Building your organizations GovOps© Tree

From calling this the information age, to trumpeting the arrival of cloud and hybrid cloud solutions the analysts are out in full force now. But I still see an issue. Rather I see something missing in most of what people are considering, critical information. Not that organizations don’t know what they are doing. I see things like cloud transition frameworks and hybrid cloud frameworks. Some of them are really good and create a solid foundation for an organization to move to cloud computing.

But that isn’t the problem that I see. I worry that the impact of cloud isn’t or hasn’t been what it could be yet. I worry that as we move through the hybrid age of computing, that we are still missing the one piece that I think is critical.

I have talked about the process of getting to the cloud in my book Operating Beyond your Borders (now available as a paperback as well). One of the things in the book is an adaptation of a process that was created many years ago. To look, evaluate and consider the options within your organization as far as the applications you have.

I’ve called the new iteration of the process (expanded now) the GovOps© Tree. The GovOps© tree is composed of two distinct components Operations and Governance as a framework to move to the cloud or cloud computing solutions.

From this, we get the buckets. The buckets are determined by the organization as they consider their migration. The funny thing is, the buckets haven’t changed. Go back to the beginning of IT, as organizations considered deploying client-server solutions rather than Mainframe solutions and you will find that the buckets are the same.

· Migrate as is

· Modify slightly

· Modify moderately

· Modify significantly

· Consolidate with existing applications or new applications and move data

· Consolidate functionality with current or new applications and discard the data

· Discard the data but keep the functionality

· Discard the functionality but keep the data.

OK so if you’ve read my process from many years ago, you, in fact, see that there are new categories. The concepts are pretty much the same. The reality is that we now add some components to the overall process that we didn’t have before. This would include creating some newer modified buckets that didn’t exist before.

The value of application sis the cost of the application upgrade and operations minus the organizational support the application provides. The old joke I’ve used now for nearly 20 years is this. If the top sales person in the company, Alice, only uses Outlook and Excel and NOTHING ELSE, then the two business critical applications are Outlook and Excel. Except that Alice only represents the sales department. So then you have to look at the production side of the organization and see what they are using. But you get the idea. Look at how people get their jobs done. The 23 deployed PDF printing packages you have aren’t getting anything done. I promise that!

It is about how the organization makes money or meets their mission. That, by the way, fits nicely in the organizational governance plan. Supporting the mission (or financial) benefit of the organization by having a system that manages and monitors the organization. That helps include the operations team. It is a modification of the current DevOps craze. Adding Governance and keeping development engaged gives the team a stronger path to both clouds, but also to enabling and empowering their workforce. The concept is simple, (outlined in the book in much greater depth.).

You can succeed in this new age of IoT (CPS), Cloud and DevOps. It is all about planning! It is all about making sure that what you build (governance) and how you build it (Development) maps nicely to what you need to do to keep it running (Operations) as your organization makes your GovOps© Tree.

.doc

creator of the GovOps© Tree process.