Cloud Governance & Migration of test and development environments

Business Requirement

A Fortune 100 financial services company planned to consolidate and optimize its test and development environments that had an annual budget of over $100MM. The infrastructure was highly under-utilized and there was a disproportionate growth in both test and development environments as compared to production. Over 30% of the physical environments did not follow standards. And, there was a lengthy wait time for provisioning / configuring new servers – 2 months for virtual and 3-4 months for physical.


We were tasked with analyzing the current environments, proposing a new Point-of-Arrival environment, developing the roadmap and helping the organization execute it. We started our analysis by gathering the relevant data about the existing situation. That is when we discovered the disproportionate growth in test and developments environments, deviation from standardization, and under-utilization. As we continued further with our discovery, it became more and more obvious that they needed a cloud-based operational model that enabled need-based usage, consumption-based costing and reduced provisioning time.

Given their huge existing investment, we thought it made more sense to go for a hybrid environment comprising of a public cloud (or clouds) and an internal private cloud. Rather than getting into the nitty-gritty of the new POA environment at the very first stage, we decided to focus on four key elements: Governance, Process, Metrics and Management Tools. The Governance model, among many other things, dealt with identifying key stakeholders, their roles in the governance council, various policies, and how this level of governance fits within the overall IT governance. The Process piece defined a new common process for provisioning and multiple other processes for capacity planning, review, configuration management and operations. For the next key element, we identified Metrics and Key Performance Indicators (KPIs) that would enhance visibility into the overall management and usage of the POA. As the last key element, we described the feature set of a management tool that would facilitate the execution of the first three key elements. We also provided guidelines for planning and incrementally building the environment, charge-back models, identifying the new required efforts, and a consolidated roadmap.

After the initial strategy phase, we participated in setting up the governance council and launching efforts for developing new processes. We also participated in the implementation of the management tool. Our team size varied depending upon the phase we were involved in. Similarly, resource roles varied from senior strategists to enterprise architects and project managers.


Our up-front analysis predicted a potential cost savings of 64% by leveraging the new cloud-based POA environment. This is a multi-year initiative at the end of which we expect the client to achieve the ultimate target. We are still in the build-out phase and all the indicators are pointing in the right direction to achieving the targeted savings. The revised provisioning process, due to the cloud model, cut down the time to being virtually instantaneous. Well-defined and managed template-based virtual images for servers are expected to ensure 100% standardization.