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Regardless of who makes the adjustments and changes it always involves
creating or redistributing tasks and "privileges" in the enterprise. This can
only be implemented with an appropriate Cloud strategy. Cloud computing
also changes the overall role of the IT department, and the tasks of some IT
employees in the organisation.
2.5.2
Securing knowledge for the future
IT operations employees are changing from IT administrators, through IT
service managers, to service brokers. Classical tasks such as installation,
administration and maintenance of IT systems are disappearing. Further
tasks, such as monitoring, selecting and managing Cloud services are being
added. This necessitates personal development, training in other skills and
abilities. This change promotes the IT department to a role where it acts as a
consultant and provides direct support to other business units. Staff must be
prepared for these changes.
Establishing new knowledge is closely connected with these changes. This
includes, in addition to special business and industry know‐how, in
particular, the skills needed for Cloud service management, such as:
How a Cloud service is controlled and what information is necessary
to do this
What SLAs are necessary and how these need to be interconnected
Which KPIs need to be made available for business needs
Existing knowledge, especially in the field of IT operation, must be secured
and retained, wherever it is important for the enterprise. Even if operating
of IT systems is no longer the focus following the migration to the Cloud,
there should always be sufficient know‐how within the company to assess
and evaluate the technical and organisational risks involved in switching
providers.
2.5.3
Cloud Computing – is it just another trend?
The trend toward dynamic and flexible IT services in the enterprise cannot
be stopped. Changes in markets and enterprises are becoming faster and
faster today. The market players are constantly challenged by new
competitors entering the stage, and established companies are changing.
Networked value chains lead to an increasing number of joint ventures. This
leads to frequent acquisitions and selling of companies and parts of
