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1 ORGANIZATIONAL FRAMEWORK MODEL (ORFRAM)
1.1 Introduction
The organizational framework model (ORFRAM) is a model developed by the author to visualize the
required roles and tools that are necessary to successfully transform the IT organization into a cloud service
provider. The ORFRAM later on is used as a basis to assess the IT organizational structure and its way of
work.
In order to conduct an assessment of the IT organization, it is required to first develop the basic know how
about an optimal structure of a cloud service provider. This means to define and justify the roles that are
effectively required for cloud service operation and delivery. Then, each role is set in relationship with the
other roles to outline the communication paths that are necessary for efficient collaboration. Apart from that,
each role is enriched with IT management instruments that establish the basis for these employees and the
skills necessary to fulfill the role.
As all the roles are described and set into relationship to each other, it is possible to derive a scenario for the
IT organization on how to transform the IT organization into an internal CSP. This scenario prioritizes the
tasks of providing roles and instruments for a successful transformation while taking into account the input
from real world experience that has been collected from primary sources and the different phases of the cloud
lifecycle (see chapter 1.3). These four lifecycle phases in the end are jointed into one single organizational
framework model (see chapter 1.5) for cloud introduction. A possible organizational structure of the cloud
service provider is drawn in an organizational chart (chapter 1.6).
1.2 Roles, Skills and Responsibilities
This chapter outlines all relevant roles in an IT organization that have to be established or adapted for
successful cloud service delivery. Other than the vague descriptions that can be extracted from literature, the
data gathered for this chapter is verified with information from primary sources. Because of that, a complete
list of roles is developed, which then can be used to verify the cloud adaption progress from an organization-
transformational point of view and support a successful IT delivery. This chapter describes twenty-two
different roles that either have to be newly established or have to be significantly adapted to support cloud
service delivery. But not all roles described there are effectively changing through cloud service introduction
and are therefore not considered in the ORFRAM. IT roles that are not affected by the cloud transformation
will not be covered here because these information can be found in existing service management frameworks
such as ITIL.
Other roles are enriched with real world observations and some roles were entirely missing in the literature
review, but identified as significant by the author in the process of research.
The roles are divided in the following three different cloud management subdomains, because this allows to
group the roles by their main focus. In addition, this determination allows the individual assessment and by
that specific recommendations for each subdomain.
- strategic cloud management; with interfaces to providers, the business and the board
- cloud service management; IT service management process-oriented
- operational cloud management; responsible for operational excellence
Strategic Cloud Management
CSSM CSDM CSB CGM
CSPM CLM CIM CAR
Cloud Service Management
CIRM CSCM CSA CSD
CMPM CSCOM
Operational Cloud Management
CSM CCM COPS CAD
CAM COM CMM LEM
Figure 1: Roles in the Different Subdomains of ORFRAM
Each role within its subdomain is justified in its existence and for each role its relationships will be parted
in relationships where the role is reporting to other roles and relationships where the role is being informed by
others in order to specify the information flow. To complete the role profile, the IT management instruments,
skills and the references found in the literature review are listed. With that, a complete list of roles required in
an internal IT organization is created, which can be used as a basis for job descriptions and skill-acquiring.
1.3 Role Introduction Prioritization in the Cloud Lifecycle
The transformation of an IT organization becoming an internal cloud service provider is a long-lasting
process. Because of that and because many inter-dependencies between roles and instruments arise in this
process, a prioritization of role introduction is required. In dependence on the cloud lifecycle, the introduction
of the identified roles and their work-supporting instruments can be divided into the four phases of the
lifecycle. To ensure that the basis and prerequisites for each phase are available, the following organizational
transformation steps need to be fulfilled before the next phase is initiated.
Figure 2: CLiCk Cloud Lifecycle
Each phase requires the presence of different roles and instruments in order to push the development of the
IT organization towards a CSP. But it is not only done with introducing new roles. It is also essential that some
prerequisites are in place for each phase, because they are required as a basis for developing the output
instruments by the respective roles assigned to the phase. These output means are then again prerequisites for
the following lifecycle phase.
The following chapters distinguish the roles and means required to successfully traverse the respective phase
and describe and justify the order in which they have to be introduced. Furthermore the justification takes into
account the cloud service influencers (CSI) that have been unveiled in the literature research as requirements
for a successful transformation.
Cloud Evaluation
Cloud Migration
Cloud Operation
Cloud Change
With a picture, an overview for each phase is given to the reader. In the center, the picture gives an overview
about the roles that have to be introduced in the cloud evaluation lifecycle phase. On the left hand side, the
existing, traditional IT management instruments are listed that have to be available so that the roles can develop
their cloud related IT management instruments shown on the right. These cloud related IT management tools
itself are then again prerequisites for the upcoming phase.
IT Service Management
Skills Management
IT O
rgan
izat
ion
g
Busi
ness
Str
ateg
y
Figure 3: Example Picture for Cloud Lifecycle Phase Role Introduction
The existing business strategy as an important influencer is pictured because it attends the entire phase as a
basis for the development of cloud related instruments. As a second environmental factor, the IT service
management (e.g. ITIL) is pictured, because the introduced roles do interact with the processes provided by
the service management framework. Whenever a role is already known and established by the service
management framework but strongly affected by the cloud lifecycle phase, the role is re-described to fit into
the ORGAF. The IT organization is the third environmental influencer that affects the cloud lifecycle phase,
skills management the fourth. Those last two influencers bring along some pre-existing benefits and trade-offs
regarding the possibilities and capabilities (existing and required cloud knowledge, organizational structure,
role of the IT organization etc.) of the IT organization, that, in some way effect the cloud service provider. The
colors used in the following pictures indicate the cloud management subdomains.
The prioritization of the role introduction takes into account the dependencies between the roles and their
developed cloud related IT management instruments in a top-down approach.
1.3.1 Phase 1: Cloud Evaluation
The cloud evaluation phase is the initial phase in the transition process. It implies the planning of the entire
transformation and constitutes the groundwork for its success by right-placing all the cornerstones to build up
on. The roles introduced in this phase are required at this early stage, because they are responsible to elaborate
and establish guidelines and tools that are preconditions and important cloud related IT management
instruments for the subsequent phases. It’s the phase of getting ready for the cloud and levelling out the way
for a smooth migration and operation by gaining acceptance from the business.
IT Service Management
Skills Management
IT O
rgan
izat
ion
CSSM CSPM
CSDM
CSCMCGM
CSB
CAR
CMPM
Cloud Strategy Service Relation-ship Models
Cloud Governance
Cloud Service Protfolio
Cloud Service Catalogue
Business Logic Diagrams
Cloud Archi-tecture Docum.
IT Strategy
Enterprise Architecture
IT Governance
Comm. & Collab. Tools
Decision Support Systems
Developing Suites
Tech. Blueprints & Building Blocks
Guidelines & Standards
CMP PoC / Test Environment
Busi
ness
Str
ateg
y
Figure 4: Traditional Instruments, Cloud Related Roles and Cloud Related Instruments
in the Cloud Evaluation Phase
In the cloud evaluation phase, a total of eight roles are introduced in the subsequent order:
1. CSSM: Alignment of the cloud strategy with the business and IT strategy is one of the most important
tasks in this phase. Only with a clearly aligned cloud strategy the required management support is ensured and
the initially high costs of such a transformation can be justified. The CSSM provides the basis for a successful
transformation and a means to create a common mindset among the cloud workforce to work in the same
direction towards common goals and to break up conventional silo structures (CSI 1, CSI 5). Instrument:
Cloud Strategy
2. CGM: Besides the strategy, the establishment of a cloud governance that is aligned to the IT governance
is essential (CSI 7). The CGM develops the cloud governance which is required to assure that the use of cloud
services generate business value and mitigate risks. The cloud governance hereby is as much about
organizational and collaboration issues as it is about technology and by that helps to find and train the
workforce with the desired skills for providing cloud services (CSI 14, CSI 15). Because of that, cloud
governance is an essential part to achieve strategic objectives and to establish cloud services within the
enterprise. Instrument: Cloud Governance
3. CSDM: As soon as possible the CSP should start a tight cooperation with the business. Periodic meetings
should be held so that the CSP learns about the intentions of the business, their strategic goals and short-term
requirements. Therefore the CSDM is introduced in the evaluation phase, to ensure an early establishment of
a successful collaboration with the business and to prevent the appearance of shadow IT. Furthermore, the
CSDM role is required in this phase already to get across the considerations of the CSP and to collect input for
the service portfolio (CSI 6, CSI 3). Instrument: -
4. CSB: For choosing the best services and offerings from external cloud service providers and for
calculating cost effectiveness of internal service delivery, the role of the CSB is introduced. Preparation of
decision ready information for the CSSM is a recurring task for a CSB. This role manages all contact with
external CSP’s to ease management and consumption of cloud services and together with the CSPM develops
the cloud service portfolio (CSI 6). Instrument: -
5. CSPM: This role is required to develop a cloud service portfolio that is aligned to the needs of the business.
In the phase of evaluation, some strong business stakeholders have to be found whose needs can be satisfied
through the initial cloud service portfolio in order to gain acceptance within the business. Determination of
services that are worthwhile to be available in a self-service manner is done together with the CSCM (CSI 10).
Instrument: Cloud Service Portfolio
6. CSCM: A cloud service catalogue is derived from the cloud service portfolio for detailed specification of
service characteristics. The service catalogue is required to be provided at this early stage to plan the
infrastructure capacities and estimate costs. Furthermore the catalogue displays the variety of service
characteristics that can be obtained by the business and that are available in self-service (CSI 10). On the basis
of the service catalogue, building blocks can be defined, which are constituted of individual services that are
joined together. These building blocks then can be used to predefine technical blueprints which guide CSD’s,
project managers and vendors in how to build services in the cloud. Instruments: Cloud Service Catalogue,
Building Blocks, Technical Blueprints
7. CAR: Cloud architecture documentations have to be developed so that the cloud environment can be built
in the upcoming phase, that all considerations of the design phase are documented and that possible
performance counters can be calculated. These documents have to be aligned to the overall enterprise
architecture while respecting guidelines and standards such as technology or security standards. To test cloud
architecture thoughts, a CMP proof of concept and test environment is built to gain experience with the
software, test use cases and enhance the architecture documentation. Instruments: Cloud Architecture
Documentation, CMP PoC / Test Environment
8. CMPM: The cloud management platform must be capable of integrating internal and external cloud
services. Otherwise support of a hybrid cloud environment is neither achieved nor possible. However, this is
not required if the requirements prevent or prohibit the use of public cloud services due to compliance or
regulatory obligations. It must be ensured that interaction with all the interfaces and devices within the cloud
environment is possible to automate and standardize service provisioning in a self-service manner and to
implement baseline requirements and provisioning steps (CSI 8, CSI 9). The CMPM evaluates and operates
the appropriate software, documents the required interfaces and hereby provides agility and flexibility while
maintaining and enforcing standardization. By developing business logic diagrams and service relationship
models, the CMPM ensures that all aspects from all available viewpoints have been considered. As a central
role in cloud service delivery, it is the only role that gathers all necessary information to fulfill this task. To
further develop the CMP and its interfaces, a proof of concept (PoC) and test platform is built to speed up
integration of new services or infrastructure devices. Instruments: Service Relationship Models, Business
Logic Diagrams
With the introduction of the above eight roles, the evaluation phase can be successfully completed from an
organizational perspective. The development of the above-mentioned deliverables enables the IT organization
to consolidate its existence and support the entire cloud evaluation process. The order of role introduction tasks
follows a top-down approach because different instruments are prerequisites for the following tasks. In the
end, the strategic basis for the organizational transformation is available and with standardization, a first
characteristic, which was previously identified as a motivation for cloud service usage in the literature research,
is fulfilled.
1.3.2 Phase 2 Cloud Migration
Phase number two of the cloud lifecycle deals with the migration of IT services into the cloud. From an
organizational perspective, this requires some preconditions to be fulfilled in order to be able to support such
a migration. Therefore, this phase focuses on the establishment of service management related roles and
instruments to prepare a seamless migration. Proper planning of design and continuity of services is the alpha
and omega for a sound migration. The usage of predefined building blocks and technical blueprints allow cost-
optimized service usage and transparency for the business. Only with all this in place, the effective service
migration can be started.
IT Service Management
Skills Management
IT O
rgan
izat
ion
COM CSCOM
CSM
CADCOPS
CSD
Cloud S/CMDB Security Audit Plans
Identity & Access Management
Security Documentation
Countermeasure Plans
CMP to Infrastr. Connections
Disaster Recovery Plans
CMP Software
Development & Script Editors
IT Security Guidelines
Element Managers
Guiding Principles Busi
ness
Str
ateg
y
Figure 5: Traditional Instruments, Cloud Related Roles and Cloud Related
Instruments in the Cloud Transition Phase
In the cloud transition phase, a total of six roles are introduced:
9. COM: Because a well-functioning S/CMDB and a well-established configuration management process
are essential to migrate and operate services in the cloud, the introduction of the COM is the first preparation
step in the cloud transition phase. The reason for that is that it has to be ensured that the service catalogue, the
building blocks and the technical blueprints can be pictured in the S/CMDB with all required attributes and
relationships. An interface between this database and the CMP has to be built, which allows the automatic
update of such data records. The S/CMDB has to be an up-to-date snapshot of the effectively provisioned
services, so that accurate reporting, show- or chargeback are possible and that the transparency about service
usage is given. Instrument: Cloud S/CMDB
10. COPS: Bringing together a cloud operation team that covers the in-depth knowledge to operate the
infrastructure but also has the understanding of the business requirements is a task to execute before an
effective migration into the cloud can take place. The COPS need to be involved at this rather early stage to
install the CMP software and get familiar with it to change their principles of operation towards script based
operations that are executed via the CMP, rather than in the individual element managers. In that way, the
accuracy of all linked systems is guaranteed. The COPS are also used as kind of a review team for building
blocks and technical blueprints, because they are the specialists in their domain and do have the in-depth
technical know-how to verify and remediate technical inconsistencies in the documentation. Together with the
CMPM the COPS develop and test the connections to the infrastructure’s element manager, ensure that the
business logic is implemented accordingly and all relevant information is pictured in the S/CMDB. To support
the CSD’s, guiding principles are documented that contain technical specification and general information.
These guiding principles may for example contain the currently supported operating systems, functional trade-
offs when using physical servers or backup guidelines. Instruments: CMP Software, CMP to Infrastructure
Connections, Guiding Principles
11. CSM: Before services are migrated to the cloud, and with that, data is possibly stored outside of the
enterprise, accurate security must be maintained. To do so, the CSM is introduced and charged with the
development of security documentations and countermeasure plans to ensure that the IT guidelines are met.
The CSM does not only define the prerequisites that have to be met by all services migrated to the cloud,
especially the ones involving public cloud services, but also defines and ensures segregation of duties.
Therefore, identity and access management (IAM) needs to be introduced so that it is ensured that only users
with the respective authorization can access cloud services and its data. To test the current level of security,
the CSM develops and periodically tests security audit plans. Instruments: Identity and Access Management,
Security Documentation, Countermeasure Plans, Security Audit Plans
12. CSD: Before services can be migrated into the cloud, CSD’s have to be introduced which support the
migration of services (CSI 13). As the service catalogue, building blocks, technical blueprints and technical
guidelines are available, the CSD should be able to decompose business services into cloud service
components. To do so, CSD’s have to know the cloud service catalogue with its characteristics and features.
Availability and scalability features are key characteristics in design considerations. Instrument: -
13. CSCOM: Business and service continuity are relevant topics to deal with, when services are migrated
in the cloud. Especially with public cloud services, disaster recovery scenarios gain new dimensions. Because
each service has its own requirements regarding continuity, a hybrid cloud offers various possibilities to cover
and support such requirements. The CSCOM not only develops service continuity scenarios for the cloud
infrastructure, but also disaster recovery plans for each service that is migrated to the cloud Instrument:
Disaster Recovery Plans
14. CAD: To migrate applications into the cloud, some adaptions within the application might be necessary.
Therefore, the CAD is introduced at this stage. Each application moving into the cloud is checked for its ability
to deal with the high availability and service continuity features of the cloud to outlast provider downtime or
public CSP collapse (CSI 2). Besides that, the applications are trimmed to meet the standards and guidelines
developed by previous roles. These include technical blueprints, identity and access management, security
guidelines and others. Instrument: -
When the second phase is successfully completed, the groundwork for service migration into the cloud is
accomplished. After introducing the above six roles and developing the respective instruments, the IT
organization is ready to act as a cloud service provider. Flexibility, agility, transparency and cost optimization
can be achieved by advising the business to use building blocks and technical blueprints consisting of
standardized services. Because all preparation tasks are now executed, the service setup and migration can
begin. Simultaneously the organization initiates lifecycle phase 3.
1.3.3 Phase 3 Cloud Operation
Phase 3 of the lifecycle addresses ease of operation and provides basic information for all management levels.
By that, the availability of services is maintained and appropriate planning of growth and release changes is
supported. When service operation is well established, the CSP starts to deal with the active management of
still existing legacy systems.
IT Service Management
Skills Management
IT O
rgan
izat
ion
CMM LEM
CAM
CCM
CIRM
Cloud Service Monitoring Conc.
Cloud Release Plan
Capacity Extension Plan
Application Documentations
Legacy System Documentation
Legacy Migration Planning
Compatibility Lists
Problem Reports
Roadmaps
Feature Requests
Busi
ness
Str
ateg
y
Figure 6: Traditional Instruments, Cloud Related Roles and Cloud Related Instruments in the Cloud Operation Phase
In the cloud operation phase, a total of five roles are introduced:
15. CMM: Monitoring of cloud infrastructure components and services ensures the availability of cloud
services for the consumers. By enriching event data with data from the S/CMDB the impact on the availability
and redundancies of cloud services can be determined (CSI 11). A clever monitoring supports the COPS in
root cause analysis, interpretation of event relationship and preemptive countermeasures to avoid incidents.
The CMM is introduced to develop appropriate monitoring for all relevant services and devices so that the
service availability is maintained. In addition to that, the CMM monitors over- and under-provisioning of
resources to avoid performance issues and waste (CSI 12). Instrument: Cloud Service Monitoring Concept
16. CCM: Optimal performance of each virtual server and cloud service can only be achieved when enough
capacity is available. The capacity of all building blocks and cloud infrastructure services have to be actively
managed by the CMM so that the execution of projects is not affected due to missing capacity in the cloud.
Predictions and extension plans ensure sufficient capacity while preventing unnecessary investments in not
required infrastructure or public cloud resources. Instrument: Capacity Extension Planning
17. CAM: Each application that is migrated into the cloud requires an application manager that is responsible
for adequate planning of resources and assigning permissions and roles within the application. For each
application migrated, a CAM is appointed and a detailed application documentation is created that specifies
the used building blocks and operational specifications such as disaster recovery, S/CMDB integration and
monitoring details. This documentation must be held up-to-date and available for the CSP so that accurate
troubleshooting is possible. Instrument: Application Documentations
18. CIRM: Today’s release cycle of new firmware versions but also release cycles of public cloud service
releases require an active management to track the changes of each release and to maintain support. In a cloud
environment this is an important task so that all releases are harmonized to maintain vendor support. This is
why the CIRM is introduced at this stage. Based on the cloud architecture documentation and vendor
information such as compatibility matrices and roadmaps, a cloud release plan is developed to keep hold of
the compatibility jungle and ensure interoperability of the predefined building blocks. In addition to that, the
CIRM centrally manages feature request and vendor problem reports. Instrument: Cloud Release Plan
19. LEM: As a last task in the cloud operation phase, when cloud operation is well established, the CSP has
to deal with all the legacy services that cannot be migrated into the cloud by some reason. To handle those
services, the role of the LEM is introduced. Often the legacy services are poorly documented and a lot of
unknown dependencies are discovered when the system is touched for migration. Nevertheless it is required
to get rid of legacy services as fast as possible. Therefore, the LEM completes documentation of all those
services while unveiling undocumented interfaces and dependencies and ensures operation until approval for
migration (CSI 15). Subsequently their migration is planned with the business in a legacy migration planning.
Instruments: Legacy System Documentation, Legacy Migration Planning
After phase three in the cloud lifecycle and the introduction of the above five roles, the IT organization acts
as a mature and well established CSP. All required roles and their subsequent processes are in place to operate
cloud services in a highly professional manner. The constitutive order of role introduction allows subsequent
improvement of operational tasks and ease of operation through appropriate instruments. In addition to that,
concepts of CloudOps, DevOps or even NoOps can be taken into account to improve operational excellence.
1.3.4 Phase 4 Cloud Change
The last phase of the cloud lifecycle, phase number four, addresses cloud change. For the IT organization
respectively the CSP, this implies further development of its services, improvement of processes, infrastructure
and life cycling. At this stage, the CSP is now able to continuously improve its services and to generate business
value proposition by analyzing consumer behavior and by providing innovation to the business.
IT Service Management
Skills Management
IT O
rgan
izat
ion
CLM
CSA
Custom Reporting
Cloud Lifecycle Report
Cloud Innovation Report
Data Warehouse
Vendor Roadmaps
Innovation Boards CIM
Busi
ness
Str
ateg
y
Figure 7: Traditional Instruments, Cloud Related Roles and Cloud Related Instruments
in the Cloud Change Phase
In the cloud change phase, three more roles are introduced:
20. CLM: Fast development of hardware and software bring along a more rapid lifecycle of devices than
some years ago. The CLM is introduced at this point to manage the lifecycle of all infrastructure devices and
of the CSP provided cloud services. With the help of vendor roadmaps a cloud lifecycle report is developed,
which suggests the optimal lifecycle for each component and service under consideration of possible changes
to the building blocks and technical blueprints. This report is required to elaborate accurate financial planning
and replacement and helps in the continuous cloud service improvement as the report also contains possible
benefits that become available through new-generation hard- and software features. Instrument: Cloud
Lifecycle Report
21. CSA: To further improve the cloud services provided, the CSP introduces the role of the CSA. The CSA
feeds all levels of management and operation with consolidated information. To be able to do that, data is
collected in a data warehouse and matched by the CSA to get to the bottom of recurring issues, determine
usage patterns and find security leaks. In the end, the CSA prepares custom reports for various roles to support
their effort and to improve their efficiency. Instrument: Custom Reporting
22. CIM: Innovation is key for an IT organization and of course all already introduced roles account for
innovation in their respective domain. But with introducing the CIM, the CSP creates new possibilities of
innovation. This role’s job is to actively observe the market for innovations that can revolutionize the CSP and
by that revolutionize the benefit provided for the business (CSI 4). The CIM always rides on top of the next
wave of cloud computing, analyzes the trends and derives the possible benefits for the CSP in a cloud
innovation report. Instrument: Cloud Innovation Report
Phase number four closes the cloud lifecycle. Lifecycling of services, hard- and software can lead to changes
in the way of working or even in the entire process landscape and infrastructure. Innovation creates new
possibilities and opens unknown doors for further improvement. Because of that, further transition
requirements arise to meet the changing expectations of the business that come along with future waves of
cloud computing and technological development. This is what closes the loop in the lifecycle and serves as
input for the re-start. The IT organization has to adapt itself by new to the changing environment and adapt or
re-develop the instruments wherever necessary.
1.4 Role Validation
In the feedback workshop, the participants were asked to write down the cloud related roles that are necessary
to be available along the cloud lifecycle. The upcoming three tables summarize the feedbacks given (left) and
match these with the roles introduced in the ORFRAM (right). For better visualization, the roles are
consolidated per suggested lifecycle phase.
Feedback #
Role Lifecycle Phase
Matching Role in ORFRAM
Lifecycle Phase in ORFRAM
1 Innovation Manager Evaluation CIM / CSB / CSDM Change / Evaluation
2 Sourcing Manager / Cloud Broker
Evaluation CSB Evaluation
3 CIO Evaluation Business Strategy All Phases
4 IT-BP Evaluation Business Strategy All Phases
5 IT Risk-Security Manager
Evaluation CSM Migration
6 IT Architect / Cloud Architect
Evaluation CAR Evaluation
7 IT Project Manager Evaluation IT Service Management All Phases
8 IT Manager Evaluation CSSM Evaluation
9 Business Manager Evaluation CSDM / CSSM Evaluation
10 Procurement Evaluation CSB Evaluation
11 Service Portfolio Manager
n/a CSPM Evaluation
12 Legal Manager n/a - -
Table 1: Validation Feedback to Roles Connected to the Evaluation Phase
There are six roles mentioned by the attendees that entirely match with the role and the introduction phase
in the ORFRAM. The ORFRAM introduces an equivalent role (CSM) in the migration phase. The reason for
that is that within the evaluation, the architectural concepts are written to build the cloud infrastructure and
management platform. In this process, the CAR is responsible to incorporate security standards regarding
infrastructure and interfaces. In the migration phase, the security domain grows broader as application
migrations, application data streams, internet access and their corresponding security concerns come into play.
This is where the competencies and the know-how of the CSM role is introduced to deal with these challenges.
The Innovation Manager is majorly covered in the ORFRAM with the roles of the CSB, the CSDM and the
CIM. The CSB and the CSDM roles cover the initial innovation demand in the evaluation phase and observe
the cloud service provider landscape. A dedicated role for innovation management in the CSP is then
introduced in the cloud change phase with the CIM. This is the case because first, it is required to establish the
cloud service delivery and initiate the effective transformation before resources are dedicated to satisfy the
CIM role. But this shall not exclude innovation thoughts from previous phases of course. The CIO manages
or takes the CSSM role and by that steers the CSP as any other IT department within the enterprise and is
denoted in the ORFRAM through the business strategy interface. The IT project manager is a role of the IT
service management (e.g. ITIL service transition) wile IT business partners (IT-BP) are out of the scope of the
IT organization, but considered as a part of the business strategy.
Feedback #
Role Lifecycle Phase
Matching Role in ORFRAM
Lifecycle Phase in ORFRAM
12 Process Manager Migration IT Service Management Evaluation 13 Service Manager Migration IT Service Management All Phases 14 Cloud
Integrator Migration CSD Migration
15 Transition Manager Migration IT Service Management Change Table 2: Validation Feedback to Roles Connected to the Migration Phase
Feedback #
Role Lifecycle Phase
Matching Role in ORFRAM
Lifecycle Phase in ORFRAM
19 Change Manager Operation IT Service Management Operation 20 Operation Manager Operation COPS Migration 21 Problem Manager Operation IT Service Management Operation 22 Incident Manager Operation IT Service Management Operation 24 Cloud Provider Operation - -
Table 3: Validation Feedback to Roles Connected to the Operation Phase
The feedbacks for the migration and the operation phase mainly cover roles that are absolutely important to
run the whole transition, but are a part of the IT service management and do not change through the cloud
service delivery. Therefore, they are not especially considered in the ORFRAM.
The operation manager is a role that is covered by the COPS role in the ORFRAM which is responsible for
proper operation of the entire cloud environment. The cloud integrator role is congruent to the CSD role and
is responsible for proper integration of applications migrated into the cloud.
The entire feedback regarding roles points out, that many roles of IT service management are important for
cloud operation and cloud service delivery. This is indeed true, although the roles do not change with the cloud
service provider transition. The other mentioned roles are all included in the ORFRAM and cover the basic
needs of a cloud service provider. Therefore, the roles described in the framework model are considered as
validated. The ORFRAM itself goes far beyond the basic roles and covers the entire requirements along the
cloud lifecycle.
1.5 The Organizational Framework Model
The organizational framework model now joins all four phases of the cloud lifecycle. Putting these phases
together in a big picture results in an overview of the tasks that have to be executed for the organizational
transformation.
Starting at the top with phase number one where primarily strategic cloud management roles and some cloud
service management roles are introduced. It is also demonstrative, that the first phase presumes the most
prerequisites. This, because in that first phase, the trust and support of the management and the business must
be gained which then reflects in the respective strategic papers validated by the C-level and from which the
strategic instruments for a cloud evaluation can be derived. This instruments give direction to the development
of a cloud service provider and lead over in the cloud migration phase.
Phase number two further establishes service management roles and begins to establish basic operation-
related roles. The IT management instruments from phase one are cascaded to the phase two and used here as
well by the introduced roles. Many technical instruments are developed in order to guide and stabilize the
cloud services utilized in building blocks and technical blueprints so that a hassle-free migration of applications
and workloads is possible.
Phase number three enhances the operational abilities of the CSP by introducing additional roles to
professionalize the value performance and to simplify operation. Alongside, improvements in data preparation
are done by the roles introduced in this phase, which inure to the benefit of all roles within the IT organization.
Because these data preparation capabilities allow more precise capacity usage predictions, proactive
monitoring and migration inducement for legacy systems, accurate financial planning and ease of operation
are possible.
Last but not least, phase number four introduces the roles which close the loop of the lifecycle. The roles
introduced here initiate the next wave in cloud computing and by that the next wave of organizational
transformation that leads over to phase number one, where all the prerequisites, roles and instruments have to
be adjusted to the new circumstances.
Figure 8 visualizes the ORFRAM with all four phases of the lifecycle where the colors indicate the three
different cloud management subdomains. The horizontal arrows between the black-framed boxes indicate the
tight link between the roles, their traditional IT management instruments and their cloud related IT
management instruments within a phase. The grey arrows with the black frame symbolize the passages
between the different phases whereas the slim frameless grey arrows cascade the prerequisites and instruments
of the previous phase to the upcoming one where they serve again as prerequisites.
The framework model is surrounded by four omnipresent, greyed dimensions:
- IT Service Management
- IT Organization
- Business Strategy
- Skills Management
These are dimensions, which are not changed through the ORFRAM, but where a tight interaction takes
place. The CSP is well advised to tightly collaborate with the business in order to support the business strategy
as well as to act agile and flexible to fulfill its desires. The cloud service delivery interfaces with the IT service
management and requires its roles and processes for proper operation. The IT organization is enriched with
new and changed roles, but does not necessarily change in its structure. Todays common organizational
structures all allow cloud service delivery in some more or less efficient way. And as fourth domain, skills
management grows more important, because the skill requirements for IT personal change in its fundaments.
The outcome is an independently reusable framework model of how to transform the enterprise’s IT
organization into an internal cloud service provider. The framework guides the strategic organization
development through the cloud lifecycle and depicts the required instruments that necessarily have to be
developed so that the CSP can link to the existing interconnections with the business and the established service
management framework.
IT Service Management
Skills Management
IT O
rgan
izat
ion
Legend
Strategic Cloud Management
Cloud Service Management
Operational Cloud Management
Introduction Order Number
Pre-Existing Instruments
Role
Role
Role
6
CSSM CSPM
CSDM
CSCMCGM
CSB
CAR
CMPM
Cloud Strategy Service Relation-ship Models
Cloud Governance
Cloud Service Protfolio
Cloud Service Catalogue
Business Logic Diagrams
Cloud Archi-tecture Docum.
IT Strategy
Enterprise Architecture
IT Governance
Comm. & Collab. Tools
Decision Support Systems
Developing Suites
Tech. Blueprints & Building Blocks
Guidelines & Standards
CMP PoC / Test Environment
COM CSCOM
CSM
CADCOPS
CSD
Cloud S/CMDB Security Audit Plans
Identity & Access Management
Security Documentation
Countermeasure Plans
CMP to Infrastr. Connections
Disaster Recovery Plans
CMP Software
Development & Script Editors
IT Security Guidelines
Element Managers
Guiding Principles
CMM LEM
CAM
CCM
CIRM
Cloud Service Monitoring Conc.
Cloud Release Plan
Capacity Extension Plan
Application Documentations
Legacy System Documentation
Legacy Migration Planning
Compatibility Lists
Problem Reports
Roadmaps
Feature Requests
CLM
CSA
Custom Reporting
Cloud Lifecycle Report
Cloud Innovation Report
Data Warehouse
Vendor Roadmaps
Innovation Boards CIM
Phase 1: Cloud EvaluationPhase 2: Cloud M
igrationPhase 3: Cloud O
perationPhase 4: Cloud Change
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Traditional IT Mgmt Instruments Cloud Related Roles Cloud Related IT Mgmt Instruments
Busi
ness
Str
ateg
y
Figure 8: Organizational Framework Model (ORFRAM)