The speaker (Alex Jauch) addresses cloud terminology confusion and points out that yet everyone wants it. So the pressure is on to deliver cloud.
But as an architect you can’t build with such vague notions of what it is. That just doesn’t work. 78% of enterprise IT Shops will deploy a private cloud by 2014 (Gartner) 62% of all IT Projects fail. For the record, building a private cloud is not an easy project.
For one, what are you building? What is it, way to may definitions. NIST seems to be one of the better definitions around. Specific, direct and actionable. We can work with that. I suggest you visit the NIST site for more information on:
- Deployment Models:Private Cloud, Hybrid, Public.
- Service models SAAS, PAAS, IAAS
- The Essential Characteristics
The Common Characteristics
Why We Fail
- Install Hyper-V
- Deploy System Center
- Build a solution
The essential element of cloud is that “The cloud is a customer centric business model, not technology”.It’s approached to much as a technology problem and that’s why we fail.
The architect should not allow this to happen so he is to blame. The architectural practice is to marry business needs and wants to technology as a solution. This really hits home but there are more people involved and than there is the entire business / IT alignment fiasco as you can read in my blog The shortage of skilled employees, are we making it worse? , but the bucks ends with the architect..
How do we add value to the business? Commodities do not add value, they are necessities. So we need to decide what business we are in. Meeting standards is not a goal. Enabling business is the goal. So they think you’re doing a great job empowering them. After all they are paying for it.
The Take Away
Traditional IT needs to evolve (fast) to customer centric IT. End user departments define the goals. Our operational proficiency used to be our pride but what does it mean to the customer? Problems that do not affect the business don’t matter. So talk to customers to find out about what they want and need. They don’t care about your skill set or certifications. You’ll need t extract the need from their wants.
The ability to take pain points away from customers. Small & medium sized projects do very well at this. But in a lot of companies they don’t promote you for those “smaller” projects. So the business also has to evolve.
I’d like to add that Old style IT is also promoted by a lot of misguided security officers and business lawyers. Strict rules as a guidance and instrument are their instruments and no those are also not always in the business best interest.
This relates to IT Portfolio Management: Strategic, High Potential, Key Operational & Support. We need to realize that whatever we work on might be strategic or high potential will move to key operational and support. They all need different approaches and types of management. So choose your methodologies wisely. Don’t just pick one and force that square peg in the round hole. This is my advice to both business and IT. I’ve seen business decisions change support level products turned into high cost high maintenance because due to bad decisions. So we might not have to be our brothers keeper towards the business but than again do we really need those bridging functions and those guys or gals need to be at the top of their game as I stated in The shortage of skilled employees, are we making it worse?
So keep things a simple and as effective as possible. Do it fast, ride and repeat. You’ll learn a lot and improve along the way. So here comes the build or buy decision and the link to the NetApp plug by the speaker. This is very dependent on the situation of the organization at hand. So the fast track has it’s place here. Is speed of delivery of key importance or absolute flexibility and adaptability? So it will depend. Yes the consultants answer. But being a real consultant is a very respectable job. I can’t hell it that the word has become meaningless due to missuses and inflationary titles for temps for hire. The System Center stack and how NetApp improves and leverages all this is briefly discussed. He ties the fast track into the discussion of portfolio management and working in a customer centric way.
Why are we doing what we do? Think about it. There is a nice book on this subject “Why we fail? by Alex Jauch.