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)