The first step to a cloud migration is to align your strategy with your business goals, such as saving money on hosting, increasing workload capability, or making your application more available. There are various approaches to migrating applications to the cloud, and there is a fitting strategy for whatever goal you are trying to achieve.
There are several approaches for application migration to the Cloud, and each has its own merit. Depending on the current state of your application, you might choose to simply “lift and shift” it to the Cloud or, you may recognize the need to refactor, revise, or rebuild it to capitalize on the benefits Cloud technology provides. Here are two questions that every Cloud migration strategy should answer to help guide and define your implementation plan in a way that adds maximum value to the business.
Progress, not perfection. Large-scale culture shifts are made from a series of small-scale adjustments that accumulate over time. It’s unrealistic to expect people to instantly break old habits and adopt a DevOps model overnight. Here are a few quick wins that can be implemented at the team level for more efficiency now and to bring others on board with driving change.
According to the Harvard Business Review, “Every business is, willingly or unwillingly, a competitor on a software playing field, no matter which sector it’s in.” Consequently, the overarching goal for businesses today is to leverage software in a way that increases speed to market, improves customer satisfaction, and allows you to become more responsive to customers’ needs. To achieve all this, there must be a framework that supports a culture of innovation and shortens the time from identifying an opportunity or challenge to acting. This is where Agile, DevOps, and Cloud come into the picture. This article shows how each supports the other to create the perfect synergy for 99.99 software.
High performing teams regularly accomplish the impossible. They are the engines of innovation. Unfortunately, they are far too rare. A study in the Harvard Business Review estimated that three out of four cross-functional teams are actually dysfunctional. The study found that these teams most often fail to meet organizational expectations due to: