory)
• <APP> operations requirements
• ServiceNow/enterprise tools integration requirements and design
• Operations testing plan and execution
• Operations Readiness Review process and documentation
• Integration with L1 and Enterprise Operations

Cloud Infrastructure/Ops Engineers
First 120 days activities:
• Verify requirements for service models (templates) and/or workflows for automatic provisioning.
• Verify that cloud service model meet appropriate compliance/governance requirements.
• Review requirements/design/implementation of security controls, governance processes, and compliance validation
• Develop ServiceNow and other tools integration capabilities
• Deliverables: (<CUSTOMER> leads; AWS Advisory)
• Develops orchestration workflows, templates or scripts to deploy, configure or update cloud services and related
components including OS, utilities, agents or other software used within the cloud infrastructure.
• Develops additional self-service provisioning capability
• Develops monitoring scripts or templates to gather metrics or look for patterns and events and to generate alarms
• Develops event or incident remediation workflows or actions to resolve issues
• Develops automated configuration and compliance controls and related remediation tasks
• Develops integration with ServiceNow or other Enterprise systems
• Testing plan and test execution for cloud infrastructure
• Documentation of playbooks and runbooks

Financial Analyst
• Define requirements for cost management and reporting
• Define tagging guidelines to ensure appropriate categorization of costs
• Define initial guardrails IAM policy, self provisioning catalog, compliance verification
• Develop and test tagging and guardrail implementation
• Develop reporting and tracking system of cost related activities
• Report on project costs and service cost

Cloud Foundation Team Leader
• Responsible for oversight and leadership of all of the functions associated with the Cloud Center of Excellence
• Responsible for working with the Cloud Leadership Team to ensure alignment to Cloud Strategy
• Ensure compliance with disciplined approaches, patterns and exceptions when deemed appropriate.
• Responsible for development and validation of cloud policies.
• Provide oversite and leadership for the iterative cloud capabilities roadmap
• Accountable for achievement of Cloud Adoption KPI targets
• Responsible for evangelizing to the organization the ‘art of the possible’ enabled by cloud products/services.
• Responsible for the adoption of a Product Operating Model best practices within the CCoE
• Masters degree in computer science or engineering related field or equivalent work
experience
• Minimum of 15 years IT experience
• Minimum 2 years Cloud Adoption leadership experience
• Experience in coding
• Experience managing data center operations, including data assurance, monitoring,
alerting and notifications
• A keen interest in new technologies and open source
• Willingness to research and self-study to keep skills relevant in a highly complex
environment
Skills and Competencies
• Innovative and ability to think outside the box for creative problem solving
• Mentors and coaches colleagues and seeks opportunities for continuous
improvement
• Comfortable working in cross functional and multidisciplinary teams
• Ability to work independently and as part of a team
• Ability to multi-task and prioritize deadlines
• Excellent verbal and written communication skills with great attention to detail and
accuracy
• Experience working in an Agile/Scrum environment

Help Customer with a comprehensive approach to education and training
100 =
Foundational
200 = Intermediate
300 = Advanced
(Cloud 100-101)
AWS Cloud 101
Basic Education
(Cloud 100-20x)
Role Based
Foundational
Cloud Education
(Cloud 200-20x)
Role-Based
Hands-On
Ramp-Up Training
(Cloud 300-100)
Product Team DevOps
Training
(Cloud 300-30x)
Area of Depth
Specialty Training
Target
Audience
All stakeholders impacted
by cloud adoption
Stakeholders who will
make decisions related to
AWS cloud adoption
AWS Cloud Platform
Team, Software
Development Teams,
Operations Teams
Cloud Platform Team,
DevOps Teams
Resources that need an in-
depth understanding of
security, advanced
networking, or big data
Options for
Mode of
Delivery
• AWS Immersion Day
• AWSome Day
• AWS Essentials Courses
• On-Line Training from
3rd party provider
• Hybrid curriculum
facilitated by a
SME/mentor
3rd party provider
• Hybrid curriculum with
AWS mentor
in-house mentor
3rd party provider
• DevOps Immersion
Centers
AWS mentor
in-house mentor
3rd party provider
• Hybrid curriculum
3rd party provider
Hybrid curriculum is a combination of instructor lead training, white papers, videos, and on-line learning from AWS and 3rd party vendors
AWS
Certification
• Cloud Practitioner • SA – Associate
• SysOps Administrator
• Developer
• SA – Professional
• DevOps Engineer • Security
• Advanced Network
• Big Data

§ For the customer, this has been a 2 year journey. And still evolving…
§ Expect for 12-18 months to have an effective CCOE (maturity at Phase 3)
§ Leadership is key – with the right people and skills in the right leadership roles: Engineering Lead + CBO Lead
§ Dedicated resources. Cross-functional resource.
§ BU App Teams as early as possible – to provide feedback on what is being engineered
§ Key learning – Strategy: “For the Company” + “vertical” workloads, risk accepted, drive value…
§ Establishing the Cloud Business Office is a game changer
§ SDM as the Trusted Advisor to the Head of the CBO – Earns Trust, Have Backbone…
§ Leverage the Customer Success Matrix as a key mechanism and “play book” for forming and evolving the
CCOE
§ SA in positioning AWS services into Technology Domains, with clear narrative e.g. OSE vs ECS vs EKS
Phase 1: Core
Cloud Team
Phase 2: Evolve and Mature,
form the CBO
Phase 3: From Foundation
to Adoption
Phase 4:
Federate from
Group CCOE
to BUs
May – Dec 2016 Nov 2017
Dev-Test
approval
Dev-Test approval,
Confidential artefacts
Prod GA, Confidential
Data, ResCat 1
Oct 2018
Now
Customer Journey - Summary & Learnings

Project v. Product
How is a ”product” different from a projects?

BusinessStrategy
Governance&Prioritization
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure&Operations
Security
Traditional Enterprises
activity-based teams
BusinessStrategy
Governance&Prioritization
Design&Architecture
SoftwareEngineering
QA&Testing
Infrastructure&Operations
Security
High-performing organizations operate and organize to deliver outcomes
Two-Pizza Team Acceleration | Activities to Outcomes
Modern Enterprises
outcome-based teams
Product Team

Product Thinking at the core of the transformed IT organization
Everything can be a product
§ A product is a tangible (good) or
intangible (service, information,
technology) item that closely
meets the demands of a particular
market and yields enough value to
justify its continued existence.
§ It is characterized by its benefits,
features, functions and uses that to
satisfy the needs of the consumer.
Core Tenets from IT
Capabilities
(development, service
management, IT life cycle
management)
Traditional Business
Driven Capabilities
(R&D, product
management, product
marketing)
A new technology product capability within IT

● Adaptive
Home Page
Experiences
Two kinds of products:
Services
● Search
● Cart
● Account
● Item
● Advertising
● Promotions
● Digital Asset
● Others...
Navigation
Promotions
Customer
Profile
Promotion Content Cartridge
Recommendations
AdaptiveHomePage
Search
Cart
Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset
Cart
Account
Account
Search
Promotions
Advertising
Item Item Item Item Item Item
Promo Promo Promo Promo Promo
Item Item Item Item Item
Digital
Asset
Digital
Asset
Digital Asset
Digital
Asset
Digital
Asset
Digital
Asset
Digital Asset
How do you re-envision the world as products?

Navigation
Promotions
Customer
Profile
Promotion Content Cartridge
Recommendations
AdaptiveHomePage
Search
Cart
Digital Asset Digital Asset Digital Asset Digital Asset Digital Asset
Cart
Account
Account
Search
Promotions
Advertising
Item Item Item Item Item Item
Promo Promo Promo Promo Promo
Item Item Item Item Item
Digital
Asset
Digital
Asset
Digital Asset
Digital
Asset
Digital
Asset
Digital
Asset
Digital Asset
Adaptive
Home Page
Search
Account Cart
Item Digital Asset
Advertising Promotions
Products are delivered by stable “product teams”

Ideas backlog
Transforming Development and Operating Model with Product-Centricity
Strategic Vision
Ideas
UsersDevelopersProduct Team
Dev Backlog
Value Delivered
Not Feasible?
Not Valuable?
Strategic Vision
Ideas
Users
Delivery Team
Discovery Team
Dev Backlog
ValueDelivered
Not Feasible?
Not Valuable?
Ideas backlog
Validation
User needs & ideas
Product
Discovery
Product
Delivery
PMUX
Company cultures can change what the role of product management is and can dictate the power
dynamic between product and engineering in amazing ways.

Mindset Alignment
§ Product Managers are focused on what users are feeling.
§ Product Engineering is motivated by users in pain
§ Aligned together they become focused on outcomes
Keys to Success
§ Shared leadership and credit
§ Product Engineering is included in product
decisions
§ Roles are clarified and reinforced with
mutual respect
§ Inefficiencies are cleared and better
teammates succeed
§ Never Commit in Silo

A Thriving Product Culture
§ The entire organization understands
customer needs
§ Cross functional teams understand
how they contribute to product
success
§ Everyone rallies around both the
product strategy and roadmap

Apply a Structured Change Management Approach
to Accelerate Your Cloud Transformation
Source: Based on the work from our OCM consulting partner
1. Mobilize Team
2. Align Leaders
3. Envision the Future
4. Engage the Organization
5. Enable Capacity
6. Make It Stick
TAG LINES This change is critical and will succeed!
We are all leaders of this change!
This is the vision, where we are going!
This is how we get there together!
This is how we make it happen!
Are we where we want to be?
OBJECTIVES
• Confirm sponsorship
• Secure resources, expertise
• Form strong coalition of leaders
• Build momentum
• Articulate vision and roadmap for transition to Cloud
• Mobilize organization, build commitment, create
change urgency
• Establish communication channels to gain and
maintain buy-in, support and participation
throughout entire transition
• Ensure successful transition to Cloud
• Align IT org structure, roles, processes with AWS
Cloud platform
• Ensure all IT staff/key stakeholders can operate in
new environment
• Ensure Cloud benefits and objectives are achieved
KEY
ACTIONS
• Form team to lead change – executive sponsors,
stakeholders, line leaders, PMO, change management,
communication, training, etc.
• Establish program charter, roles, milestones
• Build guiding coalition, mobilize leadership
• Shape program governance structure
• Assess and align change leadership roles
• Leaders communicate future Cloud vision (via
comprehensive messaging plan)
• Impacted business leaders reinforce new op model
(process/tech/org)
• Identify/assess impacted stakeholders
• Enlist and mobilize Change Champion Network
• Drive ongoing communication, feedback – two-way
conversations
• Address “How does this impact me?”
• Celebrate progress and control issues
• Identify change impacts to IT roles, policy, org
structure, process, etc.
• Modify IT roles, org structure, job descriptions and
processes (if needed) to support AWS Cloud
• Align IT staff to new operating model
• Develop and implement targeted training
• Setup measurement structures
• Measure and evaluate outcomes
• Course correct where needed

What Is Culture?
§ 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
Culture Is “the Way We Do Things Around Here.”

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 team)
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

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
How to Influence Cultural Change?

AWS Cloud Center Excellence Quick Start Prescriptive Guidance

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