Don’t– Often, the CCOE team leader wants the CCOE to frame all the policies, instructions and guidelines, and communication and progress parameters even before adopting cloud practices. This stubbornness leads to delayed cloud adoption.
Dos– It is essential to document the best practices from the beginning of CCOE activities. This method helps in building effective cloud governance. So, rather than enacting policies for all cloud-related tasks at the beginning, go on documenting as the task is being undertaken. This stage-wise documentation would help include policies for many unforeseen scenarios. This process would also hasten up the speed of cloud adoption.
Don’t- Often, leaders launch CCOE activities together, which may involve workflow changes and may meet resistance to change from internal teams.
Dos– Launch a small set of CCOE activities that can solve the problems of the internal users. Take the internal teams and implement the CCOE activities by representing yourself as the enabler of various team project success. Apprise the teams of the changes in workflow. Then gradually scale up implementation of CCOE activities.
Don’t– CCOE leader and the CCOE team selection committee often search for individuals with advanced technical skills, interpersonal skills, and capabilities to handle most of the CCOE tasks. This delays team formation, and that ‘right fit’ individual with multiple competencies is never found.
Dos– Create a team with broad expertise and experience in their specific areas and domains like networks, security, infrastructure management, etc. This activity would save time and bring diverse expertise to the team.
Don’t– In an aggressive push, the CCOE team may take decisions without involving all the stakeholders. Many of the executive leaders are not informed of the changes that can affect their areas.
Do’s- Ensure that every policy being framed or every decision being made is communicated and cascaded down to all the stakeholders and executive leaders. They should be involved in implementing the changes. This would also help in buy-in, support, and communication emergencies, which the executive leadership can handle.
Don’t– Often, companies build CCOE because they have a recommendation that it is essential for cloud migration. The formation of CCOE is not tied to business objectives.
Dos– Your CCOE is built to solve specific business challenges, and the CCOE strategy is aligned to the processes, people, and culture set up in the organization. You have built the CCOE team to improve collaboration and engagement by bringing together cloud-focused resources from various organization sections.
Don’t– Your CCOE relies on traditional philosophies, practices, and a set of tools.
Dos– Your CCOE readily adopts DevOps and agile methodologies