- [Instructor] So, now that we understand the ins and outs
or problem domain, let's look at the to be.
The to be state is, in essence,
the solution set we're going after.
So, we're going from something that could be improved
Keep that in mind.
including the technologies we're going to leverage.
picking all of the technology,
As I'll state throughout this course,
this is about your ability to look at the existing state,
understand the business requirements,
problems that need to be solved,
Keep in mind, this requires that you become objective,
that you consider the technology
as to the properties that the technologies have.
This is not about what other people are using,
this is not about what the press is hyping,
So, you need to define the value.
As you go through here and as we do things
and typically we're solving problems with cloud services,
we need to make sure we're living up
to the value promises we're making for the technology.
And so, that means that we're thinking about the improvement
of the business via this technology,
in this case, cloud computing technology,
and we're able to define the metrics,
or prove that the value is there.
Then we need to define the investment needed.
Ultimately, if we're going to define the value,
and say we're looking to save $1 billion
in the next five years, that's not unusual,
then what is the business willing to invest
to obtain that $1 billion?
Is $200 million too much?
How should it be spent?
And should we spend the money on different resources
such as skill improvements, hiring more people,
leveraging cloud-based technology?
And so, as cloud architects get into this game,
ultimately, this is about them balancing the needs
of the business, the technology solution
that they're able to employ, and also,
most importantly, how much it's going to cost
and how much they can actually spend.
And also, being very realistic about what you're able
It's better to under promise and over deliver
than vice versa.
So, we have a balance here.
We have the to be, which deals with costs.
How can it be improved?
Features, functions, data, process, performance,
security, costs, et cetera.
The future state assessment, which is a deliverable
that we do so we understand where we're going
and how we're going to assess the future state.
The vision document, where this cloud computing architecture
is going to be, and what problems we're going to solve,
now and into the future.
Technology to leverage.
And so, it's cloud computing, which cloud?
Maybe multiple clouds, or different databases,
and are we replacing databases
or just rehosting in the cloud?
Are we lifting and shifting or moving the applications
without modification to the cloud?
In other words, rewriting portions of them
so they can take advantage of cloud native features.
So, the value realization means that we're looking at
what business problems are going to be solved,
and how much value we can assign to solving those problems.
And this is just an example here.
Say we have a weight of 92 out of 100 for Improve Agility,
83 out of 100 for Improve Productivity,
78 out of 100 for Improve Scalability,
76 out of 100 for Increase Revenue,
all these things have different multipliers
for the different aspects of the business
that are important to the business.
In some cases, such as if you're a bank,
agility is very important.
You have to change on a dime to react to regulation changes,
to adapting to new products, different economic states,
things like that.
But if you're, say, a manufacturer in the Midwest,
maybe producing tires, agility's not going to be
that important to you.
It's going to be somewhat important,
but not to the point of a bank or technology companies
or healthcare companies.
So, be realistic about what weights you're going to assign
to these particular aspects of solutions
that cloud computing is able to solve,
and be ready to calculate metrics
and be ready to prepare a report card for yourself
as to what you're signing up to as far
as value you're going to be able to deliver
for the amount of money that's going to be spent
and the ability to provide a report card,
or an automated way of looking at whether you're winning
or you're losing.