Death by Cloud, the Explosion of Instances and Mitigation

small business cloud




Orchestration is mandatory requirement

Orchestration is mandatory requirement, not a nice to have, because it aligns the business request with the applications, data, and infrastructure. 

It does this by defining the policies and service levels through automated workflows, provisioning, and change management. It also provides centralized management of the resource pool, including billing, metering, and chargeback for consumption.

Orchestration can reduce the time and effort needed for deploying multiple instances of a single application. And as the requirement for more resources or a new application is triggered, automated tools now can perform tasks, which previously could only be done by multiple administrators operating on their individual pieces of the physical stack.

Cloud implies standardization

Cloud also implies standardization, which means creation and/or use of a number of common commoditized instances.

While everyone agrees this is good, we know developers have a knack for asking for tweaks to platforms to meet their "special" needs and since they are making the lines of business happy, they tend to get what they want.

Yet, for example, when they reach out to Amazon AWS, they accept AWS standards. Business and IT executives cannot allow this dichotomy to exist.

Regardless of where the cloud platform is – on-premise or off, public or private – the same standards must be put in place. This is especially true if the production system is going to be on an in-house cloud and development is elsewhere.

Without it there will have to be added steps, including re-integration and testing before instances can go live.

In part 2 we’ll cover The Cloud Tail Wags the Dog, No Cloud is an Island and key takeaways.

Related articles:

3 Things to Consider When Moving to the Cloud

How Small Businesses Should Best Play the Cloud

A Walk in the Cloud


About the author

Cal Braunstein

Mr. Braunstein serves as Chairman/CEO and Executive Director of Research at the Robert Frances Group (RFG). In addition to his corporate role, he helps his clients wrestle with a range of business, management, regulatory, and technology issues. 
He has deep and broad experience in business strategy management, business process management, enterprise systems architecture, financing, mission-critical systems, project and portfolio management, procurement, risk management, sustainability, and vendor management. Cal also chaired a Business Operational Risk Council whose membership consisted of a number of top global financial institutions.