• Development and Operational Tools: Who creates and maintains
technical tools?
• Exception Management: How are requests for security or operational
policy exceptions evaluated and approved, and by whom?
• Request Management: How are new feature requests tracked and
prioritized, and by whom?
• Capacity Analysis: How are capacity needs forecast and evaluated,
and by whom?
• Systems Monitoring: Who tracks uptime, system failures and associ-
ated alerts?
• Security Audits: Who facilitates scheduled or ad hoc security audits,
whether internal or external?
This list, while not comprehensive, represents a range of items and activities
which are:
1. Critical for the success of an enterprise cloud platform service
2. Separate from the core technologies that create your
guard-railed service
3. Unlikely to be appropriate roles and activities for your core platform
development staff
In other words, you will need to form separate organizational groups and staff
to deliver these pieces of the puzzle.
How to Put the Pieces Together
Determining the groups, roles and staff necessary to cover all these functions
is not a trivial exercise. Many of our engagements focus primarily on the ques-
tion of how forward-looking companies can transform themselves from orga-
nizations with traditionally structured IT departments into ones where cloud
practices and the associated digital transformations are woven into the fabric
of the entire enterprise, delivering agility, customer responsiveness and higher
profits. Even when you are not yet trying to transform an entire company, and
with the comparatively smaller goal of creating only a cloud services platform,
it is important to recognize that there is no “one size fits all” structure that
perfectly suits all organizations.
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