CloudA $100-billion-dollar Fortune 200 consumer packaged goods company recently partnered with CapTech to commercialize Microsoft Azure's Platform as a Service (PaaS) as an enterprise service offering. This blog is the seventh in a ten-part series of blogs. The purpose of this post is to highlight the design considerations and implementation activities involved with defining the governance model for the cloud. It is intended for anyone interested in gaining insight into the major bodies of work and considerations involved in commercializing cloud services for large enterprises.

Recommended Bodies of Work

The next couple of posts in this series are going to focus on some of the recommended bodies of work for commercializing the cloud at your organization. Below is a diagram that illustrates a high level and comprehensive view of the bodies of work with their relationships and dependencies. In the remainder of this post we will explore what's involved in defining the governance model highlighted in green.

Governance Workstreams

Define the Governance Model

As the project team matures the service offering, it should figure out how the service will be supported from a people perspective with roles and responsibilities. The project team should work collaboratively with the enterprise's IT Operations team for this effort. Due to the nature of Azure PaaS, many roles are abstracted from the enterprise and managed by the Cloud Service Provider, as described in the pre-requisites, thus requiring a smaller more integrated team to support the Azure PaaS service offering. A good way to work through this is by creating a matrix or RACI of responsibilities required to support the service against the relevant enterprise departments and/or roles.

After creating your matrix or RACI of responsibilities you can then begin filling it out. Some fundamental considerations include, but are not limited to:

  • Will your Azure PaaS support roles and responsibilities be centralized in your IT Operations group or will they be federated out to various business operating companies? Some business operating groups within your organization may be more mature and capable of handling supporting their own Azure PaaS capabilities.
  • Who and how will contracts, subscriptions, capacity, and cost be managed?
  • Who and how will Azure PaaS Resource Groups be managed?
  • Who and how will daily operations (e.g. updates to Service Catalogue, MIRP, monitoring uptime, documenting standards and best practices etc.) be managed?
  • Who and how will security and compliance standards be managed at the platform, application, database, and storage level?
  • Who and how will the application lifecycle (e.g. manage release and deployment process, application security assessment, SSL certifications, DNS changes, Resource Group configurations etc.) be managed?
  • Who and how will network related activities (e.g. Azure network configuration, Azure IP addresses and subnets, Network Security Groups, Express Route monitoring etc.) be managed?
  • Who and how will Azure Identity and Access (e.g. synchronizing AD to Azure AD) be managed?

Conclusion

This seventh post in the ten-part series described defining the governance model in order to commercialize Azure with this Fortune 200 CPG client. These were just some of the items we had to consider in establishing our governance model. Filling out a RACI was a very effective way to ensure that all aspects of governance were met.

The entire series:

In the next post we are going to talk about facilitating enterprise adoption of the service.